Value stream
mapping originated as a lean-management method. Today this method along with Agile, ITSM and
other LEAN practices is utilized to understand and improve the delivery of products or services for all
industries. Being able to analyze the
current state for the series of events that take a product or service from
concept all the way through to value realization by the customer is a powerful
tool. A tool necessary for designing an efficient future state and for
strategizing continual service improvement.
Below are some thoughts on how the approach to value stream mapping can
be applied to service management.
Getting Started: Beginning with the formal proposal or request
from the customer and then documenting what takes place throughout the
lifecycle is always a good starting point.
Value Stream Mapping requires a gradient approach including the
following elements:
·
Define
physical flow of events – If you are just starting out, it might prove helpful
to keep this high level and not get to far down into the detail of
workflow. One approach is to start with
the proposal, requirements and charter… document the flow of events (process
activities) until it gets to the Project Management Organization. Now track events there and follow through
design, transition and operation. It
would be good here to document processes but also to keep in mind the process
integration.
·
Define
flow of information – It might be best to stick to critical elements of
information that are required to fulfill the design and delivery of the
service. Information tracking could
prove useful for such things as Business and Service Level Requirements
gathering, Project charters, Service Acceptance Criteria, Service Transition plans… Service Design
package, Test results, Change schedules and more. Record how this information flows through the
processes.
·
Add
process data to the value stream map - What data is critical for your
success? Here is where you want to collect data related to how much time and
effort it is taking you. Process data
could include lead times, cycle times, wait times for event or process
activities. How long is it taking you to process information, design, and
deployment of the service or product? The
focus is on how to improve the process for better workflow in this value
stream.
·
Analyze the data and information in the value stream – The value stream map should now give you some information to identify bottlenecks, waste, and areas where processes are broken. One could also analyze how to integrate process activities early in the lifecycle. Are silo’s between the Development team and Operational processes creating workflow issues? Taking time to analyze here from a holistic and enterprise view point could prove critical to ongoing success.
·
Create a
future state for the value stream - Care should be taken so that we do not
improve one area so much that we increase workflow that creates a bottleneck
further in the stream. We also need to
be clear on what the rate of demand is from the business and customer
requirements. Let the customer/business
requirements dictate the velocity for the flow of work. Cadence and fluidity will be key.
A good rule here is to use an
iterative approach and to be careful not to make more improvement or change in
the process and workflow than the organization can sustain. One Service Improvement Plan (SIP) at a time
and be sure to “keep the momentum going”.
Have you applied Value Stream Mapping to your IT Services? I have shared some of my thoughts here, what
are yours?
Certification and training information:
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