Value Stream Mapping [VSM] is a lean concept that helps us improve our processes by focusing on the whole process and making stepwise refinements on smaller parts of the process, to gain improvement for the whole. It is in a sense, "Refactoring" a process.

In an ideal case, a process can be thought of as a workflow, and perhaps we might be able to represent it using the WF Windows Workflow Foundation code delivered in .NET 3.5. It would be nice to show a code example here of how we can represent a process with workflow steps, but I didn't have time to write up an example as of yet.

With VSM, we are trying to improve a process by mapping it into parts, each of which we can study. We can gather metrics on each of the process steps, and metrics on how long things wait between steps. The waiting between steps is usually far more significant time-wise than any of the steps themselves. WF can be instrumental in providing an automated framework for collecting and reporting these metrics.

Indeed there are also other workflow alternatives of course. BizTalk Server 2006 R2 is a fine candidate for workflow representation as well, when adapters are available for systems that interoperate. I have a specific Microsoft focus in my career, but I have used CapeClear as a Java-based workflow system, and there are others in the ESB space which have features that would allow us to collect metrics on an automated representation of our processes.

Automation is key to refactoring, as in any development mechanism. We can't fix what we don't know is broken. With VSM, we focus on the entire process as a whole, so we need to collect measurements on where it is today, and then we can see total improvement on the whole as we make small changes (refactoring the process).

Many enterprises today use Service-Oriented Architecture [SOA] as a design pattern for the construction of enterprise systems. This architecture lends itself well to the use of WF or BizTalk (substiitute your favorite flavor here) workflow components. SOA helps us to map the entire process to blocks of functionality that we can measure and monitor easily, contributing to our VSM overall picture.

My theory is that like with software development, process improvement can also have a test-driven, scientific approach. VSM is a tool that helps us change the right things to improve our overall process, but it typically has measurements in large units - days, even weeks. With the right automation framework contributing to very rapid feedback with the metrics collected on processes, we can write tests that indicate Red or Green for not only each component being analyzed, but for the entire process as well.

Tests don't have to be in the form of an NUnit DLL or test fixture. We can use simple reports actually to give us the feedback we need to make decisions on how we refactor. Think of it as moving test-driven concepts a couple elevations higher in the plan view. From the 500 foot view to the 5000 foot view if you will. It's the exact same concept, just applied at a somewhat higher level of abstraction.

For each of our services we monitor the time taken in the process and the time between processes, and compare them to our initial baseline. We might even be able to get real-time data on a visible dashboard in the best of cirumstances. When we are better than our initial baseline, we are Green, if not, then we're Red. There is no yellow - same result means we haven't improved so it's still red. This concept is brutally simple, but it can be very effective, especially if the Red/Green report is made visible on a web-based report.

Mapping the workflow using WF, BizTalk, or other tools gives us a way to take automated measurements and compare them to our baseline to render a decision on whether our process has improved or not, and whether we are reaching our overall goal of total improvement. Individual portions of the whole can still be red as long as we achieve green for the overall process.

A business process really is a workflow, we just need to map it as such using software and automation. In this way we can apply the fine concepts of test-driven and refactoring to process improvement, once again using automation and measurement as our top key tools for leveraging our own technologies to help us improve them.

Code examples here would be good of course... Stay tuned for future posts with WF code examples of a process flow that has metrics and baseline comparisons for Red/Green.