devops ppt 02

customer needs

maximizing customer value

reducing waste

customer value delivered

MURI

MURA

MUDA

defects

overproduction

waiting

non-utilized talent

transportation

inventory

motion

extra processing

a scientific approach to creating and managing startups and getting the desired product to customers' hands faster

set of best practices for IT service management (ITSM) aimed at aligning IT services with the needs of businesses.

a scientific approach to creating and managing startups and getting the desired product to customers' hands faster

set of best practices for IT service management (ITSM) aimed at aligning IT services with the needs of businesses.

Information Technology Infrastructure Library):

lean

agile

product management

service management

reliability engineering

value and experience management

Measures performance tied to output

Measures value delivered to customers

Measures value delivered to customers

Measures performance tied to output

The Key Performance Indicators seem efficient and waste-free superficially (green on the outside) but the actual experiences reveal inefficiencies and waste (red on the inside).

The Key Performance Indicators seem efficient and waste-free superficially (red on the inside) but the actual experiences reveal inefficiencies and waste (green on the outside).

Maximizing profits

Just-in-time production

Reducing waste and delivering working software quickly

Collaboration and flexibility

A product with limited but enough features to gather maximum information about potential customers and their feedback.

A finished product that includes all features required to solve customer problems.

Sales revenue

Employee turnover rate

Customer retention rate

helps organizations to set and achieve goals, thereby optimizing the use of existing resources to achieve the organization’s strategic objectives.

measures performance tied to output

Deployment Frequency

Lead Time for Changes

Time to Restore Service

Change Failure Rate

To gather as much data as possible

To continuously improve the organization

KPIs are quantitative metrics used to monitor ongoing progress, while OKRs are strategic goals set for a specific period.

KPIs focus on maintaining existing performance levels, while OKRs aim for innovation and growth.

Satisfaction, Employee retention, Customer satisfaction, Net promoter score

Lead Time for Changes, Deployment Frequency, Time to Restore Service, Change Failure Rate

To measure the number of flow items in the value stream.

To identify bottlenecks and improve process efficiency.

To measure specific aspects of performance crucial to the success of an organization, project, or process

To set and track aspirational goals for a specific period.

Functional Silos

Cross-Functional Teams

The mindset within an organization

The organizational structure

Stream-aligned teams, Enabling teams, Complicated Subsystem teams, Platform teams

User Experience teams, Mobile Development Tools teams, Data Security teams, Backend Services teams

T-shaped individuals are more likely to focus on innovation and come up with innovative ideas.

T-shaped individuals are more likely to collaborate effectively with specialists in other fields.

A point where deployment automation is achieved.

A point where responsibility is transferred between the Product team and the Platform team.