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Improving Your Team’s Performance Begins with Understanding Everyone Else’s Metrics

In ConnectALL, Value Stream Management, Value Stream Metrics by Norman MigliettaLeave a Comment

What are your most critical metrics for your job? What is your performance evaluated upon? These you know because they’re most likely tied to your performance evaluation, perhaps they’re tied to a bonus or merit increase. Now think about your colleagues in other departments. What are the most important metrics for them and how they’re being evaluated? Are your goals and metrics aligned? Are they competing?  Like most people, you probably haven’t spent a lot of time thinking about those questions, after all, you have a job to do and that can be overwhelming in and of itself. However, since …

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Recession or No Recession? Or Are We Already in One? How to Better Prepare for Both

In Business Innovation, Business Value, ConnectALL, Value Stream Management by Norman MigliettaLeave a Comment

It was the best of times. It was the worst of times…or in our case, what kind of times are we in? I just had two completely different phone calls this morning. One was with a highly qualified prospect and the other was with a client up for renewal. Both companies are in the U.S., operate in the same vertical and size of $500M – $1B, and have the same pain points of siloed teams, disparate tools, and unknown bottlenecks. But when it came to their approach about how to handle the economic uncertainties we are all in, they had …

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How Value Stream Automation Helps Regulated Industries Deliver Software at Breakneck Speed

In Regulated Industries, Tool integration, Value Stream Automation, Value Stream Management by Soumya MenonLeave a Comment

In the last decade, there has been a 10-20% increase in the number of regulations in the U.S. alone across a range of industries, according to RegData’s Industry Regulation Index.  This development makes finance and insurance, transportation, healthcare, and manufacturing the most regulated industries in the U.S. on a federal level, among others — leading to Unique challenges regarding compliance and risk management High volumes of data Navigation of rapidly shifting requirements And shockingly, a high percentage of companies in the regulated industries, even today, manage critical compliance data on spreadsheets — despite the adoption of Agile, DevOps, and lean …

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Six Ways Value Stream Tool Integration Can Improve Your Software Quality

In Test Management, Tool integration, Value Stream Automation by Soumya MenonLeave a Comment

Testing and quality assurance (QA) in software delivery has never been easy for any enterprise. QA teams need traceability and visibility into requirements as they are being created. The lack of which leads to siloed processes, disparate systems, non-alignment to customer requirements and business goals, delayed product releases, poor customer support and service, and even defects going into production — all affecting the quality of the software. Fortunately, when lean approaches like Value Stream Management (VSM) are implemented, teams can eliminate manual handoffs via emails, spreadsheets, and meetings. They can also implement techniques, such as automation, that enable information to …

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Why Should Software Development and Delivery Teams Care About OKRs and VSM?

In ConnectALL, OKR, Value Stream Management by Soumya MenonLeave a Comment

Should software development teams bother about Objectives and Key Results (OKR), or is it just a fancy term for another performance evaluation metric?  Let’s clear this right away: the OKR approach is not task or to-do checklists, or performance evaluations; it is not the same as software development KPIs or MBOs, and it definitely is not a project management target.  Despite the perception that executives are the only ones who should worry about OKRs, a well-planned and strategically written OKR — when tied to business outcomes — will have an impact on software development teams. Why? Because an OKR approach …

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Three Simple Strategies to Create Effective OKRs for Software Delivery Value Streams

In OKR, Value Stream Management by Soumya MenonLeave a Comment

How did Google grow from 40 employees to 139,995 and over $257 billion in global revenue? Sure, Google’s unique and ubiquitous products and services play a huge role. But they also have a covert yet overt strategy in their back pocket: Objectives and Key Results (OKRs). The OKR methodology was originally conceptualized by the legendary Andy Grove from Intel and Google adopted it in 1999 in its very first year of inception. Subsequently, OKRs spread across Silicon Valley companies. Recognized as a collaborative goal-setting system, today a lot of companies like Spotify, Twitter, LinkedIn, and Airbnb use OKRs. But OKRs …

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Recession and Value Stream Management — Is There a Connection?

In Agile Transformation, ConnectALL, Value Stream Management by Andrew FuquaLeave a Comment

At the 2022 agile conference in Nashville on July 18-22, someone asserted that Value Stream Management (VSM) is more important now that we’re in a recession because companies need to redouble their efforts on efficiency. Then the discussion turned to whether or not we are in a recession. I guess that’s what’s on the mind of many, for good reason. But I argued against the whole premise of the statement, both that it’s important because of the recession, and that the goal is efficiency. My position was, and is, that the recession is irrelevant when it comes to value stream …

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Not Everything That is Necessary Adds Value

In Business Value, ConnectALL, Value Stream Management by Lance KnightLeave a Comment

Note: Originally published on Since the Lean production method for manufacturing arose in the 1930s, organizations everywhere have been seeking ways to apply it to reduce waste and increase productivity. This model has served thousands of companies well, from manufacturing and product design to software development. Yet, one difficulty that comes up when discussing or applying Lean in software development is the debate about what is and isn’t considered value-added work. Some people get defensive when certain activities are labeled non-value-add (NVA). Others argue that if a customer expects an activity and is willing to pay for it, it must be value-add …