Are DevOps problems in the field turning customers against you and stealing your competitive edge?

DevOps

If you’re feeling like all you do is play the popular 1970s kid arcade game, Whac-a-Mole, to fix problems once they’re in the hands of your consumers, then you’re shaking your head ‘yes’ right now.

Over time, success can breed a system that gets so complicated that the capability to keep up with the technology development needs of the organization doesn’t work like it once did. It’s time for transformation.

When we encounter a client who is facing leakage and app dev issues that make it into the hands of the final customer, most times, it’s caused by a DevOps system that’s out of whack with where the company needs to be, now, and where it should be going.

Behind every DevOps transformation are four key considerations we believe are invaluable to your success:

  1. Get an accurate view of your real, and untapped, value.
    SDLC Partners utilizes Lean Six Sigma (LSS), but you don’t have to be a LSS Ninja to take advantage of one of its more powerful methodologies – Value Stream Mapping (VSM). VSM is a process that creates a pictorial view of your Value Added and Non Value Added activities that are required to bring your product, service, or capability from beginning to end.
  1. Find the value gaps and waste blind spots.
    VSM uncovers where there are gaps from what you’re doing now and where you thought you were going, as well as where there are meaningful opportunities to focus on value-add activities that deliver more of what the customer wants. It also makes hidden waste visible.
  1. Surface problems and facilitating new opportunities.
    By mapping out your current state and discovering waste and gaps holding your value back, you now have the chance to revise and re-purpose your application development system for better protected outputs and inputs while shrinking cycle time and waste.
  1. Shoring up app dev process yields to freedom for innovation.
    When your DevOps system meets the value needs of the customer, you have less waste, you produce better technology and you push it out faster to happy customers. Mastering this cycle of efficient value creation and market delivery is the route to finding the resources and capacity to pursue competitive innovation.

Value Stream Mapping Benefits:

First, VSM helps make your process from end-to-end visual.

It establishes a current state baseline that highlights five key factors:

  1. How value flows to the customer
  2. Where flow stops and inventory builds
  3. The connections among information, material, and transactional flow
  4. How big business processes are working and could work better
  5. Where there is hidden waste

Lastly, VSM forms the basis for an implementation plan towards your future, value-driven state.

If you find that you’re always fixing what you’ve already created and shipped to customers, there is another way to approach transforming your system. And, it starts with discovering where you’re wasting value and not tapping into potential value. We believe understanding your value stream can eliminate legacy process debt and turn non value-add activities into space for innovation and better deliverables.

If you’re curious how we help clients transform their development operations, including our Lean Startup Framework, Lean Six Sigma, and Value Stream Mapping, let me know. I would be happy to share with you the case studies from our recent client work, helping them achieve better output, faster and with less waste.

null

Point of View Contributor

Paul Taylor, Director, Office of CIO Services

Paul Taylor, Director, Office of CIO Services is responsible for identifying, delivering and maturing Service Delivery Strategy in Project Management, Application Development, Quality Assurance and Lean Transformation to help our customers get products to market early, accurately and efficiently. Paul has over 20 years’ experience working in the Pharmaceutical and Healthcare Industries where he has defined, built, managed, and continuously improved global products, services, and operations through adoption of lean management principles and best practice tailored to customer value. Paul holds a Masters Degree in Electronic Information Management from St. Andrew’s University in Scotland and when he’s not solving complex business problems for our customers, enjoys Rugby, golf, and spending time with his family.

Share:Share on FacebookShare on Google+Tweet about this on TwitterShare on LinkedInPrint this page