Elevate Agile-Plus-DevOps With Value Stream Management

LICEnSED FOR InDIVIDUAL USE OnLY
Elevate Agile-Plus-DevOps With Value Stream

Management
VSM Takes Over Where Application Lifecycle Management Leaves Off
by Christopher Condo and Diego Lo Giudice

February 19, 2020
Why Read This Report Key Takeaways

Practicing value stream management (VSM) VSM Ties Agile-Plus-DevOps To The Business
allows companies to turn their Agile-plus- Agile and DevOps are key transformation practices
DevOps environments into real digital business for software delivery teams. But they are not
drivers. With VSM, organizations implementing enough. VSM helps teams identify waste and focus
Agile-plus-DevOps will better understand the on value — and provides end-to-end visibility to all
value they deliver and the efficiencies they gain. stakeholders from planning to production.
This report introduces application development
Uncover And Accelerate Agile-Plus-DevOps ROI
and delivery (AD&D) pros to VSM practices and
VSM tools measure software development’s
tools and identifies some tool vendors in this
business value and performance metrics such
emerging market.
as mean-time-to-repair (MTTR), cycle time, and
This is an update of a previously published report; cost of delay. These inform product plans and
Forrester reviews and revises it periodically for priorities and point to ways to further optimize
continued relevance and accuracy. software delivery, quality, and governance.
Vendors Come From Different Perspectives

Vendors (and prospective vendors) of VSM
tools come from various backgrounds, and they
leverage existing assets to deliver them. But none
today provides a full-fledged VSM solution.
This PDF is only licensed for individual use when downloaded from forrester.com or reprints.forrester.com. All other distribution prohibited.
FORRESTER.COM
For Application Development & Delivery Professionals
Elevate Agile-Plus-DevOps With Value Stream Management

by Christopher Condo and Diego Lo Giudice

with Christopher Mines, Andrew Dobak, and Kara Hartig
February 19, 2020
Table Of Contents Related Research Documents

2 The Time Is Right For VSM Faster Software Delivery Will Accelerate Digital
Transformation
Defining The Practice Of Value Stream
Management Organize Your App-Dev Teams With Agile And
DevOps
6 VSM Tools’ Capabilities And Benefits
Coalesce Put Product Management To Work In Software
Development
VSM’s End-To-End Visibility Gives AD&D
Leaders Data To Fuel Transformational Efforts
Don’t Conflate VSM With A DevOps Toolchain
9 Vendors Use Different Strategies To Enter Share reports with colleagues.

The VSM Market Enhance your membership with
Research Share.
Recommendations
12 Take These Steps Toward Value Stream
Management Now
13 Supplemental Material
Forrester Research, Inc., 60 Acorn Park Drive, Cambridge, MA 02140 USA

+1 617-613-6000 | Fax: +1 617-613-5000 | forrester.com
© 2020 Forrester Research, Inc. Opinions reflect judgment at the time and are subject to change. Forrester®,
Technographics®, Forrester Wave, TechRadar, and Total Economic Impact are trademarks of Forrester Research,
Inc. All other trademarks are the property of their respective companies. Unauthorized copying or distributing
is a violation of copyright law. Citations@forrester.com or +1 866-367-7378
For Application Development & Delivery Professionals February 19, 2020
The Time Is Right For VSM

AD&D leaders have worked hard over the past decade to implement the practices and tools of
modern software development: application lifecycle management (ALM), Agile, and DevOps. But even
organizations that have advanced relatively far along their Agile-plus-DevOps journeys find that their
software development efforts suffer from:
›› A lack of visibility at the enterprise and portfolio level. Organizations have been investing in
continuous integration and continuous delivery (CI/CD) to automate end-to-end workflow for
individual products, but they still can’t track work in progress in aggregate, at a portfolio and an
enterprise level, to ensure customers receive value in a timely manner.
“As we scale our Agile and DevOps journey at enterprise and portfolio levels, we want everybody
to visualize the process for delivering products to customers. We want stakeholders to see where
their epics are in the lifecycle, show progress, show if items are done or not done . . . all the way
from the left (or concept) to the right (or cash).” (Paul Elia, former group VP and DevOps center-for-
enablement lead, SunTrust Bank)
›› Fragmented visibility along the product pipeline. Dev teams are most likely making do by using
manual reporting and tracking methods, often in a spreadsheet or project planning tool, resulting
in a piecemeal view of the end-to-end delivery lifecycle. And these views are static, providing little
insight or means to act, so teams can’t react to them to fix things.
“We need to answer questions like, ‘Where are the constraints, do we add more people, or do we
do something else?’ We wanted to create a model of the value stream, model the artifacts flowing
and metrics coming from that, and take action. That is now how we are moving forward.” (Carmen
DeArdo, former head of DevOps, Nationwide Insurance)
›› Poor management and optimization of development pipelines. In large enterprises, software

product development consists of multiple parallel workstreams, each with different technologies,
milestones, and artifacts. In this environment, governance is intractable, integrity is hard to
maintain, and feeding and correlating different metrics for different stakeholders is impossible.
“We’ve learned a lot from our own transformation to Agile as well as from our clients. We started our
journey with a clear focus on value. We soon learned that visibility — not just of value being created
but also of waste — is relevant. What is clogging up the flow, and where can we eliminate waste?
For example, where is technical debt accumulating? You are fooling yourself if you are only looking
at value — to optimize value, you have to look at waste.” (Michelle Shuttleworth, managing director
of consulting methods and tools, Deloitte Consulting)
›› Weak methodologies and isolated tools that can’t guide continuous improvement. Even with
automated tools, AD&D leaders, business leaders, and IT managers aren’t always sure which
metrics they should capture and use as key performance indicators (KPIs) to set the baseline for
their continuous improvement initiatives. They are floundering in data overload from islands of
automation and struggling to make sense of it all.
© 2020 Forrester Research, Inc. Unauthorized copying or distributing is a violation of copyright law. 2
Citations@forrester.com or +1 866-367-7378
Defining The Practice Of Value Stream Management
A term with roots in Lean manufacturing, a value stream is the sequence of activities an organization
undertakes to deliver on a customer request or need.1 In the context of software development,
Forrester defines VSM as:
A combination of people, process, and technology that maps, optimizes, visualizes, measures,
and governs business value flow (including epics, stories, and work items) through heterogeneous
enterprise software delivery pipelines. VSM tools are the technology enabling the practices of VSM.
Enterprises that are modernizing their application delivery with Agile, DevOps, and other enabling tools
and processes often struggle to prove that their transformation is delivering real value to stakeholders.
VSM enables organizations to go much further by helping (see Figure 1):
›› Map and analyze value streams. Value stream mapping helps identify and resolve disconnects,
redundancies, and gaps at the process, resource, and technology level to deliver customer
outcomes in the customer journey.2
›› Capture and visualize value stream metrics. Business strategists, product owners, development,
and testing and delivery leads can visualize where waste forms in the flow, where value is
generated or lost, and which financial and technical metrics are worth monitoring to govern and
optimize work (see Figure 2).
“We had visibility of our lead times and waste from code automation to deployment and are
perfecting that but still felt the need to have visibility on the left-hand side (of the pipeline) —
project portfolio management and product management — where we were blind on constraints on
where flow was going.” (Carmen DeArdo, former head of DevOps, Nationwide Insurance)
›› Plan and govern value streams. Once stakeholders analyze and map their value streams, they
can plan and manage the development of products and portfolios; allocate resources, artifacts,
work items, and releases as they flow through the pipeline; and fine-tune throughput. Through
integrations with other tools, VSM also enables dev teams to create seamless toolchains, visualize
release cadences, and trigger integrity enforcement.
FIGURE 1 Look For Tools That Offer Distinct Mapping, Visualization, Measurement, And Governance Capabilities
Mapping Visualization Governance Measurement

• VS graphical editor • Plans • Planning • Outcome capture and
• Analysis • Metrics • Product portfolios measurement
• What if • Financials • Products • Feedback to systems

of planning and
• Risk • Costs • Financials record
• Process, people, and • Value delivered • Costs
data • Predictive analysis • Value
• Lead time and • Flow • Tools management
process time
• Role-based views • Management of
• Outcomes artifacts, work items,
flow, and throughput
• Release control and
trigger
• Integrity enforcement
Core
• Integration • Interoperability • Unified data model for artifacts
FIGURE 2 Visualize Value And Waste In The Value Stream
Value stream to improve: app LT: lead time

delivery PT: process time
Business
Improvement: LT by 75% VA: value-adding (process time)
Customer Expected benefit: faster NVA: nonvalue-adding (process
request time-to-market time)
Submit Generate Specify Develop and

Build Test
business idea requirements design integrate
Business
Account analysts/
Developer Developer Developer Tester
team business
partner
LT: 2 days LT: 8 days LT: 30 days LT: 30 days LT: 3 days LT: 40 days
PT: 1 day PT: 5 days PT: 7 days PT: 20 days PT: 1 hour PT: 5 days
VA
NVA
Stage and An LT of 123 days

deploy Business versus a PT of 39
days means work
Value delivered is sitting idle for
Ops
to customer 84 days! What’s
blocking it?
LT: 10 days Total LT: 123 days
PT: 4 hours Total PT: 39 days
VA
NVA
VSM Tools’ Capabilities And Benefits Coalesce

Responding to customers’ growing awareness of the benefits of VSM, vendors are instantiating VSM
in tools that provide greater transparency, measurement, and control in the software delivery pipeline.
These allow 1) product managers to view progress and coordinate features with a schedule; 2) AD&D
leaders to find waste in their software delivery toolchain and reduce or remove it using automation; and
3) release teams to better visualize and manage the release process. While still early in their adoption,
buyers and users of VSM tools are gaining real benefits from their efforts to transform and adopt VSM
practices, such as:
›› Accelerating a cultural shift to product-oriented thinking. As teams make the shift from project
to product, they are grappling with large cultural challenges and push-back from traditionalists.
Taking a VSM approach aligns thinking around delivering value and the importance of adopting
product orientation.
“VSM complements the move to broaden our adoption of a product-centric operating model. Years
ago, there would have been a small number of folks who identified as a product manager, and
they probably had an actuarial background. With VSM, we now see the value in having a product
mindset in everything we do to deliver value to customers.” (Kevin Fisher, associate VP of lean
process management, Nationwide Insurance)
›› Providing historical baselines that promote continuous improvement. One of the biggest
issues facing software delivery teams is their inability to capture baseline performance metrics
from which to further measure progress. For businesses with cycle times that take years, such as
pharma, capturing baselines is especially difficult.
“Bringing a new product to market takes years; today our typical software lifecycle process data
is anecdotal, insufficiently measured, and loosely recorded — challenging our ability to establish
cause and effect between improvement initiatives and business impact. By implementing VSM,
we will be able to capture the baseline metrics of our software product development efforts, which
will allow us to measure and implement the most effective continuous improvement elements.”
(Director of global release and transition services, a major pharmaceutical company)
›› Catalyzing organizational change. By connecting disparate steps in an end-to-end software

delivery process, a VSM practice illuminates wasteful organizational structures that stifle collaboration
and Agile practices, resulting in organizational changes that can be uncomfortable to execute.
“If we could go back in time before our VSM efforts began and realize the human implications of this
change, I am not sure we would have gone down this road. But it’s something we needed to do to
move forward.” (Enterprise architect, a global defense contractor)
VSM’s End-To-End Visibility Gives AD&D Leaders Data To Fuel Transformational Efforts
Without data, it’s hard to know if you are improving. VSM provides the data to help VSM practitioners
realize their goal of managing and measuring the value of work. VSM tools employ a conceptual data
plane, capturing metadata from each process step to track progress, status, and state changes of
artifacts that move through the value stream. They also have the notion of a control plane that visualizes
processes, state data, insights through analytics and AI/machine learning, and systems for expressing
business rules (policies) to govern flow, enabling multidisciplined teams to actively manage the value
stream (with some level of automation) (see Figure 3). Other major capabilities of VSM tools include:
›› Connecting people by connecting value stream steps. Discrete steps within the value stream
often have different stakeholders. By connecting VSM steps, VSM tools connect stakeholders
and roles in the software delivery process, from strategic planners, project managers, business
analysts, QA, and developers to IT operations. This gives product managers visibility into the
delivery schedule, which they need badly to orchestrate delivery of initiatives across the business.
IT ops can also see what’s coming down the pipeline more easily.
›› Integrating and complementing DevOps toolchains. VSM tools can integrate with a DevOps
toolchain as well as integrate it. Through this capability, they allow pass-through capabilities
such as viewing build status, commenting on a work item, or placing a hold on a release. At the
same time, VSM tools do not replace the DevOps toolchain but complement them by providing
integration and data capture that occurs between these tools. VSM tools themselves do not
execute Agile planning, CI/CD, or any other pipeline subsegment action.
›› Getting real-time reporting across multiple software delivery pipelines. When integrated
with other tooling, VSM provides comprehensive updates on status, activities, business value
delivered, ROI, and critical development KPIs such as MTTR, cycle time, and resource utilization.
As VSM tools evolve, they will perform what-if analyses and provide information across multiple
heterogeneous toolchains at both product and portfolio levels.
›› Enabling opinionated points of view. VSM tools better connect an organization’s business team
with its engineering and delivery teams. Individual stakeholders should have a distinct view so they
can get the information they need to make critical decisions like go/no-go or understand where to
invest in optimization.
›› Providing greater visibility and analytics that focus the entire team on delivered value. AD&D
leaders will gain better visibility into the software delivery cycle, greater predictability, and improved
product planning. Those dealing with legacy tools and processes face threats from increasingly
sophisticated competitors without technical debt. And they need VSM to understand their
constraints, help set priorities for modernization, and visualize the effect of adopting new practices
or tools to increase value delivery.
›› Supporting and connecting team-level work to strategic planning. VSM will help business,
AD&D, and IT leaders collectively and strategically plan new product lines and capabilities — by
capturing and visualizing actual data from a variety of downstream systems.
FIGURE 3 The VSM Control And Data Planes
VSM control plane
Tracks, measures,
visualizes, and
governs the value
stream; guided by
captured data
The business
value stream Ideate Build Deploy
Represented as a
map; people, Bus. Dev Ops
process, and tech mgmt.
connected via
manual or LT: LT: LT:
automated steps 2 days 3 days 1 day
PT: PT: PT:
2 days 1 day 1 hour
VSM data plane
Captures activity and

rationalizes epics,
stories, work, and
artifacts in a common
data model; allows
integrated software
delivery tools and
historical data capture
to track flow through
the value stream
Don’t Conflate VSM With A DevOps Toolchain
It’s important to be clear about what VSM is not. VSM is not a DevOps toolchain. It instead
complements a DevOps toolchain by providing integration and data capture that occur among these
tools. VSM tools themselves do not execute Agile planning, CI/CD, or any other pipeline subsegment,
but DevOps toolchains that include VSM might have those execution capabilities. VSM distinguishes
itself from DevOps tools in the following ways:
›› VSM models span the complete software development lifecycle (SDLC). VSM must be able to
model and capture data from both automated and manual steps in the value stream. Otherwise, the
model is incomplete, lacking visibility into manual procedures such as security reviews or manual
acceptance tests. Unless these steps are part of the VSM model, it will be hard to capture their
process data and understand their impact and value to the overall SDLC.
›› VSM manages multiple value streams. AD&D pros know that different applications need different
processes, even if they use the same DevOps tools. Applications that store Health Insurance
Portability and Accountability Act data, for example, will follow a different value stream from those
that don’t. VSM tools need to be able to represent this, even if all DevOps tools are identical.
›› VSM can be a feature of an integrated DevOps toolchain. Vendors that have integrated
components, such as portfolio and planning or CI/CD, might offer VSM as a feature or add-on to
their existing offerings. But that’s not the only commercial option; other vendors offer standalone
VSM tools that can apply directly to existing toolchains via APIs and plug-ins.
Vendors Use Different Strategies To Enter The VSM Market

While mature Agile and Lean practices are prerequisites for VSM success, tooling will also play an
important role. There is no complete VSM solution in the market today, but vendors have a full-
court press on to define and capitalize on this emerging market. Their offerings span the gamut from
enabling technologies to VSM solutions (see Figure 4). (Note: Vendor placement in Figure 4 does not
indicate preference or superiority. End users may prefer a best-of-breed approach that links together
enabling technologies versus one solution from one vendor. Use the chart to educate yourself about
players in the value stream market, not to drive a purchase decision.) Vendors also come from various
backgrounds and focuses:
›› PPM and budgeting. Increasingly, project portfolio management (PPM) and budgeting pros want
the ability to tie investments to value streams, and they want to know which investments are paying
off.3 Vendors in this segment have applications with capabilities that allow them to connect to a
VSM system.
›› ALM. ALM tools can no longer be standalone applications for agile planners; they need to better
connect business to execution.4 Vendors in this space have agile planning tools that enable agile
planners to connect business with software development and vice versa so that project plans stay
informed as to the current state of progress.
›› CI/CD. These vendors live where developers live. They provide the nuts and bolts of developer
automation, enabling code to be built, tested, and deployed in an automated fashion.5 In the past,
these tools lived in a separate silo from business and planning, but today’s digital transformation
places developers at the center of the value stream. That’s why many vendors in this space are
creating new solutions to link these tools to upstream and downstream processes as well as
provide insights.
›› Release automation. Release automation has become a hub of automation and sophistication as
companies race to decompose large monoliths into hundreds of microservices. With that level of
complexity, automation and integration are necessary to execute reliable and risk-free updates on a
regular basis. Vendors in this space increasingly manage orchestration of large numbers of updates
and need upstream visibility into the overall value stream to guide and inform infrastructure and
operations (I&O) pros.6
›› Performance monitoring. These applications were once the sole domain of the I&O pro. But
in today’s DevOps-driven world, AD&D and product teams now consume that output to gauge
performance, maintain stability, and identify issues before they turn into customer complaints. Tools
in this category often provide sophisticated time-series data to help AD&D pros dig into issues and
have become a critical component to measure value delivered.
›› VSM enabling technologies. Vendors that fall into this space offer tools or even complete
solutions that target a specific segment of the value stream.
›› VSM solutions. Vendors in this category create product suites that span multiple value stream
areas with a single branded approach.
FIGURE 4 Vendors Developing VSM Tools Come From Different Backgrounds
VSM solutions
CollabNet CloudBees
VersionOne
Intland
Planview Software
Microsoft
Atlassian GitLab Plutora
Upstream Downstream
Tasktop ServiceNow
XebiaLabs
IBM
Blueprint
Datadog
Broadcom
ZenHub Micro
Focus New
Target Splunk Relic
Process
LinearB
PPM and Release Performance

ALM CI/CD
budgeting automation monitoring
VSM enabling technologies
Disclaimer: This figure does not evaluate the capabilities of a vendor’s products.
Recommendations
Take These Steps Toward Value Stream Management Now

Early adopters of VSM tools tell us that it takes considerable investment at all levels of the organization
to prepare and execute a VSM strategy. Even though many of their efforts are just getting off the
ground, they are already seeing benefits by gaining better understanding of their value streams
(including people, process, and technologies).
So don’t wait for mature VSM tools to emerge: Experiment with these nascent capabilities now.
Many offerings can provide immediate help with driving greater value delivery in your software
delivery process. Experimenting with VSM is a must-do for AD&D pros who want to accelerate their
organization’s Agile-plus-DevOps journey. Take these steps to get started:
›› Get educated on VSM. Chief technology officers and CIOs should familiarize themselves with VSM
and its ability to provide a connected, business-oriented view of the capability and performance of
the software delivery pipeline.
›› Conduct a VS mapping exercise. This will help organizations understand where their current
software delivery pipeline generates waste and value. They will soon realize the value that comes
from this exercise. Don’t reduce VSM to, or confuse it with, a value stream mapping exercise only.
›› Evaluate your vendor’s VSM offering. Look at your current vendor’s VSM offerings and compare
them to the Forrester definition of a fully capable VSM tool. AD&D leaders often don’t realize they
can leverage this capability by using what they have. The effort that goes into exploiting VSM
depends on the extent to which vendors support it. Also determine if the offering will support
heterogenous best-of-breed tools or just the vendor’s specific tools in order to select a tool that
works best with your current automation framework.
›› Contain your enthusiasm. Even though VSM tools hold great promise for greater visibility and
control of the software development process, they are not a cure for bad practices or organizational
dysfunction. With the increased transparency for business stakeholders, VSM will help you re-
energize and speed up your Agile-plus-DevOps transformation and possibly justify investments
necessary for an acceleration.
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Stay ahead of your competition no matter where you are.
Supplemental Material
Companies Interviewed For This Report
We would like to thank the individuals from the following companies who generously gave their time
during the research for this report.
Blueprint Micro Focus
Broadcom Nationwide Insurance
CloudBees Panaya
CollabNet VersionOne Plutora
Deloitte SunTrust Bank
IBM Tasktop
Intland Software XebiaLabs
Endnotes
James Womack, Daniel Jones, and Daniel Roos coined the term value stream in two books that launched the Lean
1
movement. Source: James P. Womack, Daniel T. Jones, and Daniel Roos, The Machine That Changed the World, Free
Press, 2007 and James P. Womack and Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your
Corporation, Free Press, 2003.
For a graphical visualization of a value stream, see the Forrester report “Faster Software Delivery Will Accelerate Digital
Transformation.”
Source: Karen Martin and Mike Osterling, Value Stream Mapping: How to Visualize Work and Align Leadership for
2
Organizational Transformation, McGraw-Hill Education, 2013.
For more information on funding value streams, see the Forrester report “Digital Business Requires Agile Financial
3
Planning.”
For more information, see the Forrester report “Digital Transformation Requires Development Transformation.”
4
For more information on cloud-native CI tools, see the Forrester report “Cloud CI Tools Mature To Meet Enterprise
5
Challenges.”
For more information on continuous delivery and release automation tools, see the Forrester report “The Forrester
6
Wave™: Continuous Delivery And Release Automation, Q4 2018.”
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LICEnSED FOR InDIVIDUAL USE OnLY

Elevate Agile-Plus-DevOps With Value Stream

by Christopher Condo and Diego Lo Giudice

Why Read This Report Key Takeaways

Vendors Come From Different Perspectives

Elevate Agile-Plus-DevOps With Value Stream Management

by Christopher Condo and Diego Lo Giudice

Table Of Contents Related Research Documents

Don’t Conflate VSM With A DevOps Toolchain

9 Vendors Use Different Strategies To Enter Share reports with colleagues.

Forrester Research, Inc., 60 Acorn Park Drive, Cambridge, MA 02140 USA

The Time Is Right For VSM

›› Poor management and optimization of development pipelines. In large enterprises, software

Defining The Practice Of Value Stream Management

Mapping Visualization Governance Measurement

• What if • Financials • Products • Feedback to systems

FIGURE 2 Visualize Value And Waste In The Value Stream

Value stream to improve: app LT: lead time

Submit Generate Specify Develop and

Stage and An LT of 123 days

VSM Tools’ Capabilities And Benefits Coalesce

›› Catalyzing organizational change. By connecting disparate steps in an end-to-end software

FIGURE 3 The VSM Control And Data Planes

VSM control plane

Captures activity and

Don’t Conflate VSM With A DevOps Toolchain

Vendors Use Different Strategies To Enter The VSM Market

FIGURE 4 Vendors Developing VSM Tools Come From Different Backgrounds

PPM and Release Performance

VSM enabling technologies

Take These Steps Toward Value Stream Management Now

Engage With An Analyst

Analyst Inquiry Analyst Advisory Webinar

Forrester’s research apps for iOS and Android.

Companies Interviewed For This Report

Broadcom Nationwide Insurance

CollabNet VersionOne Plutora

Deloitte SunTrust Bank

Intland Software XebiaLabs

Organizational Transformation, McGraw-Hill Education, 2013.

Wave™: Continuous Delivery And Release Automation, Q4 2018.”

We work with business and technology leaders to drive customer-

Forrester’s research and insights are tailored to your

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