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Value Stream Mapping Workshop

2 Days Classroom Session
Private Onsite Package

The course can be tailored to your needs for delivery at your location. Private, onsite training is designed as a flexible group training option.

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Professional Credits


ASPE is an IIBA Endorsed Education Provider of business analysis training. Select Project Delivery courses offer IIBA continuing development units (CDU) in accordance with IIBA standards.


Select courses offer Leadership (PDU-L), Strategic (PDU-S) and Technical PMI professional development units that vary according to certification. Technical PDUs are available in the following types: ACP, PBA, PfMP, PMP/PgMP, RMP, and SP.


At the end of this workshop, your team has a complete model of the value stream you address together. Guided by an expert, you will visualize workflows, find wastes, and establish improvement priorities. Get your teams connected and leave with a plan for optimizing processes for overall flow, speed and value.

This is not a typical professional classroom experience – it is a working session for your teams. The purpose of the workshop is to get something done: to visually map your value flows and establish common heuristics on value, priority, and waste for everybody involved. Value stream mapping can be a dramatically transformational event – expanding empathy across teams, sharing points of view, and solving gaps in understanding which may be robbing everyone of productivity.

Because this workshop is customized to address your team's specific workstreams and information flows, this workshop is for private onsite engagements only.  

In this Value Stream Mapping Workshop, You Will:

  • Establish a common understanding of mission and objectives
  • Visualize functional areas of work and how they interact
  • Give teams a chance to identify and share their biggest pain points
  • Find root causes for waiting and waste in workflows
  • Discover opportunities for automation and modernization
  • Get coached through a group value stream session by a senior consultant
  • Collaborate with teams in other departments to find hidden dependencies
  • Trace handoffs and waiting times for different phases of work
  • Resolve misunderstandings and misperceptions across different departments
  • Build a description of your desired future state and map a path to get there
Upcoming Dates and Locations
All Live Online times are listed in Eastern Time Guaranteed To Run

There aren’t any public sessions currently scheduled for this course, but if you fill out the form below, we can tell you about how we can bring this course to you!

Course Outline

Part 1: Sharing high-level goals

  • Goals of this workshop
  • Goals of business teams
  • Goals of technology teams
  • Goals of the workplace

Exercise 1: How does your organization batch workflow?

To kick off workshop collaboration, teams establish how organizational structures are oriented. Common orientations are around projects, products, or functional departments. Many organizations share the characteristics of each. This important starting point will frame the rest of the workshop and will be referenced in subsequent breakouts.

Part 2: Core principles for understanding value streams

  • Value
  • Teams and ICs as value creators
  • Flow
  • Waste
  • Leveling and unreasonable burdens
  • Leadership
  • Visualization
  • Gemba

Exercise 2: Cataloging current practices

Building on the previous activity, teams will flesh out how value-added workflows through the organization and establish a more accurate description of the environment’s current state.

Part 3: Establishing and promoting a unified definition of value

  • Defining terms
  • Value as defined by a selection of thought leaders
  • Customer/user value
  • Business value
  • Monetary value

Exercise 3: Understanding value

In this breakout, we create a working definition of value to use during the rest of the workshop. Don Reinertsen once said, “The way the world tells you what you’re doing is valuable is by sending you money.” While it isn’t always obvious how bottom-line value ties to role, making the tie is critical and we will help establish it.

Part 4: Relating VSM to:

  • Conventional supply chains
  • Agile practices
  • DevOps and IT services
  • PMOs and project management
  • Product life cycles
  • Enterprise costs and revenues
  • Other use cases

Exercise 4: How is value measured?

During this exercise, it’s time to establish some priorities regarding how the group wants to tie value to improvement. Because many things are valuable but you can’t optimize for everything, this shared understanding of priority is critical to establish.

Part 5: Mapping functional groups

  • Business Teams
  • Development
  • Product Ownership
  • Security and Governance
  • Change Management
  • Testing and QA
  • Data
  • Release Process
  • Other IT Operations

Exercise 5: Mapping workflow across functional areas

During this portion of the workshop, your group’s value stream map will really begin to take shape. You will work together to visualize how project and functional work move through departments in your organization and establish a common understanding of what typical workflows look like. You will also examine where handoffs occur between one team or department and another. Mapping handoffs can provide a valuable opportunity to uncover improvement opportunities such as bottlenecks, waste, and duplication of effort.

Part 6: Understanding Waste

  • Waiting
  • Movement
  • Excess inventory
  • Overprocessing
  • Overproduction
  • Transportation
  • Latent talent
  • Defects
  • Search

Exercise 6: Mapping wait times

Next, we will focus on defining and visualizing when and where value-dependent work spends time waiting on the next step. By the end of the exercise, we will visualize how much total time work in the value stream spends in wait time.

Part 7: Understanding queues and waiting

  • Why do queues form?
  • Mapping queue time
  • Managing queues
  • Queue tradeoffs

Exercise 7: Mapping value-added and non-value added work

After your group has worked together to map functional flow and wait times, we will begin to identify where value is being added to the stream and where it isn’t. It is important to note that some work may not be defined as “value-added” even though it is still essential. The intent is not to debate whether one team or function’s work is more or less valuable or to assign fault to anyone. The purpose of this exercise is uncover opportunities to arrange workflow in a way that optimizes for overall value creation.

Part 8: Tools and metrics for value stream mapping

  • Value-added time
  • Non-value added time
  • Waiting
  • Frequency: deployments, releases, and versions
  • Lead times
  • MTTD and MTTR
  • Change volume

Exercise 8: Choosing the metrics that matter

You can’t manage what you can’t measure, and you can’t improve if you don’t have an agreed-upon metric. It’s impossible to optimize for every metric, so it’s important to choose carefully how you will use metrics to commit to improvement efforts. Your facilitator will guide the group on metrics that are often used for orienting value streams, as well as how to select metrics for improvement. 

Part 9: Identifying improvement targets

  • Delivery frequency
  • Product flows
  • Projects and programs
  • Mapping portfolios
  • End-to-end value
  • Others

Exercise 9: What is the future state?

In this exercise, the group will collaborate to identify improvement targets and vote on priorities. This exercise results in a “rough draft” of priorities to be used after the workshop. Then in our final exercise, your group will refine priorities and use them to plan improvements.

Part 10 Prioritization heuristics

  • WSJF
  • HiPPO
  • COD
  • CD3
  • Others, which we don’t like much

Exercise 10: Which heuristic applies to your value stream?

Led by your facilitator, you will have an open discussion about which value heuristic(s) make sense for your teams to adopt when prioritizing what to measure and how to make decisions about improving value streams in the future.

Part 11: Class conclusion and charting your course

  • Anonymous strong objections
  • Expert Q&A
  • Next steps

Open discussion: Key takeaways

By the end of the workshop, the value stream map will be complete and the resulting action priorities should be clear to everyone involved. We will spend a few minutes sharing what individuals found most compelling and clarifying any remaining questions.

Who should attend

There are no technical prerequisites to attend. For a successful outcome at the end of this workshop, it important for representatives from every functional group to attend and collaborate. A pre-workshop planning call with your facilitator will be provided in advance of class.


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