Landon Oy Operative Minded Consulting


Business Agility - the way to navigate in the turbulent world



Landon Oy helps you to improve the customer value you produce - since on a longer run - it is the only thing that matters.

We can be reached at:
Jukka.Marijarvi( at )Landon.fi

Flow Framework® Professional
Landon Oy
Helsinki, Finland



Value Stream Management and why the flow matters?



Value Steam Management starts from the fact that company creates value to customers, and therefore the chain starting from the customer/market needs and leading into customer delivery is the key. You should optimise this and check that what you produce is of value both short term and longer term.

Typical organizations are complicated because the products are, too. You have several competence areas on for example: safety, HW, chipsets, protocols, fault-tolerance etc. But managing the Main Flow - ie. where "final" customer value is produced, is the key. Do you get your good stuff out to customers and how fast?

Many have done SAFe or other flavour of
Agility trainings. Agile practices are in use in the teams and in the organization.

DevOps is to assure the flexible front end leads to flexible deliveries, where functionality - customer value - is taken immediately into use.

Micro-services architecture is an enabler for wide range of agility. Being able to release components and sub-components independently creates you this. Releasing one monolith every day makes not that much sense.

Moving your focus next to measuring end-to-end capabilities gives you the possibility to see what is going on, and actively manage your operation.


Measurements and Metrics:



One should measure the flow parameters in the value stream, and the outcome.

Metricis a key element in Fact Based Management. Just avoid vanity metrics that are more nice to know than metrics you should manage against (Like lines of code).

Mik Kersten's book "Project to Product" summarizes the metrics nicely - and Tasktop provides tools to help you to link different tools and giving you a real-time X-ray on what is going on. Visibility is good, and it should not be seen as control in itself.

Note:

SAFe and other models recommend metrics, which are useable of course, but looking the big picture is always needed.

John Doerr's book "Measure What matters" introduces the OKR concept - Objectives & Key Results, and the book is really good. However, it is more tuned for giving targets for the organization to reach and splitting those into key results to achieve. It is more of a top-down methodology than measuring the value stream and finding issues blocking value creation, resource utilisation, and speed.

Do not forget the basic elements in the Change Management:
Get targets and current problem setting from the management sponsor, audit, inspect, re-plan, involve organization and make operative changes & improvements.