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Each table picks a sector and a business use case (some examples below):
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Each table picks a sector and a business use case, for example:
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***Telco** - Ordering a new Broadband package
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***Finance** - Creating new Current Account
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***Government** - Paying for Council Tax
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***Energy** - Switching energy provider
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***Finance** - Creating new account
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***Government** - Paying a Council Tax
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***Energy** - Switching energy providers
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#### Some questions to lead the discussions ...
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#### Some questions to lead the discussions:
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What is the trigger for the stream?
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What is end business value?
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What are all the steps in between?
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What's the Technology or system that helps with that step?
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What are the technologies or systems that help with these steps?
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_DevOps is focused on speeding up that value chain. Metric-Based Process Mapping (MBPM) is a practice that will help visualize all these steps and capture some metrics about how long they take._
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_DevOps is focused on speeding up the value chain. Metric-Based Process Mapping (MBPM) is a practice that helps visualize all these steps and capture some metrics about how long they take to complete._
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@@ -78,21 +78,21 @@ The second generation from Learning to See.
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#### _Why use it?_
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* Holistically analyze and optimize "brownfield" delivery processes, including everything from requirements definition, infrastructure provisioning and application development.
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* Visually represent the way work flows through an organization
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*Building a shared understanding throughout the various levels of an organization
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how the work is actually done.
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*Formulating specific, data driven improvement plans.
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* Holistically analyze and optimize "brownfield" delivery processes, including everything from requirements definition to infrastructure provisioning and application development.
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* Visually represent the way work flows through an organization.
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*Build a shared understanding throughout the various levels of an organization
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about how the work is actually done.
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*Formulate specific, data driven improvement plans.
* Frequency of deployments (more frequent is better)
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* Lead time for new features: from ideation through delivery (shorter is better)
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* Lead time for new features from ideation through delivery (shorter is better)
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* Frequency of change failures (fewer changes are better)
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* Mean-time-to-repair, MTTR (shorter recovery times are better)
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* Mean-time-to-repair, or MTTR (shorter recovery times are better)
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@@ -101,8 +101,8 @@ how the work is actually done.
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#### Flow Metrics
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***Throughput** — the number of work items finished per unit of time
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***Work in progress (WIP)** — the number of work items started but not finished. The team can use the WIP metric to provide transparency about their progress towards reducing their WIP and improving their flow
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***Throughput** — the number of work items finished per unit of time.
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***Work in progress (WIP)** — the number of work items started but not finished. The team can use the WIP metric to provide transparency about their progress towards reducing their WIP and improving their flow.
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***Cycle Time** — the amount of elapsed time between when a work item starts and when a work item finishes.
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***Work Item Age** — the amount of time between when a work item started and the current time. This applies only to items that are still in progress.
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@@ -131,7 +131,7 @@ How To ...
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### Metric-Based Process Mapping
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Document all activities / steps (the things)
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Document all activities and steps (the things)
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@@ -183,29 +183,29 @@ Document all activities / steps (the things)
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#### Summary of the steps
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1. Label the map and create Swim Lanes
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2. Add time
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3. Add the activities (the steps) to the map (some could be in parallel)
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4. Document all the activities (the steps). On each sticky note track the activity
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#### Summary of the Steps
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1. Label the map and create Swim Lanes.
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2. Add time.
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3. Add the activities (the steps) to the map (some could be in parallel).
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4. Document all the activities (the steps). On each sticky note track the activity:
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* Name the activity and who's involved
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* Add the number of people
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* Add the Accuracy (% complete and accurate)
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* Add process / Lead Time
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### What to do next?
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* Identify handoffs
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### What To Do Next?
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* Identify hand-offs
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* Create summary metrics
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* Identify improvement areas
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* Validate the improvements with a future state MBPM
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### Exercise
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#### As a class:
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1. Walk through the *as-was* MBPM
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#### As a class
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1. Walk through the *as-was* MBPM.
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@@ -215,7 +215,7 @@ Document all activities / steps (the things)
1. Identify improvements on the steps and if it's possible to reduce handover or remove any of the existing steps.
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1. Identify improvements to the steps and whether it's possible to reduce hand-offs or remove any of the existing steps.
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2. Document any new activities (the steps). On each sticky note track the activity:
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* Name the activity and who's involved
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* Add the number of people
@@ -249,12 +249,12 @@ Document all activities / steps (the things)
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### Facilitation Tips
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* You can map the MBPM steps with the Big Picture flow and improvements for a better visualisation of work
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* Use a spreadsheet to calculate numbers for metrics, it will be much easier to do it
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* Iterate Iterate Iterate! Start with small teams and compare over and over again
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* If psychological safety is low, postpone gathering the numbers until trust there
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* Tools with numbers on them can be very intimidating to people
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* Don't be too specific about the numbers, just use them as a gauge. It's not about the seconds it's bigger than that
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* You can map the MBPM steps with the Big Picture flow and improvements for a better visualization of work.
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* Use a spreadsheet to calculate numbers for metrics because it's much easier.
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* Iterate Iterate Iterate! Start with small teams and compare over and over again.
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* If psychological safety is low, postpone gathering the numbers until trust is established.
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* Tools with numbers on them can be very intimidating to people.
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* Don't be too specific about the numbers, just use them as a gauge. It's not about the seconds, it's bigger than that.
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@@ -267,7 +267,8 @@ Related practices:
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*[Team Topologies](https://teamtopologies.com)
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There are other practices in the space of working on how we might start building a solution that fixes problems or realize some new opportunities:
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<!--I commented on this phrasing elsewhere, it is very ambiguous and wordy. "in the space of working on how we might start building..." I suggested "Suggest "There are other practices to consider as we start building a solution to fix the problem and these can help us recognize new opportunities." in the event-storming module.
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Also this para is weirdly indented by a single space-->
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