PMI Value Stream Mapping: Actionable Takeaways

A Value Stream Mapping is a low tech and high touch technique. in other word, it a paper and pencil technique used to document, analyze and improve the flow of information or material to deliver a product or a service to the customer.

A value stream begins, ends, and hopefully continues with a customer. A value stream is the set of actions that take place to add value for customers from the initial request through realization of value by the customers.

By creating a visual map of the work process, value stream mapping unlocks a treasure trove of improvement opportunities. This transparency ignites powerful conversations within your team, allowing you to diagnose bottlenecks, challenge existing workflows, pinpoint wasteful activities, and co-create more efficient ways of working. While data remains valuable, the true strength for value stream mapping lies in the collaborative power of visibility and open discussion – empowering your team to identify and implement lasting improvements.

Improving the Value Stream

Making your value stream flow smoother is all about giving your system a tune-up. We want to get things done faster from start to finish, but in a way that keeps things running smoothly in the long run. No quick fixes here – we're building for a sustainable system.

Our primary focus will be on delays and waste within the value stream. This includes:

• Delays in acquiring resources (people, tools, etc.)
• Waiting times for information or approvals
• Difficulty in obtaining necessary information
• Multitasking, which can lead to errors
• Overburdened team members
• Rework due to errors or unclear requirements
• Late problem identification, causing delays and rework
• Inefficient handoffs between team members
• Unread or unclear requirements, impacting quality and delivery speed.

Improving a value stream involves three steps.

• Who are we building this for? (Who is our customer?)
• What's happening right now? (What are we doing now - the current state?) How does value flow through our process?
• Where are we wasting time and effort? (Where is there waste?) Especially, are there any bottlenecks slowing things down? (delay in flow)

Plan for steps forward.

• See the challenges. Use the value stream map to have conversations about the current state and to identify areas of waste. The DA Browser describes options for visualizing the existing process and for identifying potential improvements.
• Identify actions. Identify areas for improvement using Guided Continuous Improvement and the options offered in the DA browser. To facilitate conversations and analysis, techniques such as Wicked Problem Solving might also be helpful.
• Create an improvement backlog, focusing on a vital few improvements.
• Execute and deliver the improvements from the backlog. Don’t stop after analysis. Do the work and make the improvements.
• Keep improving.

Drawing Value Stream Maps

Value stream maps must should always begin and end with a customer. The beginning is typically a request

from the customer while the end is when value is delivered to the customer.

There are seven main steps in drawing value stream maps:

1. Identify the actions taken in the value stream

2. Calculate the time for each action

3. Calculate time actually worked on each action

4. Identify time between actions

5. Identify any loop backs required

6. Identify how many items are waiting before an action starts

7. Calculate the process cycle efficiency

Step 1: Identify the actions taken in the value stream

Step 2: Calculate the time for each action

Step 3: Calculate time actually worked on each act

Step 4: Identify time between actions

Step 5: Identify any loop backs required

Step 6: Identify how many items are waiting before an action starts

Step7: Calculate the process cycle efficiency

Frequently Asked Questions

What do I do when there are parallel activities? Value streams often have actions taken in parallel. When this happens, the calendar time is the longest of the parallel efforts. The value added time is the average of all the parallel streams.

Isn't rework waste? I thought I’m not supposed to count that towards value? While this is true, the first few value streams you do don’t need to be concerned with this. Technically, you could track value added time, worked time that isn’t value added and calendar time.

Using Value Stream Maps in Transitioning To Lean Value stream maps are very useful when transitioning to Lean or Lean-Agile methods. Use value stream maps to detect time delays that may not be tracked by your looking at dollars spent. Value stream maps can also be useful to see how one group affects another group.

Using Value Stream Maps in as a Continuous Process Improvement Tool

Value stream maps detail both your value added time and your delay (waste) time. Any time that isn’t value added time is time that should be eliminated. Value stream maps give us an opportunity to identify this waste and come up with improvements while considering the effect to the whole process.

PMI Value Stream Mapping Micro-credential

The course contains the following modules and provides 7 PDUs:

1. The business case for agility
2. Our inherent problem
3. Value stream mapping?
4. Minimum business increments and minimum viable products?
5. Agile budgeting and lean funding
6. Product and portfolio management
7. Systems thinking
8. Factors for effective value streams
9. Workflow and collaboration
10. Using the idealized value stream to identify gaps and plan improvements
11. Creating an improvement backlog
12. Leadership and transition

How it Works

• Sign up for the Value Stream Management micro-credential.
• Complete the 7-hour course at your own pace.
• Once you have completed the course, you will receive an email containing instructions on accessing the exam.
• You can also access it via your myPMI dashboard.
• Pass the exam and claim your badge.
• Share your badge to showcase your expertise to your network and stand out.