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Driving DevOps with Value Stream Management

You're reading from  Driving DevOps with Value Stream Management

Product type Book
Published in Aug 2021
Publisher Packt
ISBN-13 9781801078061
Pages 676 pages
Edition 1st Edition
Languages
Concepts
Author (1):
Cecil 'Gary' Rupp Cecil 'Gary' Rupp
Profile icon Cecil 'Gary' Rupp
Toc

Table of Contents (23) Chapters close

Preface 1. Section 1:Value Delivery
2. Chapter 1: Delivering Customer-Centric Value 3. Chapter 2: Building On a Lean-Agile Foundation 4. Chapter 3: Analyzing Complex System Interactions 5. Chapter 4: Defining Value Stream Management 6. Chapter 5: Driving Business Value through a DevOps Pipeline 7. Section 2:VSM Methodology
8. Chapter 6: Launching the VSM Initiative (VSM Steps 1-3) 9. Chapter 7: Mapping the Current State (VSM Step 4) 10. Chapter 8: Identifying Lean Metrics (VSM Step 5) 11. Chapter 9: Mapping the Future State (VSM Step 6) 12. Chapter 10: Improving the Lean-Agile Value Delivery Cycle (VSM Steps 7 and 8) 13. Section 3:VSM Tool Vendors and Frameworks
14. Chapter 11: Identifying VSM Tool Types and Capabilities 15. Chapter 12: Introducing the Leading VSM Tool Vendors 16. Chapter 13: Introducing the VSM-DevOps Practice Leaders 17. Chapter 14: Introducing the Enterprise Lean-VSM Practice Leaders 18. Section 4:Applying VSM with DevOps
19. Chapter 15: Defining the Appropriate DevOps Platform Strategy 20. Chapter 16: Transforming Businesses with VSM and DevOps 21. Assessments 22. Other Books You May Enjoy

Chapter 14: Introducing the Enterprise Lean-VSM Practice Leaders

  1. James P. Womack, Ph.D. James Womack and his colleague, Daniel T. Jones, coined the term Value Stream in an article published in the Harvard Business Review magazine, titled "From Lean Production to the Lean Enterprise" (March–April 1994).
  2. LeanFITT's founders were the original thought leaders in the early development of value stream management concepts and methodologies.
  3. The issue is that those managers and executives have multiple value streams running through their functional departments, but the metrics and financial incentives drive department or facility-level improvements.
  4. All of the actions, both value-creating and non-value-creating, are required to bring a product from concept to launch (also known as the development value stream) and from order to delivery (also known as the operational value stream). These include actions to process information from the customer and actions...
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