Lesson 3 - Value Streams To Create, Deliver, and Support Services

ITIL® 4 Specialist:
Create, Deliver, and Support (CDS)
Based on AXELOS ITIL® material. Material is reproduced under licence from AXELOS. All rights reserved.
ITIL® is a registered trade mark of AXELOS Limited used under permission of AXELOS Limited. All rights reserved.
IT Infrastructure Library® is a registered trade mark of AXELOS Limited used under permission of AXELOS Limited. All rights reserved.
AXELOS® is a registered trade mark of AXELOS Limited used under permission of AXELOS Limited. All rights reserved.
The Swirl logo™ is a trade mark of AXELOS Limited used under the permission of AXELOS Limited. All rights reserved.
Value Streams to Create,
Deliver, and Support
Learning Objectives
By the end of this lesson, you will be able to:
Define how to use a value stream to design, develop, and

transition new services
Identify how the ITIL practices contribute to a value stream

for a new service
Describe how to use a value stream to provide user support
Define how the ITIL practices contribute to a value stream for

user support
ITIL Value Streams
Introduction to Value Streams
Value streams are simple, but not mere representation of work.
● They can either represent a design or

ideal pattern of activity.
● They can also reflect the actual and

observable patterns of activity.
ITIL Service Value Chain
An operating model for service providers that covers all the key activities required to effectively
manage products and services
Figure 0.2 The ITIL service value chain
Copyright © AXELOS Limited 2019. Used under permission of AXELOS Limited. All rights reserved, Page xiii
ITIL Service Value Chain
A value chain can:

● Mention one, some, or all value chain
activities, depending on the context
● Repeat value chain activities, depending
on the work in progress
Figure 0.2 The ITIL service value chain
Copyright © AXELOS Limited 2019. Used under permission of AXELOS Limited. All rights reserved, Page xiii
ITIL Service Value Stream
A sequence of service value chain activities is referred to as an ITIL service value stream.
It is a series of steps an organization undertakes to create and deliver products and services to consumers.
Value streams are simple representations of work.

A value stream is made up of one or more steps. Each step comprises one or more actions that
accomplish a specific objective.
These actions may occur sequentially or in parallel, and they may either be connected to other actions or
independent of each other
The image illustrates the relationship between value chain activities, the value stream, the steps in
a value stream, the actions within a step, and the tasks within an action.
Figure 4.1 Value streams activity hierarchy

Copyright © AXELOS Limited 2019. Used under permission of AXELOS Limited. All rights reserved, Page 54
Value Streams and Organizations
An organization can be a single person, a team, an enterprise, or an ecosystem of enterprises working together.
Value streams are defined in the context of a system that is established to create value for the organization, its
customers, and other stakeholders.
The overall goals and expectations for a product or service should be described from
end-to-end, that is, from demand to value.
The value stream represents work across different teams, that impacts different stakeholders,
who use different processes, tools and people, and sometimes even different suppliers.
Each step in a value stream can be described as a process.
Some steps may represent value streams in a lower-level organization.

● The key differences between value streams and

processes relate to their focuses and how they are used.
● Many sets of interrelated activities that transform inputs
into outputs could be considered processes.
● Value streams are focused around the flow of activity
from demand or opportunity to customer value.
● Process taxonomy and management tools and
techniques are applicable to value streams.
Value Streams and Organizations: Example
● Passengers on train journeys are likely to interact with

multiple service providers.
● Some of these service providers are railway companies that:
○ Transport people
○ Manage the stations, sell tickets, ensure security, dispatch
and navigate the trains, etc.
Railway travel is a complex ecosystem with many organizations cooperating and collaborating to
create a seamless and comfortable user journey.
Cascading value streams to lower-level value streams or processes allows organizations to:
Focus on value for the higher-level value stream, combining value streams and
processes of participating parties
Progress iteratively with feedback from other organizations and teams

in the value stream
value stream
Collaborate and promote visibility into how work flows across the organizations
and teams
Think and work holistically by understanding how the wider

organization or ecosystem works
Value Stream Considerations
Selecting the Right Perspective
Value stream can either be designed to reflect the aspirations of the service provider or it
can be explored to document the ways work is being done.
Deviations between the design and the observed

behaviors are likely to trigger improvements such as:
● Updating the value stream documentation to reflect
actual work patterns
● Optimizing the workflow by reducing the time taken to
convert demand into value and automating
repeatable work
Start and End Points
A value stream always starts with demand and ends with value being created or restored for
one or more stakeholders.
When documenting the value stream, it is highly important

to maintain an outside-in tone or language by:
● Reflecting business planning milestones and timelines
● Using language relevant to the audience
● Framing outcomes and value from the customer or
user’s point of view
Flexibility
A value stream repeats value chain activities, reflecting the context and the environment in which
work is performed. A value stream can be as flexible as the organization needs it to be.
Example:
● An organization can add another stage during the
work, similar to a waterfall approach, or create iterative
loops between value chain activities.
Granularity
Value streams are a representation of work as viewed at a certain level of granularity.
Example:
● A value stream that has agile software development
activities can exhibit multiple iterations of work,
reflecting the exploratory nature of that approach.
● Alternatively, the value stream can have a higher-level
perspective that allows the work to be represented by
a single step.
Identifying Steps
When deciding what constitutes a separate step in a value stream, and what should be included within an
existing step, it is necessary to consider:
● The level of detail represented in the value stream

● The impact of handoffs between individuals and teams
on the value stream
● The inclusion of multiple value chain activities
Identifying Steps
Inclusion of multiple value chain activities
If a step includes both engage and plan activities, it may be reasonable to split it into two separate steps.
A single step to determine customer A single step to implement a hotfix from vendor
requirements can be split into: website can be split into:
● Working with the customer to define ● Downloading the hotfix from the
their requirements website
● Assessing the customer requirements ● Deploying the hotfix
Step Order
Although streams often start with the engage activity, other activities can also be the first step.
Example:
If an engineer notices an incident raised by a monitoring
tool, the first step will be to begin investigation. It is
unlikely that the engineer will contact potentially impacted
customers.
Mapping to the Service Value Chain
A step of the value stream can be described as mapping the bulk of its activities to one value chain
activity, while the underlying actions and tasks are mapped to other value chain activities.
Mapping to the Service Value Chain: Examples
A step to assess customer requirements can be A step to download hotfix from the vendor website
mapped to the plan value chain activity. This may can be mapped to the obtain or build value chain
have an action or task called refine requirements activity. This may have an action or task called the
with the customer that maps to the engage update workaround that maps to the improve
value chain activity. value chain activity.
Mapping to Practices
The steps, actions, or tasks within a value stream can be mapped to a process or procedure within a
practice, depending on the level of granularity.
A step to develop deployable code may be composed

of actions and tasks that map to:
● Procedures to execute automated tests
● Procedures for running manual tests
Designing a Service Value Stream
Define the use case by describing the demand, the trigger created by the demand, value
stream outcomes, and value.
Document the steps required to traverse the service value chain from demand to value.
Map the steps to the service value chain.
Decompose steps into actions and tasks if necessary.
Identify the practices and associated resources that contribute to the successful completion of
each step.
When a baseline has been established, the value stream can be further explored and optimized by:
Creating simple simulations to test the flow of work
Eliminating work that does not create meaningful outputs, outcomes, or benefits
Shifting work left
Delaying work that can introduce variance in quality, cost, or timeliness
Introducing feedback loops and escalation mechanisms to improve the quality of the
outputs and benefits
Identifying opportunities to automate steps, actions, or tasks that will accelerate the flow of work
Identifying and managing bottlenecks and constraints
Introducing triggerstriggers
Introducing to review and, if and
to review necessary,
improveimprove the stream
the value value stream.
Describing a Step of the Value Stream
Questions to be answered while describing a step:
Name of the step • What are we calling the step?

• Can the step avoid acronyms and jargons?
The input triggers • What will cause the step to start, or when will the step start?
• How will the value stream be recognized and classified?
Information • What information is required to create the defined outputs or outcomes?

• When will the information be available?
Practice contributions • What organizational practices contribute to ensure the successful

completion of the step?
Questions to be answered while describing a step:
Actions and tasks • What should be done to act on the incoming trigger and achieve the
required output?
• What can be executed in parallel and what would be the prerequisites?
Constraints • What policies does the step have to comply with?

• What resource constraints does the organization face?
Outputs • Why does the step exist?

• What outputs should the step provide?
• What value does the output create for the service provider, its
consumers, or other stakeholders?
Estimated or Target • How long should a unit of work take to complete the step, including time
Lead Time spent waiting in a queue?
Value Stream Description: Template
The service value stream description template provides a summary for the value stream.
Value stream name
Owned by
Description of the value stream and its use case
Demand
Trigger
Outcomes
Value created
Estimated or target lead time
Table 4.1 Service value stream description template

The service value stream description template provides a structure to describe each step of the value stream.
Value stream name

Step number
Step name
Value chain activity Engage

Plan
Improve
Design and transaction
Obtain or Build
Deliver and support
Inputs Triggers and information
Outputs Triggers and information
Desired Outcomes
Estimated or target lead time

Supporting practices
Practice name Description of how the practice contributes to this
step
Roles and responsibilities
Accountable
Responsible
Consulted
Informed
Note: The practice contributions should be described in a holistic way, avoiding technical jargon
(if practicable).

Value Stream Mapping
It is a method of visualizing the flow from demand and planning how the flow can be
improved.
• Gains insight into an organization’s workflow

• Includes assessment and planning
The goal is to provide perfect value to the service consumer through a perfect value
creation process with zero waste.
Value stream mapping helps organizations by:
• Visualizing more than just the single-process level

• Making the sources of waste in each value stream more visible
• Providing a common language for talking about value streams and processes
• Making decisions about the flow apparent
• Tying together Lean concepts and techniques
• Forming the basis of an implementation or improvement plan
• Demonstrating the linkage between the information flow and the material flow
Key Metrics for Analyzing a Value Stream
Metrics for Analyzing a Value Stream
A few important metrics that can be defined for any workflow and activity:
Term Description
The amount of time required to complete a discrete unit of work,
Cycle time converting input(s) into output(s). For example, if it takes five minutes to fill in a new
incident form, the cycle time is five minutes.
The amount of time a discrete unit of work waits in a queue before
Wait time work begins. For example, if an incident ticket waits (on average) four hours before
work on it begins, the wait time is four hours.
The sum of the cycle time and wait time. Lead time represents the
Lead time total time required to complete a discrete unit of work, from when it
enters the process queue to when the process ends.
Process queue The number of discrete units of work waiting to be operated upon by a process.
Work in progress The number of discrete units of work being operated on, but which are not yet
(WIP) completed.
Throughput The rate at which work enters or exits the system.
Table 4.3 Workflow metrics

The image represents the terms originated from Little’s Law.:
Figure 4.2 Process Timing

The metrics originate from Little’s Law. Little’s Law can be represented as
Little’s Law:
Work In Progress = Throughput x Lead Time
OR
Work In Progress = Throughput x (Cycle Time + Wait Time)
Simple Representation of a Value Stream
The image simplistically represents a value stream for a new service at a very high level.
Figure 4.3 Simple representation of a value stream
Complex Representation of a Value Stream
This diagram represents the same value stream with greater accuracy
and with a significantly higher complexity at a more granular level.
Figure 4.4 Complex representation of a value stream

Designing a Value Stream using Little’s Law
Little’s Law leads to the following considerations when designing a value stream, step, or action:
It is advisable to minimize the number of times work is transferred between resources

implementing the various steps/actions/tasks, especially if these resources are individuals.
Throughput, especially in the context of external events and triggers, is often not in control of
the service provider.
In simple systems, wait time can be expressed as a function of cycle time.
Depending on the level of granularity and the nature of the work, cycle time can be assumed to
be fixed and predictable.
To create a more predictable cycle time, it may be necessary to limit the work in progress.
Model Value Streams for Creation, Delivery, and Support
Value Stream Models
Two common value stream models that can be found in nearly all organizations:
Development of a new service Restoration of a live service
These value stream models should be adapted to the needs of each organization.
Value Stream Models
Resources in the context of practice contributions include any or all of the four dimensions of service
management:
Organizations and people Information and technology
Partners and suppliers

Value streams and processes
Development of a New Service
Design Considerations
Typical considerations when designing this value stream include:
01 Determine how the work will be managed. 02 Establish the correct level of oversight.
04 Join all of the activities from all of the

03 Establish the correct level of bureaucracy. required practices.
Ensure that the organization has a clear Understand the customer’s journey from
05 understanding of the customer’s intended 06 demand to value and define
goals and expectations. requirements from the customer’s point
of view
The Journey from Demand to Value
The value stream describes the journey from demand in six key steps:
Acknowledge and document service the 02 Decide whether to invest in the new service
01
service requirements (engage) (plan)
03 Design and architect the new service to meet 04 Build, configure, or buy service components
customer requirements (design and transition) (obtain or build)
Deploy service components in preparation for 06 Release new service to customers and users
05
launch (design and transition) (deliver and support)
The image describes the journey from demand in six key steps.
Figure 4.5 Development of a new service

Demand and Value
This value stream is triggered by a demand to create a new service. It may be originated by:
A service consumer: a sponsor, customer, or user
An external stakeholder other than the service consumer
A staff member of one of the service provider’s business functions
Members of the organization’s governing body

Step 1: Acknowledge and Document the Service Requirements
Any request for a new product or service feature starts by acknowledging and
documenting the demand.
Figure 4.6 Step 1 Engage within the service value chain
Step 1: Acknowledge and Document the Service Requirements
Practices that commonly contribute to this step include:
Business analysis Portfolio management Relationship management
Service configuration Service level management

Step 2: Decide Whether to Invest in the New Service
When the request is refined and documented in the business case, it might be necessary to clarify the initial cost,
benefit, and risk assessments so that the organization can plan the work.
Figure 4.7 Step 2 Plan within the service value chain
Step 2: Decide Whether to Invest in the New Service
Business analysis Infrastructure and Portfolio management

platform management
Problem management Project management Risk management
Service configuration Service design Service desk

management
Service financial Service level Software development

management management and management
Step 3: Design and Architect the New Service to Meet Customer Requirements
When the decision is made to modify the existing service, it will be necessary to review it and modify the
design to accommodate the new features.
Figure 4.8 Step 3 Design and transition within the service value chain
Step 3: Design and Architect the New Service to Meet Customer Requirements
Architecture management Service configuration management
Availability management Service continuity management
Business analysis Service design
Capacity and performance management Service level management
Information security management Software development and management
Infrastructure and platform management Supplier management
Project management
Step 4: Obtain or Build within the Service Value Chain
When the design package has been baselined, work to obtain or build service components will begin.
Figure 4.9 Step 4 Obtain or build within the service value chain
Step 4: Obtain or Build within the Service Value Chain
Infrastructure and platform

Portfolio management Project management
management
Risk management Service configuration

Release management
management
Software development and

Service validation and testing management Supplier management
Step 5: Deploy Service Components in Preparation for Launch
When service components are built, work to modify the live products and services will begin.
Figure 4.10 Step 5 Design and transition within the service value chain
Step 5: Deploy Service Components in Preparation for Launch
Change enablement Deployment Incident management

management
Knowledge Problem management Project management

management
Release management Service configuration Service desk

management
Supplier management
Step 6: Release New Service to Customers and Users
When all of the service components are deployed, the organization is ready to make them
available to end users.
Figure 4.11 Step 6 Deliver and support within the service value chain
Step 6: Release New Service to Customers and Users
Incident management
Infrastructure and platform management
Project management
Relationship management
Release management
Service configuration management
Service desk
Software development and management
Supplier management
Restoration of a Live Service
Upgrade and Restore a Live Service
This value stream model examines the typical activities that organizations undertake to support an
existing service.
Design Considerations
Typical considerations when designing this value stream include:
Taking an outside-in approach to understanding the

Identifying stakeholders and what the creation 02
01 impact of incidents and connecting these assessments
or restoration of value means to them.
to descriptions of value for various stakeholders.
Defining first the scope of the value stream and 04 Highlighting activities performed by partners and
03
then defining a single value stream. suppliers.
05 Understanding what (or how) systems should be integrated

and data shared across multiple centers of activities.
Demand and Value
This value stream is triggered by a user who is unable to use a live product or service.
This loss of productivity leads to value leakage, that is, the service consumer is unable to derive
maximum value from the sub-optimal product or service.
This value stream describes seven key steps:
Acknowledge and register the user query Investigate the query, reclassify it as an
01 02 incident, and attempt to fix it (deliver and
(engage)
support)
03 Obtain a fix from the specialist team 04 Deploy the fix (design and transition)
(obtain/build)
05 Verify that the incident has been resolved 06 Request feedback from the user (engage)
(deliver and support)
07 Identify opportunities to improve the

overall system (improve)
This value stream branches at Step two. If the initial attempt to fix the incident is successful, then value is
restored without any further activity.
Figure 4.6 Restoration of a live service
Step 1: Acknowledge and Register the User Query
The first step in the value stream is to engage with the customer or user to recognize and acknowledge the
demand and to record details about the query.
Figure 4.6 Step 1 engage within a live service value chain
Step 1: Acknowledge and Register the User Query
Service catalog management
Service desk
Step 2: Investigate the Query, Reclassify It as an Incident, and Attempt to Fix It
When a query is recorded, a trained support agent or equivalent automation can recognize and recategorize the
query as an incident. Thus, a script or standard procedure is initiated for classification of the record.
Figure 4.6 Step 2 Deliver and support within a live service value chain
Step 2: Investigate the Query, Reclassify It as an Incident, and Attempt to Fix It
Incident management Knowledge management Monitoring and event

management
Service configuration Service level

Service desk
management management
Step 3: Obtain a Fix from the Specialist Team
In this step, the incident is escalated to a specialist team because initial attempts to restore
the service were unsuccessful.
Figure 4.6 Step 3 Obtain or build within a live service value chain
Step 3: Obtain a Fix from the Specialist Team
Incident management Service financial management
Infrastructure and platform management Service validation and testing
Knowledge management Software development and management
Service configuration management Supplier management
Service desk
Step 4: Deploy the Fix
When the fix has been obtained, tested, and validated, it can be deployed to the user or to a
production environment.
Figure 4.6 Step 4 Design and transition within a live service value chain
Step 4: Deploy the Fix
Infrastructure and platform

Deployment management Incident management
management
Service configuration
Knowledge management management Service desk

Service financial management management Supplier management
Step 5: Verify That the Incident Has Been Resolved
Once the fix is deployed, the next step is to verify that the incident has been resolved.
Figure 4.6 Step 5 Deliver and support within a live service value chain
Step 5: Verify That the Incident Has Been Resolved
Incident management Knowledge Service configuration

Service desk Service level

management
Step 6: Request Feedback from the User
Many organizations ask for feedback from users after incidents have been resolved in order to identify
opportunities to improve the service.
Figure 4.6 Step 6 Engage within a live service value chain
Step 6: Request Feedback from the User
Continual improvement
Infrastructure and platform management
Service desk
Software development and management
Supplier management
Step 7: Identify Opportunities to Improve the Overall System
When feedback is collected from all relevant stakeholders, it can be analysed in isolation or in
conjunction with other information such as historical data about the service, the service provider, the
service consumer organization, and external constraints.
Figure 4.6 Step 7 Improve with a live service value chain

Step 7: Identify Opportunities to Improve the Overall System
Continual improvement Deployment management Incident management
Infrastructure and platform Knowledge management Monitoring and event

Service configuration
Problem management Risk management
management
Service desk Service financial management Service validation and testing

Service level management Supplier management
management
Using Value Streams to Define a Minimum Viable Practice
Minimum Viable Practice Contributions
The value stream design and documentation techniques help the service provider to understand the nature
and flow of work.
The practice contributions can be consolidated using the template:
Practice name
Contribution Purpose (value stream step)
Table 4.4 Minimum viable practice contributions
The contributions can be consolidated as required by service configuration management, as shown in the table.
Service configuration management practice

Contribution Purpose (step in value stream 1 or 2)
Provides information on currently operational services and
configuration items as well as the skills, tools, and other Build, configure, or buy service components (Step 4 in value
resources to update service configuration records as service stream 1)
components are built
Provides information on currently operational services and Decide whether to invest in the new service (Step 2 in value
associated configuration items stream 1)
configuration items as well as the skills, tools, and other Deploy service components in preparation for launch (Step
resources to update service configuration records as service 5 in value stream 1)
components are built
Provides skills, tools, and other resources to update service
Deploy the fix (Step 4 in value stream 2)
configuration records as the fix is deployed
Table 4.5 Example of minimum viable practice contributions for service configuration management
Service configuration management practice

Contribution Purpose (step in value stream 1 or 2)
Provides information on currently operational services and Design and architect the new service to meet customer
associated configuration items requirements (Step 3 in value stream 1)
Provides the skills, tools, and other resources needed to
Identify opportunities to improve the overall system (Step 7
identify opportunities to improve the practice and record
in value stream 2)
them in the continual improvement register
Assists the investigation and diagnosis of the incident by Investigate the query, reclassify it as an incident, and attempt
providing information on relevant configuration items to fix it (Step 2 in value stream 2)
Understand and document service requirements
associated configuration items.
Acknowledge and document the service requirements (Step
Provides information on current live services and service
1 in value stream 1)
components to provide context when describing the demand
Provides the skills, tools, and other resources to update Verify that the incident has been resolved (Step 5 in value
service configuration records as the incident is resolved stream 2)
Table 4.5 Example of minimum viable practice contributions for service configuration management
Knowledge Check
Knowledge
Check ________________ is a series of steps an organization undertakes to create and deliver
1 products and services to consumers.
a. ITIL service value chain
b. Value stream
c. Organization
d. Granularity
Knowledge
Check ________________ is a series of steps an organization undertakes to create and deliver
1 products and services to consumers.
a. ITIL service value chain
b. Value stream
c. Organization
d. Granularity
The correct answer is B
Value stream is a series of steps an organization undertakes to create and deliver products and services to
consumers.
Knowledge
Check When describing a step in a value stream, _______________ are the policies that the steps
2 need to comply with.
a. Information
b. Practice contributions
c. Actions and tasks
d. Constraints
Knowledge
Check When describing a step in a value stream, _______________ are the policies that the steps
2 need to comply with.
a. Information
b. Practice contributions
c. Actions and tasks
d. Constraints
The correct answer is D
When describing a step in a value stream, constraints are the policies that the steps need to comply with.
Knowledge
Check Which of the following provides information on current, retired, and future (planned)
3 services?
a. Business analysis
b. Portfolio management
c. Relationship management
d. Service level management

Knowledge
Check Which of the following provides information on current, retired, and future (planned)
3 services?
a. Business analysis
b. Portfolio management
c. Relationship management
d. Service level management
The correct answer is B
Portfolio management provides information on current, retired, and future (planned) services.
Key Takeaways
Value stream is a series of steps an organization undertakes to

create and deliver products and services to consumers.
Value stream and organization, involves directly linking pairs of

systems and is suitable for simple services with a small number of
integrated systems.
Portfolio management provides information on current,

retired, and future services.
Project management provides administrative and technical

resources to complete the business case assessment.

Lesson 3 - Value Streams To Create, Deliver, and Support Services

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Lesson 3 - Value Streams To Create, Deliver, and Support Services

Uploaded by

Copyright:

Available Formats

ITIL® 4 Specialist:

Create, Deliver, and Support (CDS)

By the end of this lesson, you will be able to:

Define how to use a value stream to design, develop, and

Identify how the ITIL practices contribute to a value stream

Describe how to use a value stream to provide user support

Define how the ITIL practices contribute to a value stream for

Value streams are simple, but not mere representation of work.

● They can either represent a design or

● They can also reflect the actual and

Figure 0.2 The ITIL service value chain

A value chain can:

Figure 0.2 The ITIL service value chain

Value streams are simple representations of work.

Figure 4.1 Value streams activity hierarchy

Each step in a value stream can be described as a process.

Some steps may represent value streams in a lower-level organization.

● The key differences between value streams and

● Passengers on train journeys are likely to interact with

Progress iteratively with feedback from other organizations and teams

Think and work holistically by understanding how the wider

Deviations between the design and the observed

When documenting the value stream, it is highly important

Value streams are a representation of work as viewed at a certain level of granularity.

● The level of detail represented in the value stream

Inclusion of multiple value chain activities

A step to develop deployable code may be composed

Map the steps to the service value chain.

Decompose steps into actions and tasks if necessary.

Creating simple simulations to test the flow of work

Shifting work left

Delaying work that can introduce variance in quality, cost, or timeliness

Identifying and managing bottlenecks and constraints

Questions to be answered while describing a step:

Name of the step • What are we calling the step?

Information • What information is required to create the defined outputs or outcomes?

Practice contributions • What organizational practices contribute to ensure the successful

Questions to be answered while describing a step:

Constraints • What policies does the step have to comply with?

Outputs • Why does the step exist?

Value stream name

Description of the value stream and its use case

Estimated or target lead time

Table 4.1 Service value stream description template

Value stream name

Value chain activity Engage

Inputs Triggers and information

Outputs Triggers and information

Estimated or target lead time

Table 4.2 Service value stream description template

Table 4.2 Service value stream description template

• Gains insight into an organization’s workflow

Value stream mapping helps organizations by:

• Visualizing more than just the single-process level

Throughput The rate at which work enters or exits the system.

Table 4.3 Workflow metrics

The image represents the terms originated from Little’s Law.:

Figure 4.2 Process Timing

Figure 4.3 Simple representation of a value stream

Figure 4.4 Complex representation of a value stream

It is advisable to minimize the number of times work is transferred between resources

In simple systems, wait time can be expressed as a function of cycle time.

Development of a new service Restoration of a live service