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  • Jonathan Smart on Organizing for Outcomes - DOES 2022

    Jonathan Smart shares patterns and anti-patterns to help organzations organize for business value and outcomes. He recommended focusing on “Better”, which is quality, “Value”, “Sooner”, which is time to learning and time to value, “Safer”, which is minimal viable compliance, and “Happier”, which is happier customers, colleagues, citizens, and climate.

  • State of Value Stream Management Report Shows Platform Adoption Increased 4X in a Year

    The Value Stream Management Consortium has produced their 2022 report, which most notably shows a 4x increase in the number of respondents implementing a Value Stream Management platform. Organisations implementing VSM are using value streams to break down silos, and rather than setting a vision and goals up-front, many are just starting with a VSM mapping exercise treated as an experiment.

  • Announcing the Value Stream Management Consortium

    Driven by a goal to accelerate global adoption of value stream management, Value Stream Management Consortium (VSMC) recently announced its formation. Aiming to function as the core of information and education in this space, VSMC was founded by leading technology providers such as, HCL Software, Plutora, ServiceNow, and Tasktop.

  • Q&A with Jeff Keyes of Plutora on the Transformative Impact of Value Stream Management

    Enterprise Management Associates (EMA) recently published their DevOps 2021 research that forecasts nearly 50% growth in VSM vendor penetration during 2020, and suggests VSM vendors are delivering against expectations. InfoQ spoke to Plutora, a leading VSM platform provider to understand what VSM adoption involves, how it can have a transformative impact and how it can fail.

  • The Role of Executives and Managers in Value Stream Management: Insight from Al Shalloway

    As organizations are transitioning to agile, executives' role is to design and communicate the vision of an effective organization that best aligns with its culture and performance goals. In the most effective organizations, managers have the responsibility of reducing the cost of delay, by removing any organizational blocker impeding the flow of value.

  • Focusing on Business Outcomes at Barclays: Overcoming the "Urgency Paradox"

    Jonathan Smart, head of working ways, and Morag McCall, PMO at Barclays, spoke last month at the DevOps Enterprise Summit in London about re-thinking the entire flow of work, from initial idea triage until releasing to production. This means introducing agility into how the application and services portfolio is managed, as well as changing the role of the PMO and finance departments.

  • Challenges of Moving from Projects to Products

    Carmen DeArdo, former DevOps technology director at Nationwide Insurance, and Nicole Bryan, vice-president of product management at Tasktop, recently spoke at the DevOps Enterprise Summit London on the importance of moving from a project-based to a product-based organization.

  • How the Dutch Railways Applies Agile and Lean

    The mindset that goes with agile and lean philosophies is quite similar; lean amplifies agile and vice versa. Agile practices are suitable for the development of complex products, and lean practices help to look for opportunities to reduce waste in your processes. Lean helps to see results from the customer's point of view, from start to delivery, whereas agile supports delivering optimal value.