Software delivery is all about connecting different teams, people, processes, and moving into production by improving flow and speed. And more importantly it is about the delivery of value. Because of the emphasis on continuous integration and continuous delivery, a lot of IT teams in companies may not be siloed anymore. Connections are being made but are these meaningful enough to drive continuous value? 

“Connection of tools or integrating the tools brings no value to an organization at all. It’s what the connections can do that brings value and gives you the power,” said Lance Knight, COO and President of ConnectALL. “We are not only connecting the tools we work with, we are connecting the people, the feedback loops, people talking about what they found and the connection between what you do and business outcomes. Connections are meaningful when you see the value in what you are delivering and this is how value stream management enables you to use those connections.”

Connections matter today more than ever. In this world of continuous value creation, with interoperability giving that additional intelligence into what is really happening in your software delivery value stream, one can connect systems, platforms, people and the data you get from these connections brings about new meaning and context. Knight says that this is all human.

Value stream management enables the power of connections

And when we talk about everything being human, we talk about value stream management. We have been talking at length for the last three years about how value stream management has been adapted by several companies. In fact, we predicted that a high percentage of companies will start implementing it. But the question remains if they are doing it right and why is it not working? 

“The way you develop software today is much faster and not having all the parts of software delivery connected means that you are not moving in the same direction. This is where value stream management comes into play. It simply means that you should be able to see everything in your value stream. If you are connected meaningfully and make use of the connections in the right way, innovation gets built into the system, and you will see the flow of outcomes. You should be able to see how things are moving in the value stream and then devise a governance model based on which you will see the connections and make changes accordingly. 

“This is where I repeatedly say, value stream management