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Software Architecture Guide

Operational Value Stream

Explanation

Section titled “Explanation”

A value stream is an end-to-end collection of activities that creates a result for a customer. An operational value stream covers the activities that deliver a product or service to that customer.

Trigger and end point. An internal or external stakeholder starts the stream. A stakeholder is a person or organization with an interest in the business or system. The stream ends when that stakeholder’s need is satisfied. The triggering stakeholder usually takes part in the stream too.

Stages. The stream is split into stages. Each stage name uses a verb and a noun, such as “Process Payment”.

Typical examples.

  • Fulfilling an order.
  • Admitting and treating a medical patient.
  • Providing a loan.

Link to capabilities. A business capability is something an organization can do. Capabilities can be mapped to each stage of a value stream, and one value stream enables many capabilities. Value streams are also often cross-mapped to stakeholders and capabilities. See the articles Business Capability and Business Capability Map.

Not a business process. A value stream is high level. Do not confuse it with a business process. A value stream breaks down into processes. See Capability versus process for a related comparison.

Operational versus development. Development value streams are a different kind. They build and support the products and solutions that operational value streams use.

Not lean value stream mapping. Lean value stream mapping aims to improve the flow of materials and information. It is not well suited to broader architectural purposes. The business architecture value stream serves those broader purposes.

Example

Section titled “Example”

A small lender wants to show how it serves applicants. The trigger is a person who needs a loan. The lender names its stages with a verb and a noun: “Assess Application”, “Approve Loan”, “Pay Out Funds”. The stream ends when the applicant has the loan. The lender then maps the capabilities that support each stage. Each stage can later be broken down into detailed processes.

Trade-offs

Section titled “Trade-offs”

A value stream stays at a high level. It shows what value is delivered and in which stages. It does not show detailed steps, so teams still need business processes for that. It also does not suit improving the flow of materials and information. Lean value stream mapping serves that goal.

A generic operational value stream: a trigger, ordered stages named verb-noun, and an outcome for the stakeholder.

Diagram source 
flowchart LR
  T([Trigger: stakeholder has a need]) --> A[Assess Application]
  A --> B[Approve Loan]
  B --> C[Pay Out Funds]
  C --> O([Outcome: need satisfied])

Checks

Section titled “Checks”
  • Each operational value stream names the stakeholder who triggers it and the point where that stakeholder’s need is satisfied.
  • Stage names use a verb and a noun, such as “Process Payment”.
  • Capabilities are mapped to the stages of each value stream.
  • Value streams are kept at a high level and decompose into processes instead of replacing them.
Section titled “Related”

Sources

Section titled “Sources”