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Digital transformation is happening all around us—and at an ever-increasing pace. In today's world, speed is a necessity: without streamlined, predictable, and continuous software delivery, businesses are falling behind. And as customer demands evolve, companies need to not only move fast, but pivot fast as well.��

Digital transformation began, simply, as the digitization of business processes. But as we enter the 3rd wave of digital customer experience, digital transformation is no longer an end point. Rather, IT teams are adopting product mindsets, continually delivering features and capabilities that enable the business to pivot to meet the customer where they are.��
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When delivery teams become nimble, it pays off in spades— both in creating external and internal value. But, if digital transformation isn’t an end point, how does a business even go about achieving it?��

Rooted in continuous improvement, DevOps reduces employee burn-out, improves culture and helps teams deliver more business value, ultimately creating better customer experiences. But before teams can realize these results, they must lay the foundation for building a DevOps culture.
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Enter: 91������'s Three Pillars of DevOps Value Stream Management.

Value Stream Management: You can’t fix what you can’t measure

While synonymous with technologies like version control and continuous integration systems, DevOps has the ability to do much more than automate development processes. Automation and streamlining processes is all about reducing waste and delivering more value. And with the adoption of DevOps tools and methods, teams should be able to deliver a steady stream of value.��

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That's where value stream management comes into play: by better understanding inefficiencies, bottlenecks, and where value lies within the development lifecycle, teams can begin to adjust how work is accomplished in order to reduce inefficiencies, optimize workflows, and improve quality.��

In order to effectively manage your value stream, you must first identify what makes up your value stream. Value Stream Maps—step-by-step visualizations of the work that happens in order to deliver business value—help teams to identify both waste and efficiencies within their development processes. Once each step in the software delivery process is identified, teams can begin measuring lead time and change failure rate at each stage to better understand where they’re delivering value and where they’re delaying it.
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As you might have guessed by now, the value stream is held up by three interdependent components: product, process, and people. And like any three-legged stool, the value stream will topple without all three pillars.��

Pillar 1: Product

Implementing the right products to help your teams improve the way they work is critical for effectively optimizing your value stream. And as digital transformation accelerates and teams struggle to scale agile DevOps, companies are looking to technology to both enable and manage DevOps.��

Research from Gartner shows that value stream delivery platforms (VSDPs) are the key to scaling software delivery and driving value for customers. When teams use disparate tools that are poorly integrated, they don’t have visibility across the full software delivery lifecycle. VSDPs, in contrast, reduce complexity and increase visibility to enable:

• Faster time to market through build and test automation
• Orchestration of more secure and stable releases
• Product planning that aligns technology with business goals
• Upstream and downstream CI/CD��
• Optimization of the 4 key DevOps metrics: Lead Time, Change Failure Rate, Deployment Frequency & Median Time to Recover (MTTR)

From increasing deployment velocity and improving delivery quality or to increasing cross-functional alignment, VSDPs help teams provide value faster.
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While a VSDP can measurably improve your processes and throughput, implementing a new product is only one piece of the larger DevOps digital transformation puzzle. Without re-thinking organizational frameworks or empowering people to effectively operate within new structures, the product can only go so far. Let's take a look at how the other two pillars—process and people—play a role in effective DevOps Value Stream Management.��

Pillar 2: Process

Most companies believe that technology will solve their software delivery challenges. But for enterprises with large teams and multiple workstreams, will surface underlying process inefficiencies that require a higher level of strategic change management.
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What this really means is that digital transformation isn’t only rooted in technology. It’s also deeply rooted in organizational change. Shifting to a product delivery model requires re-thinking frameworks and processes, ultimately changing how teams operate.

Since DevOps was born from the Lean manufacturing movement, think of it this way:��

"The�� assembly line was a revolutionary organization of steps that helped people execute efficiently by enabling people to leverage their specific skill sets, facilitating clean hand-offs, and building governance directly into their workflows. This ultimately enabled people to work in parallel, creating a continual flow of value. Similarly, adopting agile DevOps provides your teams with an optimized operating system."

What does this look like in practice? Let’s think back to our value stream map example. Value streams and metrics they track—lead time, change failure rate, deployment frequency, MTTR—highlight process bottlenecks and breakdowns that are delaying getting value into the hands of employees and customers. When you know where your process has issues, you can identify opportunities for improvement:

• Lead time higher than expected? Use value stream data to assess what’s causing delays—training, agile breakdowns, story size.��
• Are you releasing too many errors into production or is your downtime too high? Assess % Complete & Accurate work at each stage to see where you may need more quality gates.
• Is your Q&A team frustrated that work isn’t hitting their plates until late into a sprint? Dig into each phase of your process to see where work is being held too long.

Each improvement that reduces delivery time or eliminates waste in the system leads to additional productivity and higher quality work. And when you deliver better capabilities to the business faster, you also deliver more ROI.

Pillar 3: People

DevOps optimization isn’t about replacing people. It’s about enabling people to work efficiently so they can spend time working on more valuable things. When processes and products streamline work, employee satisfaction—and productivity—soar.��

And part of enabling employees with DevOps tools and processes is nurturing and supporting them through the change. Throwing your teams a new tool and saying "go" just won't work; change requires the combination of training, adoption, strategic process implementation, and a cultural mindset shift toward continuous improvement. What does supporting employees through this kind of change actually look like?

• Dedicated time to absorb, practice and implement new skills
• Honest retrospectives that uncover opportunities to improve while building trust
• Empowerment and accountability to drive change
• Involvement in developing standards of practice

Employees won’t buy into change if they aren't given the time, space, or context to understand why it's happening. In the wrong culture, value stream metrics and process changes could signal blanket crackdowns on performance, which might lead team members to underreport metics like MTTR. This is where the DevOps mindset comes in.

Values stream management isn’t designed to weed out people from your organization. Rather, it’s about helping your team pinpoint areas for improvement, so they can better test new methods and ideas. When you remove wasted work from your team’s plate, they’re enabled to do the work they enjoy, leading to higher productivity and more innovative solutions.��

Next Steps for Building Your Value Stream Management Practice

Getting started with DevOps Value Stream Management can feel overwhelming, especially for large organizations with complex processes and legacy systems. But adopting this framework doesn’t have to happen all at once. The key is to start small, measure often, and scale success.

Here’s a simple roadmap to help your teams begin the journey:

Month 1: Establish visibility and alignment

• Map out your value streams to understand how work flows from idea to production
• Identify stakeholders and clarify ownership across teams
• Set initial baselines for lead time, change failure rate, deployment frequency, and MTTR

Month 3: Streamline and automate

• Use data from your value stream map to remove bottlenecks and handoff delays
• Introduce automation where it delivers the most impact, such as testing or deployment
• Begin integrating key DevOps tools to create end-to-end visibility across the delivery pipeline

Month 6: Scale and optimize

• Standardize successful practices across teams and departments
• Expand automation and reporting to include governance and compliance metrics
• Use continuous feedback loops to fine-tune processes, improve quality, and increase delivery speed

This approach ensures your teams move forward with purpose while avoiding disruption. Each phase builds on the last, driving incremental gains in agility, efficiency, and confidence.

Key Metrics for Product, Process, and People

To improve your value stream, you need to measure it. The right metrics give your teams visibility into what’s working and where improvements are needed. Each pillar of DevOps Value Stream Management has its own set of indicators that reflect progress and performance.

Product Metrics

• Deployment Frequency – How often new features or updates are released to production
• Lead Time for Changes – The time it takes for a code change to go from commit to release
• Mean Time to Recover (MTTR) – The average time it takes to restore service after a failure

Process Metrics

• Change Failure Rate – The percentage of deployments that result in incidents or rollbacks
• Cycle Time – The total time it takes for work items to move through your process
• % Complete and Accurate Work – The rate at which work passes through stages without rework

People Metrics

• ^Employee Engagement – Surveys or pulse checks to gauge morale and satisfaction
• Training and Adoption Rates – How quickly teams adopt new tools and frameworks
• Cross-Team Collaboration – The degree of shared ownership and communication across roles

Together, these metrics help organizations pinpoint areas of friction, track progress over time, and continuously improve the delivery of value to customers and the business.

Bringing Product, Process & People Together

The three pillars of DevOps Value Stream Management aren’t a sequential recipe. Like a stool needs three legs to stand, so does your DevOps success. Product, process, and people are interconnected, reinforce each other, and are equally essential. Products make transformation possible, but it’s people and process that bring change to life.

To support each of these pillars, 91������ provides the technology and expertise organizations need to accelerate innovation and scale transformation. As a leading DevOps solutions company, 91������ helps enterprises align technology with business outcomes through a unified Salesforce DevOps platform built for collaboration, visibility, and speed.

With DevOps automation tools, teams can streamline delivery pipelines, eliminate bottlenecks, and improve release quality. 91������ Robotic Testing further strengthens your value stream by delivering intelligent DevOps automation software that ensures every release is stable, compliant, and ready for production.

Digital transformation isn’t a destination — it’s a continuous journey. And with 91������, you have a trusted partner to help you navigate every step of it.