One common complaint from companies seeking greater efficiency is the difficulty in prioritizing innovation. Tasks like capacity planning and managing existing backlogs often take precedence, leaving little room for creative development.

Marla Schimke, Head of Product and Growth Marketing at Broadcom’s ValueOps Software Division, highlighted how the ValueOps approach addresses these challenges. “ValueOps helps organizations see the big picture, aligning development planning and resources with the business’s priorities, strategies, and OKRs. Using common data and software across teams makes communication faster and more intuitive. Different teams can pull their view of progress on demand, and access to real-time data reduces the need for so many meetings, saving everyone time,” she explained.

Capacity planning is crucial for ensuring development teams have the resources needed to complete projects while maintaining the bandwidth to develop innovative solutions. Schimke emphasized that flexible team-level work management, aggregated metrics, and the management of risks, dependencies, releases, and iterations can enhance the speed of market releases within the entire value stream.

Furthermore, the ValueOps approach supports continuous process improvement by incorporating these strategies. Broadcom’s solution delivers long-term flow metrics at scale and integrates customer metrics, creating investment guardrails that help organizations achieve peak efficiency.

“Utilizing Value Stream Management (VSM), teams in enterprises worldwide are experiencing substantial benefits. VSM has become essential for businesses, carving a path with increased visibility, alignment, and efficiency,” stated Schimke.

THIRD OF THREE PARTS

PART 1:  Three pillars of value stream management
PART 2:  Organizational alignment is the key to delivering customer value

The post Broadcom: Optimize organizational efficiency to drive customer value appeared first on SD Times.

One answer to this is by ensuring there is alignment throughout the organization, from business priority to ideation to production and delivery, and with marketing and sales on board. And that is done through the creation of value streams, which provide insights into how those teams are operating and continuing (or not) to meet organizational goals.

“When you think about alignment, you have to think about it across our whole value streams of tools, people and processes,” explained Lance Knight, Chief Value Stream Architect at Broadcom-AOD.

According to Broadcom, its ValueOps platform helps tear down organizational silos and helps teams collaborate by providing a single platform that ensures planning a project and delivering outcomes are aligned. When thinking about alignment, it has to bring in all the organization’s value streams of tools, people and process, Knight explained, adding that alignment has to be both downward and upward.

“Let’s say you’re in operations, and you’re working on things, but do those activities align to the outcomes and goals that you’re trying to achieve?” he noted. “Do they align to your OKRs? Do they align to cost and spending?”

Or, he said, let’s say you’re a developer and a defect comes in from a customer, and you think that’s something you need to prioritize and fix right away. But that may not align to the business goal, and isn’t connected to the prioritization alignments in portfolio management. So, while pushing the goals and objectives downward from the business, it’s also important to allow upward alignment, where portfolio teams have awareness of what the different units are working on and say that, yes, there’s technical debt to be cleaned up, but perhaps it’s not important that it get done today to achieve the goals.

However, Knight noted, communication is a two-way street, and perhaps a developer could argue that something in the code needs to be fixed today, even though it might not align with the business goals. 

Alignment, he pointed out, is about sharing the same vision by having all the information about what the teams are working on and knowledge about any particular artifact. That information flows up and down the value stream, in an automated and connected way, within the ValueOps platform.

Tying together Clarity, Rally, ConnectALL and Insights – ValueOps by Broadcom’s business stakeholders have an understanding of why teams are fixing what they’re fixing. And this alignment, Knight said, solves other problems as well. “With alignment,” he said, “you establish trust … trust that we’re building the right things.”

SECOND OF THREE PARTS

PART 1: Three pillars of value stream management
PART 3: Optimize organizational efficiency to drive customer value

The post Organizational alignment is the key to delivering customer value appeared first on SD Times.

In a blog post announcing the deal, Broadcom said its plan is to integrate ConnectALL with the company’s ValueOps platform, which includes the Rally agile solution and the Clarity project portfolio management tools, to expand Broadcom’s offering for value stream management and digital transformation.

According to Broadcom’s website, “The combination of ValueOps and ConnectALL’s complementary technology will allow customers to connect and integrate a variety of third-party software tools and platforms and accelerate digital transformation efforts by radically improving visibility, alignment, and efficiency across the organization.”

This is an except from an article that was originally posted on VSM Times. Read the full article here.

The post Broadcom acquires ConnectALL appeared first on SD Times.

Broadcom is integrating its Clarity investment planning software and its Rally Agile management software to provide visibility and metrics to all stakeholders tasked with ensuring the organization is delivering value.

In an interview with SD Times, Serge Lucio, vice president and general manager of the Enterprise Software Division at Broadcom, said the integration expands the view of value stream management from flow — how efficiently the organization is delivering product — to accounting for value. “For most everyone, value stream management is about velocity and predictability,” Lucio said. “Integrating this with flow is at the core of our announcement.”

Lucio also noted in the company’s announcement that Broadcom’s implementation of value stream management provides executives “with a major leap forward in how they can understand and analyze priorities, capacity, progress and results within their organizations.”

Highlights of the capabilities of ValueOps include digital product management features that visualize programs, teams and other investment objects in ways that the business can best understand. ValueOps also provides context-aware insights by aggregating organizational data in real time to give a full picture of delivery, performance and return on investment. Organizations, Lucio told SD Times, need to “think about your systems as a collection of digital services,” and apply business metrics that go along with flow metrics.

The solution now also helps technical leaders by connecting the work to strategic investment plans, business goals and OKRs, to ensure “resources are efficiently delivering the highest priority and most valuable initiatives,” the company said in its announcement. Further, ValueOps now maps value streams to investment decisions, creating better transparency.

To learn more about this innovative approach to value streams, Broadcom is hosting a Value Stream Management Virtual Summit on June 23.

The post Broadcom adds investment planning, Agile management to its ValueOps solution appeared first on SD Times.