www.ranger4.com DevOpstastic
DevOps Goals and Rewards
Helen Beal
Head of DevOps
www.ranger4.com DevOpstastic
Don’t fight stupid -
Make more awesome
(Jesse’s rule)
www.ranger4.com DevOpstastic
The Downward Spiral
Words taken from a Gene Kim presentation
Operations sees:
• Fragile appli...
www.ranger4.com DevOpstastic
What does DevOps Culture Look Like?
FrictionlessTransparent
Innovative
Collaborative
Successf...
www.ranger4.com DevOpstastic
Changing Culture
1. Start small: build trust and safety
2. Create champions
3. Use metrics to...
www.ranger4.com DevOpstastic
Baseline Trackable Metrics
0
20
40
60
80
100
120
Defects
Releases
Resources
MTTR
Outages
Rang...
www.ranger4.com DevOpstastic
Establish Roadmap to Adoption
GO
LIVE
VisionofDesiredFutureState
Continuous Delivery
Fit Asse...
www.ranger4.com DevOpstastic
Real World Example
Baseline Target
8 week test cycle
3 week test cycle (further improvement
s...
www.ranger4.com DevOpstastic
What does
SUCCESS
look like?
www.ranger4.com DevOpstastic
A DevOps Maturity Model
1
5
4
3
2
Optimising
DevOps
Managed
DevOps
Starting
DevOps
Fundamenta...
www.ranger4.com DevOpstastic
S M A R T
SPECIFY MEASURABLE ATTAINABLE RELEVANT TIMELY
WHO, WHAT,
WHERE, WHEN,
WHY, WHICH
FR...
www.ranger4.com DevOpstastic
Our team will release updates to the core
business application, Milton, once a day by
the 1st...
www.ranger4.com DevOpstastic
We, the testing team, will reduce the
volume of defects from 20 to 2 per week
by the end of 2...
www.ranger4.com DevOpstastic
How do we
celebrate success?
www.ranger4.com DevOpstastic
"Your work is going to fill a
large part of your life, and
the only way to be truly
satisfied...
www.ranger4.com DevOpstastic
JOB JOY
www.ranger4.com DevOpstastic
Job satisfaction is the No.1 predictor
of organizational performance.
We all know how job sat...
www.ranger4.com DevOpstastic
www.ranger4.com DevOpstastic
S C A R F
STATUS CERTAINTY AUTONOMY RELATEDNESS FAIRNESS
RELATIVE
IMPORTANCE
TO OTHERS
PREDIC...
www.ranger4.com DevOpstastic
Rewards
• Pride
• Mastery
• Autonomy
• Joy
• A sense
• of progress
• of accomplishment
• of m...
www.ranger4.com DevOpstastic
S
C
A
R
F
STATUS
CERTAINTY
AUTONOMY
RELATEDNESS
FAIRNESS
Promotion/job-title, cash, awards,
p...
www.ranger4.com DevOpstastic
What does DevOps Culture Look Like?
FrictionlessTransparent
Innovative
Collaborative
Successf...
www.ranger4.com DevOpstastic
Not
DevOps!
www.ranger4.com DevOpstastic
Is the
task
mostly
routine?
StartHere
Yes
No
Can you
increase the
task’s challenge
or variety...
www.ranger4.com DevOpstastic
"When a measure
becomes a target,
it ceases to be a
good measure."
Charles Goodhart
www.ranger4.com DevOpstastic
www.ranger4.com DevOpstastic
create autonomy
www.ranger4.com DevOpstastic
create mastery
www.ranger4.com DevOpstastic
create purpose
www.ranger4.com DevOpstastic
The Antimatter Principle
“How to encourage the emergence of
a workplace in which people might...
www.ranger4.com DevOpstastic
Bob’s Design Principles
1. Attend to folks’ needs
2. Do what’s needed – more more, no less
3....
www.ranger4.com DevOpstastic
There is no silver bullet…
www.ranger4.com DevOpstastic
1) Understand
where you
are
www.ranger4.com DevOpstastic
2) Understand
who you are
www.ranger4.com DevOpstastic
3) Know where
you want to
be
www.ranger4.com DevOpstastic
4) Plan and
prioritise your
workstreams
www.ranger4.com DevOpstastic
5) Try things!
Change things!
www.ranger4.com DevOpstastic
6) MEASURE!
www.ranger4.com DevOpstastic
When people ‘do’ DevOps,
what’s the most common
mistake you see them make?
#DevOpsFriday5
www.ranger4.com DevOpstastic
“They spend too much time
railing against why it won’t
work instead of making it
work.”
Alan ...
www.ranger4.com DevOpstastic
Be
DevOpstastic
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DevOps Goals and Rewards v2

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In these slides we explore how to incorporate goals into the cultural change aspects of your DevOps projects and reward success.

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DevOps Goals and Rewards v2

  1. 1. www.ranger4.com DevOpstastic DevOps Goals and Rewards Helen Beal Head of DevOps
  2. 2. www.ranger4.com DevOpstastic Don’t fight stupid - Make more awesome (Jesse’s rule)
  3. 3. www.ranger4.com DevOpstastic The Downward Spiral Words taken from a Gene Kim presentation Operations sees: • Fragile applications are prone to failure • Long time required to figure out ‘which bit got flipped’ • Detective control is a salesperson • Too much time required to restore service • Too much firefighting 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 production • More releases have increasingly ‘turbulent installs’ • Release cycles lengthen to amortise ‘costs of deployments’ • Failing bigger deployments difficult to diagnose • Most senior and constrained IT ops resources have less time 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 Operations
  4. 4. www.ranger4.com DevOpstastic What does DevOps Culture Look Like? FrictionlessTransparent Innovative Collaborative SuccessfulSurviving Thriving Casual Comfortable Like home, family
  5. 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. 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. 7. www.ranger4.com DevOpstastic Establish Roadmap to Adoption GO LIVE VisionofDesiredFutureState Continuous Delivery Fit Assessment Organisational Initiatives Approved Project Plan Cultural Initiatives BaselineAssessment&Metrics Architectural Imperatives Process Initiatives Technology Initiatives Prioritisation QuantifiedValue DevOps Reorganisation Cultural Change Program Deployment Process Automation ARA Tools Implementation Test Process Review APM Rollout Service Virtualization
  8. 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 (continuous delivery should be aimed for) HIGH number of defects Reduction in number of defects (target to be defined) LOW customer satisfaction Marked improvement in customer satisfaction and retention 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 utilising multi- discipline teams providing single face to all 3rd parties
  9. 9. www.ranger4.com DevOpstastic What does SUCCESS look like?
  10. 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. 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. 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. 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. 14. www.ranger4.com DevOpstastic How do we celebrate success?
  15. 15. www.ranger4.com DevOpstastic "Your work is going to fill a large part of your life, and the only way to be truly satisfied is to do what you believe is great work.” Steve Jobs
  16. 16. www.ranger4.com DevOpstastic JOB JOY
  17. 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. 18. www.ranger4.com DevOpstastic
  19. 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. 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. 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. 22. www.ranger4.com DevOpstastic What does DevOps Culture Look Like? FrictionlessTransparent Innovative Collaborative SuccessfulSurviving Thriving Casual Comfortable Like home, family
  23. 23. www.ranger4.com DevOpstastic Not DevOps!
  24. 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. 25. www.ranger4.com DevOpstastic "When a measure becomes a target, it ceases to be a good measure." Charles Goodhart
  26. 26. www.ranger4.com DevOpstastic
  27. 27. www.ranger4.com DevOpstastic create autonomy
  28. 28. www.ranger4.com DevOpstastic create mastery
  29. 29. www.ranger4.com DevOpstastic create purpose
  30. 30. www.ranger4.com DevOpstastic The Antimatter Principle “How to encourage the emergence of a workplace in which people might feel warmly invited to give of their best, and find much joy in the simple act of working together, in the company of fellows.” Bob Marshall
  31. 31. www.ranger4.com DevOpstastic Bob’s Design Principles 1. Attend to folks’ needs 2. Do what’s needed – more more, no less 3. Continually Evolve The Service with Quick Feedback and Iterations 4. Make It Optional 5. Flow 6. Build for Inclusion 7. Understand Context 8. Build Services, not Digital Services 9. Derive Consistency From Need 10. Make Things Open 11. Build Improvement Into the Way the Work Works
  32. 32. www.ranger4.com DevOpstastic There is no silver bullet…
  33. 33. www.ranger4.com DevOpstastic 1) Understand where you are
  34. 34. www.ranger4.com DevOpstastic 2) Understand who you are
  35. 35. www.ranger4.com DevOpstastic 3) Know where you want to be
  36. 36. www.ranger4.com DevOpstastic 4) Plan and prioritise your workstreams
  37. 37. www.ranger4.com DevOpstastic 5) Try things! Change things!
  38. 38. www.ranger4.com DevOpstastic 6) MEASURE!
  39. 39. www.ranger4.com DevOpstastic When people ‘do’ DevOps, what’s the most common mistake you see them make? #DevOpsFriday5
  40. 40. www.ranger4.com DevOpstastic “They spend too much time railing against why it won’t work instead of making it work.” Alan Shimel
  41. 41. www.ranger4.com DevOpstastic Be DevOpstastic
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