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What is DevOps? Using impact mapping to help your team experiment. This simple technique helps teams map the effects of their work to an organization's broader processes and outcomes. Justin Holmes Red Hat. Topics DevOps.
About the author. During her journey with Agile she has coached multiple engineering teams. Dominika has a Masters degree and her education has been focused on cultural studies and psychology. She has applied this to various support and non More about me. What Kubernetes taught me about development. Implement governance on your Kubernetes cluster. Deploy Quarkus applications to Kubernetes using a Helm chart.
In service industries, value stream mapping facilitates effective and timely services for external customers, whereas inside administration and offices, it facilitates services for internal customers. In healthcare, value stream mapping ensures that patients are effectively treated with high-quality care. The process items that flow through the value stream are customer needs.
Value stream mapping originated in the enterprise manufacturing industry. The company uses value stream mapping to outline the steps required to produce a new car.
After reviewing car production steps, the company identifies a handoff stage in the development that appears wasteful. This handoff stage requires a forklift to move raw materials from one side of a warehouse to the production line.
However, this move has safety risks and is time consuming. From this insight the company decides to permanently move the raw material storage directly adjacent to the production line. This increases efficiency and potentially removes the requirement of the forklift altogether! Overproduction is a catalyst to many other forms of waste. When a manufactured product is overproduced it leads to further waste through unnecessary costs like extra storage, wasted raw materials, and capital frozen in useless inventory.
Inventory waste is the liability cost that comes with storing and preserving a surplus inventory. This waste includes waste of space for housing inventory, waste of rent for storage space, waste of transportation costs, waste caused from deterioration of housed products. Motion waste is the cost of all the motion by person or machine that could be minimized.
The previous example we demonstrated with the forklift and supply location is a great example of motion waste and optimization. Motion waste has many wasteful byproducts, including pollution, fuel waste from operating vehicles, maintenance repairs, and costs from equipment breaking down.
Accidents do happen, and they can be expensive. Defect waste management is the effort to identify and mitigate accidents and imperfections that lead to defective final products. Defects are costly as they need to be replaced, may have additional recycling costs, or may be a total loss of raw materials.
Over-processing waste refers to any step of the manufacturing component that can be deemed unnecessary. Examples include adding features users did not ask for Or polishing areas of a product that may not be visible to a user. Waiting waste is the cost of any step in the manufacturing processing that is slow and causes a delayed reaction to the final output. Waiting causes expenses in lighting, heating, cooling, and the risk of materials, or contracts expiring. Transport waste is very similar to motion waste.
Transport waste deals with external transport movement between multiple locations or third-party partnerships where motion deals with internal movement in the same location. Software development entails shipping ideas into tangible user experiences that provide value to the customer.
The software development value stream mapping flow stages are primarily concerned with cross-team communication. The user requests a feature, product teams design functionality, engineers receive the design and build the software, and the software is shipped to the end user. Value stream management for software can be used to identify points of waste between these stages.
The following is a list of seven types of waste found in software development or other creative work. This occurs when software is pushed out in an incomplete state. It may happen due to a lack of complete specification, or lack of automated test coverage.
Partially completed work also causes a cascade of other waste since additional work is needed to push more updates and fill in the missing functionality. Extra features are features directly not requested by users but cooked up internally on a hunch or speculation.
Extra features may present themselves as well intentioned but often are a byproduct of a disconnect from actual customer needs. Relearning waste can also occur from lack of internal documentation. If a software failure or outage occurs it is a best practice to investigate and document why the outage happened and how it was remedied. If a failure occurs again and it has not been documented, there will need to be another investigation and remediation. Relearning waste also occurs when a team or individual needs to overcome the learning curve of an unfamiliar technology.
Tech trends rapidly come and go. Flavor of the month frameworks and libraries get jumped on by junior developers pumped by market trends and hype. Even though an organization already knows how to build a certain feature they may have to relearn how to build it in new framework.
Handoff waste occurs when project owners change when roles change or there is employee turnover. Key team members leave and a project gets handed to a team member without context. This scenario is hard to avoid.
Handoff otherwise occurs from poor management and changing team member priorities while in action. Handoff waste can also occur through communication pipelines. For example, in a DevOps team , the development team can integrate more closely with the operations team to help prevent any communication errors when passing off a product to be maintained.
This is an example of avoiding handoff waste. Delays usually occur when there are tightly coupled dependencies on a project Downstream execution on a project may be halted due to a dependency on an upstream decision or resource. While it's best to avoid dependencies between these tasks, it can be challenging to perfectly decouple tasks. A delay in one task may cost delays in dependants. Delays can cause a cascade of waste.
Software development often happens at a rapid pace and tasks are distributed amongst team members. Task switching waste has similar qualities as handoff waste. Where handoff waste occurs when tasks switch owners between team members, task switching waste happens to an individual. I just want an estimate on the work time.
She guided Chris in determining the estimate of the value time for each step. Here is what it looked like after 20 minutes. And just like before Tina guided Chris to arrive at an estimate.
For example, if you had any questions around the feature as you began developing the story, you would have to wait for the Product Owner to answer your questions. If the Product Owner is available, then there is no wait time. But if the Product Owner is not available, then that story would have to wait. What would you have done when such a situation arises? You may also have to switch to solving another problem. The more work you have on your plate, the chances are you are context switching more often.
This often extends out the duration of all the work that you are context switching on. That would be very difficult to achieve. You also have to remember that we just estimated these numbers. We are now in a position to hypothesize. He was beginning to get that sinking feeling again. Tina was probably giving him more work. He did not want more work. In order words, it is the difference between the completion timestamp to the start timestamp.
Lead time on the other hand is the elapsed time between when a request was made and when it was received by the customer. Customers does not see Cycle Time, they only see Lead Time. Similarly, is there a way to timestamp the card when it gets added to every other column in your board? We have not yet delved into the information flow.
Hence, we need to adapt it to our needs. Your batch size is dependent on the length of your sprint. You try to take on only so much work that you can complete within your sprint. As work moves from the left to the right, your information needs to move from right to the left as a feedback loop. The smaller your feedback loop the faster you can make adjustments and the better your quality will be. The second, and probably the most important point for software engineering is that you need to have the right information available at the right time before you begin coding.
More importantly, the organization has lost capacity. The time spent in fixing bugs could have been better utilized in developing additional features or retiring technical debt.
This waste of time could have been prevented by having the requirements nailed down. After all we are not talking of requirements that will be built months down the road. We are talking of requirements that we are about to start building. So focused was their conversation that they failed to notice when Matt arrived.
Simple, but effective. Tina, I am about to start working on a project where we need to comply with a few regulations. I would love to have something similar done for that. I think it will help. Got to run. Do you think this conversation was useful? I am going to read up on this value stream thing and see where else within our team I can apply.
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