The ITIL 4 Value Stream
Underpinned by Software Engineering with Lean, Devops, TPM or APM

Click here for a quick overview of ITIL 4
and their handling of the Value Stream

Having worked through the presentation you downloaded from the link directly above,
can you see that improvement projects are triggered in the Service Strategy ITIL lifecycle phase?

The above said, ultimately it is all about you being able to "Up" your Productivity and Quality Stats
(while reducing Risk, Rework and Waste)
This goal is achieved by firming up CM Level 2 processes.

Do this for Traditional Project Management processes or Agile processes.
Then, with a managed CM Level 2 base firmly in place; reach higher.

Connect the dots here to see touchpoints on your journey towards success.

Achieve Business Value through Productivity and Quality Improvements
off the stable base of Project Process Management
(Traditional or Agile)
at Capability Maturity Model Level 2
(+ Software Engineering (Dev), Services and Acquisition processes above CM L2)

Hover your mouse over the Deming image above.

CM Level 2+, differentiated from CM L1 per the CM table below, is all about Process Focus for Productivity and Quality improvements; as opposed to "just do it now" - heroics. Deming's philosophy above is the wisdom behind much of the Capability Maturity Model integrated from Carnegie Mellon University summarized (for Software Development processes) in the table below.

Click here for Dr. Deming's Red Bead Experiment.
This is an essential concept to learn if you aim for higher levels of Productivity and Quality and to be agile and lean.

Remember (per Deming's Red Bead Experiment) a process can be stable, in control and be producing defective items 100% of the time!

PMWay is all about ideas
to improve your game stats

I.e. can you pin down where is your game is currently at?

If you think the game has changed from Traditional Project Management to Agile Project Management
I suggest you are wrong!

At 1000 feet up, looking down, all projects follow the same essential approach illustrated below

Remember that a project, stage, phase or iteration should all qualify to fall under this definition of what is a project? It's a temporary endeavor undertaken to create a unique product, service or result. A project is temporary in that it has a defined beginning and end in time, and therefore defined scope and resources. ELSE, not monitoring controls, you are out of control!

mind the game with TPM and APM - or else mind the game with TPM and APM - or else

In Agile (Scrum project method for example) the goal is to produce working softare regularly each sprint that meets the user requirement (the art of slicing sprint delivery / product increment production). Requirements are accepted by the team as user stories into the current sprint. Therefore the gap in Scrum typically, is a 2 week sprint!

Here are some important questions you may want to consider, if your aim is to operate with agility at Capability Maturity Level 2+:

  • Can the team mind the gap releasing user stories as working software at the end of each sprint?
    I.e. From the Agile Manifesto's two key principles which state:

    • “Our highest priority is to satisfy the customer through early and continuous delivery of valuable software”
    • &
    • "Deliver working software frequently, from a couple of weeks to a couple of months, with a preference on the shorter timescale"

    Note: As the Scrum method can be used for all types of projects (not just software projects)
    Per the last 10 minutes of the discussion here
    it is suggested that the word "software" can easily be swopped out for the word "value"
    I.e. (in the Agile Manifesto's four value propositions:
    We are uncovering better ways of developing software by doing it and helping others do it.
    Through this work we have come to value:...)
  • Essentially, are the team a done or undone Scrum team?
  • If an undone Scrum team, are they dealing with more and more undone work piling up sprint after sprint?
  • What is this doing to the projects budget from an Earned Value well managed perspective?
  • If the above points (and more) are not appreciated then Agile will be "FRAGILE," "WAGILE" (Waterfall Agile)" and "AINO" (Agile in Name Only) and (there is a very good probability that) the team will be operating heroically at Capability Maturity Level 1!

The short answer you are looking for is to look at the CMM model above and find PP and PMC at CM Level 2. These core processes and more are still required for success in Traditional Project Management and especially in Agile Project Management.

Also click here for Scrum SAFely pdf


Capability Maturity Level 2 is essentially all about Project Management processes

Else operating @ CM L1
Previous Next

          presentation icon

Click presentation above for a high level overview and (if interested)
dive into the problems discussed below and solve them

The classic "monkey trap" helps to illustrate the problem of TPM and APM (Wagile, Fragile and Aino) etc., run as a flawed project management system; without sufficient understanding of the processes needed for successful application for quality at Capability Maturity Level 2+
Monkey Trap

I.e. No SMART requirements identified and no accurate planning and monitoring and control, rather extolling and pushing (driving heroic "just do it" behavior) to get more out of (trying to pull results) from the system than is possible (for resources / time allocated / clarity about requirements in respect of complicated solutions required). This lack of clear and agreed REQUIREMENTS (REQM) and insufficient / inaccurate PROJECT PLANNING (PP) and PROJECT MONITORING AND CONTROL (PMC) means the team are operating at Capability Maturity Level 1.

Westrum's Typology of Organization Culture

The book Accelerate refers to the Westrum Typology of Organizational Culture.
Accelerate (and ITIL etc.) state that Generative behavior on the right of the model is required for success in Agile and DevOps.
ITIL 4 calls this a "safety culture." The "safety culture" is needed for teams to align for agility and find solutions which approach may not be understood or tolerated in the Bureucratic and Pathelogical Organizational Cultures of the model.

I.e. With Westrum in mind, Where would you pin your Oranizational Culture to be at? Pathalogical, Bureaucratic or Open Minded and Generative.


The Monkey Trap above. Do you really want to get free?

Along with SMART REQM's: Find the CML2 processes Project Planning (PP) and Project Monitoring and Control (PMC)
to set Scrum (Agile) free
it's simply

The Seven Scrum Dysfunctions and Root Cause Analysis

Click here for the 7 Scrum dysfunctions (and using Root Cause Analysis (picking out the red beads explained below) etc.) give an idea of how to improve quality in the scrum (agile) project management system
- from Mastering Professional Scrum (2019) by Stephanie Ockerman and Simon Reindl.
Note: Some links in this download are dependant on being up. I.e. see i on menu above.

Run optimally a scrum team should be able to release working software in a 2 week sprint. Then (demo's approved by the Product Owner) they (the willing workers) have succeeded and the goals for the team are reset during next sprint planning ceremony. Scrum Master's role is to ensure a safety culture, productive team, process improvement from CM L2 (and CML2+ where possible) and good governance!

TPM vs APM essence in 2 minutes

Note that Traditional Project Management (TPM)'s 24 planning processes (just under half of the total processes for the PMBOK are planning processes!) are replaced in Agile Project Management (APM) / Scrum by User Stories! These must be approved as delivered each sprint by the Product Owner or the team are operating at Capability Maturity Level 1. And the minute a sprint is approved the team have finished that race successfully (they are operating at CM LEvel 2+)!

Deming's Red Bead Experiment goes a long way to clearly illustrate the causes and solutions for the "monkey trap" problem above.
Find this experiment on YouTube (or watch a PMWay selected video from YouTube below). Deming is the father of the Capability Maturity Model (CMMi) we are using here which is the output of the Software Engineering Institute at Carnegie Mellon University.

Here is some more of Deming's wisdom:

Deming Quotes
Deming essence
Deming essence

Red Bead Experiment

If your Scrum Sprints are not producing approved value then Executives

Executive Action Team: EAT the Red Beads

I.e. install scrum (or other TPM or APM) processes (DevOps etc., processes) that allow the method to operate correctly /
remove noise and obstacles (exhortations etc.) that is getting in the way.
and EAT (Executive Action Team) the Red Beads!

The image below explains the problems typically found at Capability Maturity Level 1.

For fun Capability Maturity Level 1

Time to up your game stats?

How do you want to be remembered
The Capability Maturity model above is a simplified version of the one found here


       Finally (just for fun) click the red pin now if you want to do the Capability Maturity self assessment.