Increasingly, DevOps is encouraging organizations to think holistically about the value streams of delivery. Make work visible and look to reduce waste. But agile and Scrum has taught us that complex problems require teams to self-organize, to 'scrum' to make progress. Does that mean that the value streams are continually changing? Does that mean that when you introduce value streams you remove the ability of the Scrum team to self-organize? In this talk, Dave West Product Owner and CEO of Scrum.org and Mik Kersten CEO of Tasktop discuss the challenges of introducing value streams to a Scrum world and how you can balance flexibility with the structure to enable better flow and deliver more value to customers. They will discuss how to avoid Value-Waterfall-Stream to make sure your stream doesn't become a waterfall and provide a list of potential warning signs for when the process of value streams has become a way of re-introducing traditional waterfall thinking to your product delivery process.

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Scrum with Value Streams
Can you finally get rid of waterfall Thinking
@ScrumDotOrg 1

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Or…
How to manage them so that they don’t
manage you.

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Meet Your Presenters
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Dave West
CEO / Product Owner Scrum.org
@davidjwest | dave.west@scrum.org
Mik Kersten
CEO / C—Founder Tasktop
@mik_kersten | mik@tasktop.com

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Improving the Profession of
Software Delivery

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2,130,000+
Open Assessments
Taken
173,000+ Professional Scrum
Certifications
The Home of Scrum
90% Agile Teams Use Scrum
214 Professional Scrum
Trainers
Taught
Practiced everywhere
101,000+
+12M Using Scrum Daily
ONE Scrum Guide

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Scrum Framework
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• Empirical
• To deal with complexity inspect and adapt
through delivery
• Self organizing and empowered teams
• Allow the team to decide how it works to
solve the problem
• Continually improving
• Learn by doing and continually challenge the
status quo.

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Fragmented Value StreamsBusinessValue
Best-of-breed tool chain
RevenueResults
We need a more disciplined and structured way of
thinking about software value streams

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300 value streams analyzed
70% integrate 3+ endpoints
40% connect 4 or more tools
66% use 4-8 integration patterns
Your value streams are networks
But most have an ad-hoc architecture

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Product UX / UI
Security
Ops
Cross-functional Feature Team
Development

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Feature Teams
Product UX / UI
Security
Ops
Development
Feature Team 1 Feature Team 2 Feature Team 3

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Value Stream Network

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Enterprise Agility
• Everyone wants to be agile
• Deliver more value to customers, be more efficient
• Start with a pilot project
• Pick a simple, small project with lots of motivated people
• When Successful then scale it
• And use the people from the pilot to spread the ideas
• Build a plan
• Engage a consulting firm and determine budget
• Train everyone
• All levels, all teams, get them trained
• Introduce coaches
• Each team should have a coach
• Measure
• How many daily standups, people trained, etc.
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Hang on a minute isn’t
this a waterfall
implementation of Agile

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But DevOps will fix it
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Value Stream Network - Tool Layer
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Value Stream Network – Artifact Layer
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Value Stream Network – Model Layer
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The Disconnect between Value Streams and Scrum
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VS

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Value Streams glue together
stuff. What happens if that
stuff changes (agile teams) ?

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Who decides what the value
stream is?

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Should a value stream be
process, product or customer
oriented?

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An Interesting Side Note
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Maybe the Nexus Framework can help
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• Is Just Scrum
• Add teams without changing core Scrum
• Deliver integrated increment for the Nexus
• Ensure progress is transparent by regularly
integrating everything
• Integration is a first class problem
• The Nexus Integration Team coaches the
Nexus on integration which includes the value
stream
Nexus™ Guide
The Definitive Guide to Nexus:
The exoskeleton of scaled Scrum development
Developed and sustained by Ken Schwaber and Scrum.org
August 2015

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Some Helping Principles
• The broader the value stream the simpler it should be
• Follow good engineering practices of high cohesion and low
coupling
• People and Product centric is best
• Use an agile approach to build and maintain the value streams
• Focus on value NOT efficiency (ideally do both)
• Human beings deal with variability much better than computers,
but make sure you need the variability
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Measures that Might Make Sense
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Product
Viability
Current
Value
(CV)
Unrealiz
ed Value
(UV)
Ability to
Innovate
(A2I)
Time to
Market
(T2M)
Market Value
Organizational
Capability
Opportunity Value
• How happy are your current customers?
Is their happiness improving or getting
worse?
• How happy are your employees? Is their
happiness improving or getting worse?
• What benefits does your product provide
to customers?
• Are the marginal economic benefits of
the product greater than their cost to
produce
• How fast can you learn from
new experiments?
• How fast can you deliver new
value to customers?
• How long does it take you to
stabilize a release?
• Who are your customers and what
are their desired outcomes?
• What are their current outcomes?
• What is the gap?
• How large is the market?
• What’s the value in closing the
gap?
• How much do you spend on
creating new value versus making
the old stuff work better?
• How easy is it for your customers to
adopt new releases?
• How much technical debt do you
have?
• How many outstanding defects does
your product have?
Innovation Speed

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Learn More
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@davidjwest | dave.west@scrum.org @mik_kersten | mik@tasktop.com
http://project2product.org