You Can't Change Culture, But You Can Change Behavior (DevOpsDays Rome 2012)

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Presentation by Damon Edwards at DevOpsDays Rome 2012.

Topics:
• What do we mean by "Culture"?
• DevOps Vision defined
1. See the system
2. Focus on flow
3. Recognize feedback loops
4. Look for continuous improvement opportunities
• Examples of techniques that high performing companies use

Published in: Technology

You Can't Change Culture, But You Can Change Behavior (DevOpsDays Rome 2012)

  1. 1. You Can’t Change Culture,But You Can Change Behavior.(and behavior becomes culture)
  2. 2. Damon Edwards @damonedwards dev2ops.org damon@dtosolutions.com DevOps and Automation
  3. 3. DevOps Cafe Podcast devopscafe.org subscribe in iTunes
  4. 4. DevOps CookbookIn progress... Gene Kim Patrick Debois John Willis Mike Orzen John Allspaw Jez Humble Damon Edwards
  5. 5. Damon Edwards @damonedwards dev2ops.org damon@dtosolutions.com DevOps and Automation
  6. 6. Why I am standing here today #%!
  7. 7. Where do we put our efforts? ORGANIZATION ORGANIZATION ORGANIZATION ORGANIZATION TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM EASIER MORE DIFFICULT VERY DIFFICULT
  8. 8. Where do we put our efforts? ORGANIZATION ORGANIZATION ORGANIZATION TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM EASIER MORE DIFFICULT VERY DIFFICULT
  9. 9. Where do we put our efforts? ORGANIZATION ORGANIZATION ORGANIZATION TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM EASIER MORE DIFFICULT VERY DIFFICULT
  10. 10. Where do we put our efforts? ORGANIZATION ORGANIZATION ORGANIZATION TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM EASIER MORE DIFFICULT VERY DIFFICULT
  11. 11. Where do we put our efforts? ORGANIZATION ORGANIZATION ORGANIZATION TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM EASIER MORE DIFFICULT VERY DIFFICULT DevOps problems live here!
  12. 12. State of the Art DevOps Culture Talk in One Slide!
  13. 13. State of the Art DevOps Culture Talk in One Slide!
  14. 14. State of the Art DevOps Culture Talk in One Slide! +
  15. 15. What your mother told you was cultureCulture (n.):Culture (adj.):
  16. 16. “Culture” really means “Organizational Culture” “Set of shared mental assumptions that guide interpretation and action in organizations by defining appropriate behavior for various situations.”
  17. 17. “Culture” really means “Organizational Culture” “Set of shared mental assumptions that guide interpretation and action in organizations by defining appropriate behavior for various situations.” Why we do it the way we do it.
  18. 18. Organizational Culture Artifacts
  19. 19. Organizational Culture Artifacts• values• vision• norms• language• systems• symbols• beliefs• habits
  20. 20. Be not afraid!• It’s not as squishy as it seems• There is actually some solid academic work to grab onto• There are tools to at least describe, if not comprehend, organizational culture
  21. 21. Organizational Culture Assessment Instrument...based on competing values framework
  22. 22. Organizational Culture Assessment Instrument...based on competing values framework
  23. 23. Management Skills Assessment Instrument
  24. 24. Now for the bad news...
  25. 25. Now for the bad news...If you aren’t the CEO there isn’t a whole lot you can do about Organizational Culture
  26. 26. What to do?
  27. 27. What to do?• Option #1: Change your company
  28. 28. What to do?• Option #1: Change your company If you can’t then...
  29. 29. What to do?• Option #1: Change your company If you can’t then...• Option #2: Change your company
  30. 30. What to do?• Option #1: Change your company If you can’t then...• Option #2: Change your company If you can’t then...
  31. 31. What to do?• Option #1: Change your company If you can’t then...• Option #2: Change your company If you can’t then...• Option #3: (see Option #1)
  32. 32. What to do?
  33. 33. What to do?• values• vision• norms• language• systems• symbols• beliefs• habits
  34. 34. What to do?• values• vision• norms• language Infuse with• systems DevOps Vision• symbols• beliefs• habits
  35. 35. What is DevOps Vision?
  36. 36. What is DevOps Vision?1. See the system
  37. 37. What is DevOps Vision?1. See the system2. Focus on flow
  38. 38. What is DevOps Vision?1. See the system2. Focus on flow3. Recognize feedback loops
  39. 39. What is DevOps Vision?1. See the system2. Focus on flow3. Recognize feedback loops4. Look for continuous improvement opportunities
  40. 40. What is DevOps Vision? ™ EA THE BIG ID1. See the system2. Focus on flow3. Recognize feedback loops4. Look for continuous improvement opportunities
  41. 41. Infuse DevOps Vision into every cultural artifact• values 1. See the system• vision• norms 2. Focus on flow• language• systems 3. Recognize feedback loops• symbols• beliefs 4. Look for continuous improvement• habits opportunities
  42. 42. Now is the time to make the business case forDevOps behavior changes!1. See the system • values2. Focus on flow • vision Better TTM • norms • language Better Quality • systems3. Recognize feedback loops • symbols • beliefs • habits4. Look for continuousimprovement opportunities
  43. 43. Infusing DevOps Vision into an Organization
  44. 44. Infusing DevOps Vision into an Organization• What doesn’t work: The Big Bang™
  45. 45. Infusing DevOps Vision into an Organization• What doesn’t work: The Big Bang™• What does work: Recruit, Educate, Drill, Repeat
  46. 46. Now for some interesting examples on bringing DevOps Vision to life...
  47. 47. Banish the word “done” DONEWhy?: Owner: Dev / Project MgmtDrives “system thinking” and Impact: Developers, QA“focus on flow” Difficulty: Easy
  48. 48. Banish the word “done” DONE• You run a service. It never stops, so you are never “done”.Why?: Owner: Dev / Project MgmtDrives “system thinking” and Impact: Developers, QA“focus on flow” Difficulty: Easy
  49. 49. Banish the word “done” DONE• You run a service. It never stops, so you are never “done”.• “Code complete” is an anti-pattern, not a milestoneWhy?: Owner: Dev / Project MgmtDrives “system thinking” and Impact: Developers, QA“focus on flow” Difficulty: Easy
  50. 50. Banish the word “done” DONE• You run a service. It never stops, so you are never “done”.• “Code complete” is an anti-pattern, not a milestone• At best, you have fulfilled your most recent obligationWhy?: Owner: Dev / Project MgmtDrives “system thinking” and Impact: Developers, QA“focus on flow” Difficulty: Easy
  51. 51. Make operational requirements first class citizensWhy?: Owner: Program ManagementDrives systems thinking, improves Impact: Schedule Ownerpredictability of flow, reducestechnical debt creation Difficulty: Easy
  52. 52. Make operational requirements first class citizens • Operational requirements (“non-functional requirements) are just as important to running service as any business feature requirementWhy?: Owner: Program ManagementDrives systems thinking, improves Impact: Schedule Ownerpredictability of flow, reducestechnical debt creation Difficulty: Easy
  53. 53. Make operational requirements first class citizens • Operational requirements (“non-functional requirements) are just as important to running service as any business feature requirement • Include those operational requirements in whatever tools and processes your business feature requirements go throughWhy?: Owner: Program ManagementDrives systems thinking, improves Impact: Schedule Ownerpredictability of flow, reducestechnical debt creation Difficulty: Easy
  54. 54. Visualize the flowWhy?: Owner: Release (?)Drives systems thinking andfocusing on the flow, makes Impact: Everyonebottlenecks obvious Difficulty: Easy
  55. 55. Collaboratively map the value stream Core business service delivery process Steering Current state value stream map Committee Erica Switzer Full L/T Lead time Projects / Expedites P/T Process time H/C Head count S/R Scrap rate Business Analyst Erica Switzer D Defects Estimates and EP Extra processes requirements M Motion PD Partially done Project Manager TS Task switching W Waiting Erica Switzer Business Change Creative request Daily Scrum Change Program Management meeting Request QA Control Forms Mx3 build Development Dx3 Develop Technical Specification Daily Scrum Deployment web assets meeting QA Meeting Business Systems Jira issues RT tickets Support Release Engineering L/T 6 weeks Web Assets, Deployment P/T 4 weeks Technical Operations flows and Jira issues Document Stan Walters H/C 12 wireframes S/R 5% Bob McNulty Wx2 PDx4 Wx2 RT tickets Change TSx5 Dx2 Delta Development Development D Release Control Development features and Build and deploy Integration testing Build and deploy Set of fixes EP service L/T 8 weeks L/T 2 days L/T 1 day L/T 8 hours Cut project branch branches P/T 4 weeks P/T 4 hours P/T 1 day P/T 7 hours H/C 5 H/C 1 H/C 5 H/C 1 W D D Mx2 S/R 25% S/R 10% S/R 95% S/R 2% PDx3 D Mx8 Dx2 L/T 15 minutes Joe Harbaugh Joe Harbaugh Joe Harbaugh Fernando Gomez EP PD Deploy to EP P/T 5 minutes Acceptance testing Feature testing Tested Merge project Deploy to Staging Staging testing H/C 1 packages Production branch S/R 0% L/T 5 days L/T 4 weeks L/T 6 days L/T 1 week L/T 9 hours L/T 30 minutes Chris Holmes Development P/T 5 hours P/T 2.5 weeks P/T 90 minutes P/T 3.5 days P/T 8 hours P/T 30 minutes Environments H/C 2 H/C 4 H/C 3 H/C 4 H/C 6 H/C 1 Documented S/R 10% S/R 20% S/R 66% S/R 66% S/R 66% S/R 33% test plans Raj Lee Raj Lee Frances Middleton Frances Middleton Allen Cannata Fernando Gomez and cases PDx2 QA Staging Production Build test plan Build test cases Environments Environment Environment L/T 5 days L/T 2 weeks P/T 4 days P/T 8 days H/C 1 H/C 2 S/R 10% S/R 20% Deploy to Performance Raj Lee Raj Lee Performance testing L/T 6 days L/T 1 week P/T 90 minutes P/T 3 days H/C 3 H/C 1 S/R 66% S/R 66% Frances Middleton Allen Cannata Performance Environment Process Time 4 weeks 4 weeks 4 hours 1 day 7 hours 5 hours 2.5 weeks 90 minutes = 62 days 3.5 days 8 hours 2 weeks 4 weeks 1.5 days 1 hours 4.5 days 1.5 weeks 5.75 days 1.5 days 1 hour Lead Time = 113 daysWhy?: Owner: AnyoneAligns understanding of the fullsystem, highlights wastes Impact: Everyone(problems) Difficulty: Low /Medium
  56. 56. Turn information flows into artifact flows M Service pack review email Current state value stream map Customer L/T = 56d P/T = 7d communication L/T Lead time H/C = 6 P/T Process time S/R = 100% L/T = 28d Suresh Wu P/T = 7d H/C Head count crit bugs H/C = 1 S/R = S/R Scrap rate M(2) W Stephen / Xi Customer derived Release Program D Defects reqs. Management Release EP Extra processes M W Schedule L/T = M Motion Estimates PRD P/T = Product Program H/C = Planning PD Partially done S/R = TS Task switching Erica Smith L/T = 105d P/T = 46d W Waiting PD H/C = 15 S/R = 100% Lockdown Technical Support M(2) EP John Robert control Product Management Engineering Engineering Planning Cloud Services Process Design PRD Specs PRD L/T = 45d EP(2) TS(2) P/T = 18d Documentum M EP H/C = 23 M(3) W(2) S/R = PD Preliminary Bob Smith ERR Cloud Services Development Release BRD M(3) W Release PRD ERR Server L/T = 45d Memos L/T = 60d Provisioning P/T = 21d P/T = 16d H/C = 140 D MOP, SOP H/C = 3 QA L/T = 24d S/R = S/R = 3% Environment Remedy P/T = 4d Bob Smith QA Forum M(3) EP Reggie / Carlos Ticket H/C = 3 Ticket QA forum Engineering S/R = 50% BRD checklist Release Jen Garza M W EP Patch L/T = 60d Calendar D P/T = 1d Change Control EP H/C = 1 README QA Forum S/R = >5% Rollout Server M EP(3) L/T = 42d Ticket Victoria Doe Schedule Acceptance Tasks P/T = QA Test H/C = L/T = 14d S/R = P/T = 1d L/T = 105d MOP MOP Peter Lee H/C = 4.5 P/T = 11d ERR S/R = 15% H/C = 42 PD(3) Lynn A. etc S/R = Selective Sam Young Promotion L/T = 90d P/T = 15d Remedy New Targets H/C = 5 Ticket S/R = Steve Young BTS README M W(2) EP Deploy Release Full M(2) PD(3) Development Shared Commits Build Release L/T = 90d Drive Prod Packages P/T = 8d L/T = 75d Shared Drive Promotion P/T = 43d L/T = 1d Test H/C = 8 H/C = 130 P/T = 0.3d L/T = 60d S/R = 2% S/R = H/C = 2 P/T = 0.2d XML Lewis S./Peter Y. Production Bob Smith S/R = 33% H/C = 1 M W(2) EP John Doe S/R = >5% Single Victoria Doe Image PD D(3) TS ServerWhy?: Owner: DevelopmentRemoves barriers to flow, smooths Impact: Dev and Opshandoffs, improves quality Difficulty: High
  57. 57. Turn information flows into artifact flows M Service pack review email Current state value stream map Customer L/T = 56d P/T = 7d communication L/T Lead time H/C = 6 P/T Process time S/R = 100% L/T = 28d Suresh Wu P/T = 7d H/C Head count crit bugs H/C = 1 S/R = S/R Scrap rate M(2) W Stephen / Xi Customer derived Release Program D Defects reqs. Management Release EP Extra processes M W Schedule L/T = M Motion Estimates PRD P/T = Product Program H/C = Planning PD Partially done S/R = TS Task switching Erica Smith L/T = 105d P/T = 46d W Waiting PD H/C = 15 S/R = 100% Lockdown Technical Support M(2) EP John Robert control Product Management Engineering Engineering Planning Cloud Services Process Design PRD Specs PRD L/T = 45d EP(2) TS(2) P/T = 18d Documentum M EP H/C = 23 M(3) W(2) S/R = PD Preliminary Bob Smith ERR Cloud Services Development Release BRD M(3) W Release PRD ERR Server L/T = 45d Memos L/T = 60d Provisioning P/T = 21d P/T = 16d H/C = 140 D MOP, SOP H/C = 3 QA L/T = 24d S/R = S/R = 3% Environment Remedy P/T = 4d Bob Smith QA Forum M(3) EP Reggie / Carlos Ticket H/C = 3 Ticket QA forum Engineering S/R = 50% BRD checklist Release Jen Garza M W EP Patch L/T = 60d Calendar D P/T = 1d Change Control EP H/C = 1 README QA Forum S/R = >5% Rollout Server M EP(3) L/T = 42d Ticket Victoria Doe Schedule Acceptance Tasks P/T = QA Test H/C = L/T = 14d S/R = P/T = 1d L/T = 105d MOP MOP Peter Lee H/C = 4.5 P/T = 11d ERR S/R = 15% H/C = 42 PD(3) Lynn A. etc S/R = Selective Sam Young Promotion L/T = 90d P/T = 15d Remedy New Targets H/C = 5 Ticket S/R = Steve Young BTS README M W(2) EP Deploy Release Full M(2) PD(3) Development Shared Commits Build Release L/T = 90d Drive Prod Packages P/T = 8d L/T = 75d Shared Drive Promotion P/T = 43d L/T = 1d Test H/C = 8 H/C = 130 P/T = 0.3d L/T = 60d S/R = 2% S/R = H/C = 2 P/T = 0.2d XML Lewis S./Peter Y. Production Bob Smith S/R = 33% H/C = 1 M W(2) EP John Doe S/R = >5% Single Victoria Doe Image PD D(3) TS ServerWhy?: Owner: DevelopmentRemoves barriers to flow, smooths Impact: Dev and Opshandoffs, improves quality Difficulty: High
  58. 58. Turn information flows into artifact flows M Service pack review email Current state value stream map Customer L/T = 56d P/T = 7d communication L/T Lead time H/C = 6 P/T Process time S/R = 100% L/T = 28d Suresh Wu P/T = 7d H/C Head count crit bugs H/C = 1 S/R = S/R Scrap rate M(2) W Stephen / Xi Customer derived Release Program D Defects reqs. Management Release EP Extra processes M W Schedule L/T = M Motion Estimates PRD P/T = Product Program H/C = Planning PD Partially done S/R = TS Task switching Erica Smith L/T = 105d P/T = 46d W Waiting PD H/C = 15 S/R = 100% Lockdown Technical Support M(2) EP John Robert control Product Management Engineering Engineering Planning Cloud Services Process Design PRD Specs PRD L/T = 45d EP(2) TS(2) P/T = 18d Documentum M EP H/C = 23 M(3) W(2) S/R = PD Preliminary Bob Smith ERR Cloud Services Development Release BRD M(3) W Release PRD ERR Server L/T = 45d Memos L/T = 60d Provisioning P/T = 21d P/T = 16d H/C = 140 D MOP, SOP H/C = 3 QA L/T = 24d S/R = S/R = 3% Environment Remedy P/T = 4d Bob Smith QA Forum M(3) EP Reggie / Carlos Ticket H/C = 3 Ticket QA forum Engineering S/R = 50% BRD checklist Release Jen Garza M W EP Patch L/T = 60d Calendar D P/T = 1d Change Control EP H/C = 1 README QA Forum S/R = >5% Rollout Server M EP(3) L/T = 42d Ticket Victoria Doe Schedule Acceptance Tasks P/T = QA Test H/C = L/T = 14d S/R = P/T = 1d L/T = 105d MOP MOP Peter Lee H/C = 4.5 P/T = 11d ERR S/R = 15% H/C = 42 PD(3) Lynn A. etc S/R = Selective Sam Young Promotion L/T = 90d P/T = 15d Remedy New Targets H/C = 5 Ticket S/R = Steve Young BTS README M W(2) EP Deploy Release Full M(2) PD(3) Development Shared Commits Build Release L/T = 90d Drive Prod Packages P/T = 8d L/T = 75d Shared Drive Promotion P/T = 43d L/T = 1d Test H/C = 8 H/C = 130 P/T = 0.3d L/T = 60d S/R = 2% S/R = H/C = 2 P/T = 0.2d XML Lewis S./Peter Y. Production Bob Smith S/R = 33% H/C = 1 M W(2) EP John Doe S/R = >5% Single Victoria Doe Image PD D(3) TS ServerWhy?: Owner: DevelopmentRemoves barriers to flow, smooths Impact: Dev and Opshandoffs, improves quality Difficulty: High
  59. 59. Metrics with a mission: Situational Awareness Organization & Process Data Application Situational Infrastructure Data Awareness Data Business DataWhy?: Owner: Metrics (?)Feedback. Aligns organizational Impact: Everyoneefforts. Difficulty: Medium
  60. 60. Turn everything into a change correlation chartWhy?: Owner: Metrics (?)Raise awareness of change. Impact: Everyone Difficulty: Medium
  61. 61. Paint the walls with awarenessWhy?: Owner: Metrics (?)Feedback. Aligns organizational Impact: Everyoneefforts. Difficulty: Easy

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