DevOps Goals and Rewards

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In this presentation we look at how to incorporate goals into the cultural change aspects of your DevOps projects and reward success.

In this presentation we look at how to incorporate goals into the cultural change aspects of your DevOps projects and reward success.

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  • 1. www.ranger4.com DevOpstastic DevOps Goals and Rewards Helen Beal Head of DevOps
  • 2. www.ranger4.com DevOpstastic Don’t fight stupid - Make more awesome (Jesse’s rule)
  • 3. www.ranger4.com DevOpstastic The Downward Spiral Words  taken  from  a  Gene  Kim  presenta2on     Opera'ons  sees:   •  Fragile  applica'ons  are  prone  to   failure   •  Long  'me  required  to  figure  out   ‘which  bit  got  flipped’   •  Detec've  control  is  a  salesperson   •  Too  much  'me  required  to  restore   service   •  Too  much  firefigh'ng  and   unplanned  work   •  Planned  project  work  cannot   complete   •  Frustrated  customers  leave   •  Market  share  goes  down   •  Business  misses  Wall  Street   commitments   •  Business  makes  even  larger   promises  to  Wall  Street     Dev  sees:   •  More  urgent  date-­‐driven  projects   put  into  the  queue   •  Even  more  fragile  code  put  into   produc'on   •  More  releases  have  increasingly   ‘turbulent  installs’   •  Release  cycles  lengthen  to   amor'se  ‘costs  of  deployments’   •  Failing  bigger  deployments  difficult   to  diagnose   •  Most  senior  and  constrained  IT  ops   resources  have  less  'me  to  fix   underlying  process  problems   •  Ever  increasing  backlog  of   infrastructure  projects  that  could   fix  root  cause  and  reduce  costs   •  Ever  increasing  tension  between   development  and  IT  Opera'ons  
  • 4. www.ranger4.com DevOpstastic What does DevOps Culture Look Like? FrictionlessTransparent Innovative Collaborative SuccessfulSurviving Thriving Casual Comfortable Like home, family
  • 5. www.ranger4.com DevOpstastic Changing Culture 1.  Start small: build trust and safety 2.  Create champions 3.  Use metrics to build success 4.  Celebrate successes 5.  Exploit compelling events Jesse again!
  • 6. www.ranger4.com DevOpstastic Baseline Trackable Metrics 0   20   40   60   80   100   120   Defects   Releases   Resources   MTTR   Outages   Ranger4   DMI*   score   *  DevOps  Maturity  Index  
  • 7. www.ranger4.com DevOpstastic Establish Roadmap to Adoption GO   LIVE   Vision  of  Desired  Future  State   Con'nuous  Delivery   Fit  Assessment   Organisa'onal   Ini'a'ves   Approved  Project  Plan   Cultural  Ini'a'ves   Baseline  Assessment  &  Metrics   Architectural   Impera'ves   Process  Ini'a'ves   Technology   Ini'a'ves   Priori'sa'on   Quan'fied  Value   DevOps  Reorganisa'on   Cultural  Change  Program   Deployment  Process  Automa'on   ARA  Tools  Implementa'on   Test  Process  Review   APM  Rollout   Service  Virtualiza'on  
  • 8. www.ranger4.com DevOpstastic Real World Example Baseline   Target   8  week  test  cycle   3  week  test  cycle  (further  improvement   should  be  achieved)   8  month  release  cycle   Quarterly  releases  (con'nuous  delivery   should  be  aimed  for)   HIGH  number  of  defects   Reduc'on  in  number  of  defects  (target  to   be  defined)   LOW  customer  sa'sfac'on   Marked  improvement  in  customer   sa'sfac'on  and  reten'on   Stable  delivery  team  costs   Ability  to  on-­‐board  more  clients  and  deliver   more  releases  without  a  corresponding   increase  in  delivery  costs   HIGH  number  of  hand-­‐over’s  across  the   business   Agile  delivery  “cell”  focus  u'lising  mul'-­‐ discipline  teams  providing  single  face  to  all   3rd  par'es  
  • 9. www.ranger4.com DevOpstastic What does SUCCESS look like?
  • 10. www.ranger4.com DevOpstastic A DevOps Maturity Model 1 5 4 3 2 Optimising DevOps Managed DevOps Starting DevOps Fundamental DevOps Not started DevOps DevOps DONE – fine tuning and tied tightly to business goals. Automated build, cross-functional teams, product-focused, cultural change happening Thinking about cultural change, starting to write scripts, looking at test automation Outages, war-rooms, blame, unplanned work, delays and defects. Happy people with integrated toolchain to pre-empt failure, automate test and deployment – Continuous Delivery
  • 11. www.ranger4.com DevOpstastic S M A R T SPECIFY MEASURABLE ATTAINABLE RELEVANT TIMELY WHO, WHAT, WHERE, WHEN, WHY, WHICH FROM and TO HOW WORTHWHILE WHEN Define the goal as much as possible with no ambiguous language. WHO is involved, WHAT do I want to accomplish, WHERE will it be done, WHY and I doing this – reasons, purpose. WHICH constraints and requirements do I have? Can you track the progress and measure the outcome? How much, how many, how will I know when my goal is accomplished? Is the goal reasonable enough to be accomplished? How so? Make sure the goal is not out of reach or below standard performance. Is the goal worthwhile and will it meet your needs? Is each goal consistent with other goals you have established and fits with your immediate and long term plans? Your objective should include a time limit: “I will complete this goal by day/ month/year.” It will establish a sense of urgency and prompt you to have better time management.
  • 12. www.ranger4.com DevOpstastic Our team will release updates to the core business application, Milton, once a day by the 1st September 2014. We currently perform releases once a fortnight but believe, using automation, this goal is attainable. Not only will it allow us to put revenue generating innovation to market faster, the process will be more consistent and reliable.
  • 13. www.ranger4.com DevOpstastic We, the testing team, will reduce the volume of defects from 20 to 2 per week by the end of 2014 and through improved testing techniques reduce the average time to fix a defect from 4 hours to 30 minutes in the same timeframe, thus removing backlog and pushing software improvements to market at greater velocity.
  • 14. www.ranger4.com DevOpstastic How do we celebrate success?
  • 15. www.ranger4.com DevOpstastic "Your  work  is  going  to  fill  a   large  part  of  your  life,  and   the  only  way  to  be  truly   sa'sfied  is  to  do  what  you   believe  is  great  work.”     Steve  Jobs  
  • 16. www.ranger4.com DevOpstastic JOB JOY
  • 17. www.ranger4.com DevOpstastic Job satisfaction is the No.1 predictor of organizational performance.     We all know how job satisfaction feels: It’s about doing work that is challenging and meaningful, and being empowered to exercise our skills and judgment. We also know that where there’s job satisfaction, employees bring the best of themselves to work: their engagement, their creativity and their strongest thinking. That makes for more innovation in any area of the business, including IT. From  the  2014  State  of  DevOps  Report  
  • 18. www.ranger4.com DevOpstastic
  • 19. www.ranger4.com DevOpstastic S C A R F STATUS CERTAINTY AUTONOMY RELATEDNESS FAIRNESS RELATIVE IMPORTANCE TO OTHERS PREDICTING THE FUTURE CONTROL OVER EVENTS SAFETY WITH OTHERS EQUITABLE EXCHANGES Even a small amount of uncertainty generates an ‘error’ response in the orbital frontal cortex. This takes attention away from one’s goals, forcing attention to the error. The act of creating a sense of certainty is rewarding.. Meeting expectations generates an increase in dopamine levels in the brain, a reward response.   Autonomy is the perception of exerting control over one’s environment; a sensation of having choices. An increase in the perception of autonomy feels rewarding. Working in a team necessitates a reduction in autonomy. In healthy cultures, this potential threat tends to be counteracted with an increase in status, certainty and relatedness.   Relatedness involves deciding whether others are ‘in’ or ‘out’ of a social group. Whether someone is friend, or foe. Positive social connections are a primary need; however, the automatic response to new social connections involves a threat.   The threat from perceived unfairness can be decreased by increasing transparency, and increasing the level of communication and involvement about business issues. Establishing clear expectations in all situations – from a one-hour meeting to a five-year contract – can also help ensure fair exchanges occur. A sense of unfairness can result from a lack of clear ground rules, expectations or objectives.   Status is the most significant determinant of human longevity and health, even when controlling for education and income. One’s sense of status goes up when one feels ‘better than’ another person. in this instance the primary reward circuitry is activated, in particular the striatum, which increases dopamine levels.
  • 20. www.ranger4.com DevOpstastic Rewards •  Pride •  Mastery •  Autonomy •  Joy •  A sense •  of progress •  of accomplishment •  of meaningfulness •  of choice •  of purpose •  Altruism •  Opportunity to shine Intrinsic •  Cash •  Gift card/vouchers •  Time off •  Play •  Flexible working hours •  Clubs/trophies/awards •  Praise/thanks/compliments •  Holidays/trips/hospitality •  Payrise •  Promotion/responsibility •  Personal development •  Qualifications Extrinsic
  • 21. www.ranger4.com DevOpstastic S C A R F STATUS CERTAINTY AUTONOMY RELATEDNESS FAIRNESS Promotion/job-title, cash, awards, prizes, trips Qualifications, contracts, voice at a higher table, project ownership Leadership, ideas acted upon, showcasing success Team based play, mentoring (both ways) Voluntary work, increased transparency
  • 22. www.ranger4.com DevOpstastic What does DevOps Culture Look Like? FrictionlessTransparent Innovative Collaborative SuccessfulSurviving Thriving Casual Comfortable Like home, family
  • 23. www.ranger4.com DevOpstastic Not   DevOps!  
  • 24. www.ranger4.com DevOpstastic Is the task mostly routine? StartHere Yes No Can you increase the task’s challenge or variety, make it less routine or connect it to a larger purpose? 1. Offer a rationale for why the task is necessary. 2. Acknowledge that the task is boring. 3. Allow people to complete the task in their own way. 1. They offer praise and feedback rather than things people can touch or spend. 2. They provide useful information rather than an attempt to control. Sure, I can do that That’s pretty hard Concentrate on building a healthy, long-term motivational environment that pays people fairly and fosters autonomy, mastery and purpose. Avoid “if-then” rewards in almost all circumstances. Consider unexpected, non- contingent “now that” rewards. Rewards will be more effective if: Use rewards, even “if- then” rewards, but be sure to: When to Use Rewards (from Daniel Pink’s ‘Drive’)
  • 25. www.ranger4.com DevOpstastic "When a measure becomes a target, it ceases to be a good measure." Charles Goodhart
  • 26. www.ranger4.com DevOpstastic Be   DevOpstas'c