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

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. ...

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

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

    • You Can’t Change Culture,But You Can Change Behavior.(and behavior becomes culture)
    • Damon Edwards @damonedwards dev2ops.org damon@dtosolutions.com DevOps and Automation
    • DevOps Cafe Podcast devopscafe.org subscribe in iTunes
    • DevOps CookbookIn progress... Gene Kim Patrick Debois John Willis Mike Orzen John Allspaw Jez Humble Damon Edwards
    • Damon Edwards @damonedwards dev2ops.org damon@dtosolutions.com DevOps and Automation
    • Why I am standing here today #%!
    • 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
    • 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
    • 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
    • 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
    • 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!
    • State of the Art DevOps Culture Talk in One Slide!
    • State of the Art DevOps Culture Talk in One Slide!
    • State of the Art DevOps Culture Talk in One Slide! +
    • What your mother told you was cultureCulture (n.):Culture (adj.):
    • “Culture” really means “Organizational Culture” “Set of shared mental assumptions that guide interpretation and action in organizations by defining appropriate behavior for various situations.”
    • “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.
    • Organizational Culture Artifacts
    • Organizational Culture Artifacts• values• vision• norms• language• systems• symbols• beliefs• habits
    • 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
    • Organizational Culture Assessment Instrument...based on competing values framework
    • Organizational Culture Assessment Instrument...based on competing values framework
    • Management Skills Assessment Instrument
    • Now for the bad news...
    • Now for the bad news...If you aren’t the CEO there isn’t a whole lot you can do about Organizational Culture
    • What to do?
    • What to do?• Option #1: Change your company
    • What to do?• Option #1: Change your company If you can’t then...
    • What to do?• Option #1: Change your company If you can’t then...• Option #2: Change your company
    • What to do?• Option #1: Change your company If you can’t then...• Option #2: Change your company If you can’t then...
    • 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)
    • What to do?
    • What to do?• values• vision• norms• language• systems• symbols• beliefs• habits
    • What to do?• values• vision• norms• language Infuse with• systems DevOps Vision• symbols• beliefs• habits
    • What is DevOps Vision?
    • What is DevOps Vision?1. See the system
    • What is DevOps Vision?1. See the system2. Focus on flow
    • What is DevOps Vision?1. See the system2. Focus on flow3. Recognize feedback loops
    • What is DevOps Vision?1. See the system2. Focus on flow3. Recognize feedback loops4. Look for continuous improvement opportunities
    • What is DevOps Vision? ™ EA THE BIG ID1. See the system2. Focus on flow3. Recognize feedback loops4. Look for continuous improvement opportunities
    • 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
    • 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
    • Infusing DevOps Vision into an Organization
    • Infusing DevOps Vision into an Organization• What doesn’t work: The Big Bang™
    • Infusing DevOps Vision into an Organization• What doesn’t work: The Big Bang™• What does work: Recruit, Educate, Drill, Repeat
    • Now for some interesting examples on bringing DevOps Vision to life...
    • Banish the word “done” DONEWhy?: Owner: Dev / Project MgmtDrives “system thinking” and Impact: Developers, QA“focus on flow” Difficulty: Easy
    • 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
    • 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
    • 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
    • Make operational requirements first class citizensWhy?: Owner: Program ManagementDrives systems thinking, improves Impact: Schedule Ownerpredictability of flow, reducestechnical debt creation Difficulty: Easy
    • 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
    • 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
    • Visualize the flowWhy?: Owner: Release (?)Drives systems thinking andfocusing on the flow, makes Impact: Everyonebottlenecks obvious Difficulty: Easy
    • 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
    • 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
    • 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
    • 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
    • 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
    • Turn everything into a change correlation chartWhy?: Owner: Metrics (?)Raise awareness of change. Impact: Everyone Difficulty: Medium
    • Paint the walls with awarenessWhy?: Owner: Metrics (?)Feedback. Aligns organizational Impact: Everyoneefforts. Difficulty: Easy
    • Realign Ownership and ControlWhy?: Owner: Technology ManagersRemoves bottlenecks (improvesflow), pushes the pain forward, aligns Impact: Everyoneactivities with those best suited toexecute Difficulty: Medium / High
    • Realign Ownership and Control• Dev owns... uptime for their own code Ops owns... uptime for platforms and toolingWhy?: Owner: Technology ManagersRemoves bottlenecks (improvesflow), pushes the pain forward, aligns Impact: Everyoneactivities with those best suited toexecute Difficulty: Medium / High
    • Realign Ownership and Control• Dev owns... uptime for their own code Ops owns... uptime for platforms and tooling• QA owns... standards, tooling, enforcement Everyone owns... test writing and test coverageWhy?: Owner: Technology ManagersRemoves bottlenecks (improvesflow), pushes the pain forward, aligns Impact: Everyoneactivities with those best suited toexecute Difficulty: Medium / High
    • Realign Ownership and Control• Dev owns... uptime for their own code Ops owns... uptime for platforms and tooling• QA owns... standards, tooling, enforcement Everyone owns... test writing and test coverage• Ops provides “Operations as a Service” (Centralized tooling and standards. Decentralized control.)Why?: Owner: Technology ManagersRemoves bottlenecks (improvesflow), pushes the pain forward, aligns Impact: Everyoneactivities with those best suited toexecute Difficulty: Medium / High
    • Realign Ownership and Control• Dev owns... uptime for their own code Ops owns... uptime for platforms and tooling• QA owns... standards, tooling, enforcement Everyone owns... test writing and test coverage• Ops provides “Operations as a Service” (Centralized tooling and standards. Decentralized control.)• With flexibility and control (the carrot) comes responsibility (the stick)Why?: Owner: Technology ManagersRemoves bottlenecks (improvesflow), pushes the pain forward, aligns Impact: Everyoneactivities with those best suited toexecute Difficulty: Medium / High
    • System Thinking ExercisesWhy?: Owner: Facilitator & Exec SponsorGet’s everyone aligned to the same Impact: Everyoneview of the system scope,definition, and current state. Difficulty: Easy
    • Run internal “mini-conferences”Why?: Owner: Facilitator & Exec SponsorBuilds consensus. Get’s everyone Impact: Everyonealigned to current system state andcontinuous improvement goals. Difficulty: Easy
    • Run internal “mini-conferences” • Managers: show them whats possibleWhy?: Owner: Facilitator & Exec SponsorBuilds consensus. Get’s everyone Impact: Everyonealigned to current system state andcontinuous improvement goals. Difficulty: Easy
    • Run internal “mini-conferences” • Managers: show them whats possible • Techies: show them a friction free and empowering lifecycleWhy?: Owner: Facilitator & Exec SponsorBuilds consensus. Get’s everyone Impact: Everyonealigned to current system state andcontinuous improvement goals. Difficulty: Easy
    • Mandatory deployment verification checks Deploy this! How do I know it’s running correctly? ? Ask it That was easy!• Every service has a suite of self-tests,• Responsibility of devs to provide correct checks• Ops provides frameworks• Line between monitoring and testing quickly blursWhy?: Owner: OperationsImproves flow, smooths handoffs,improves continuous quality Impact: Dev (mostly), Opsimprovement Difficulty: Medium
    • Unleash the Monkeys You don’t choose Chaos Monkey, Chaos Monkey chooses you. (but Compliance Monkey is all your own fault)Why?: Owner: QAProtects your services through Impact: Developersextreme compliance. Difficulty: High / Extreme
    • Stop the line and swarm Why? Why? Why? PROBLEM Why? Why? Root cause Do something 1. Stop 2. Collaborate and listen 3. Fix for future (i.e. swarm to the problem)Why?: Owner: Dev and Ops ManagerFocuses on the flow, fixesbottlenecks, improves time to Impact: Dev (mostly), Everyonemarket Difficulty: Easy
    • Stop the line and swarm Why? Why? Why? PROBLEM Why? Why? Root cause Do something 1. Stop 2. Collaborate and listen 3. Fix for future (i.e. swarm to the problem)Why?: Owner: Dev and Ops ManagerFocuses on the flow, fixesbottlenecks, improves time to Impact: Dev (mostly), Everyonemarket Difficulty: Easy
    • Stop the line and swarm Why? Why? Why? PROBLEM Why? Why? Root cause Do something 1. Stop 2. Collaborate and listen 3. Fix for future (i.e. swarm to the problem)Why?: Owner: Dev and Ops ManagerFocuses on the flow, fixesbottlenecks, improves time to Impact: Dev (mostly), Everyonemarket Difficulty: Easy
    • Stop the line and swarm Why? Why? Why? PROBLEM Why? Why? Root cause Do something 1. Stop 2. Collaborate and listen 3. Fix for future (i.e. swarm to the problem)Why?: Owner: Dev and Ops ManagerFocuses on the flow, fixesbottlenecks, improves time to Impact: Dev (mostly), Everyonemarket Difficulty: Easy
    • Give transparency to your customersWhy?: Owner: Tech leadershipReinforces purpose of system, desire Impact: Everyoneto look good aligns improvement,enhances customer relationship Difficulty: Easy
    • Give transparency to your customers• Give visibility into pipeline and operationsWhy?: Owner: Tech leadershipReinforces purpose of system, desire Impact: Everyoneto look good aligns improvement,enhances customer relationship Difficulty: Easy
    • Give transparency to your customers• Give visibility into pipeline and operations• What are you really hiding? (they already know how bad you are)Why?: Owner: Tech leadershipReinforces purpose of system, desire Impact: Everyoneto look good aligns improvement,enhances customer relationship Difficulty: Easy
    • Give transparency to your customers• Give visibility into pipeline and operations• What are you really hiding? (they already know how bad you are)• Shows them the good, not just when something goes wrongWhy?: Owner: Tech leadershipReinforces purpose of system, desire Impact: Everyoneto look good aligns improvement,enhances customer relationship Difficulty: Easy
    • Gamify creating human relationshipsWhy?: Owner: Anyone (HR?)Forge personal bonds outside of Impact: Everyonework tasks Difficulty: Easy
    • Don’t take the easy way out ORGANIZATION ORGANIZATION ORGANIZATION TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM EASIER MORE DIFFICULT VERY DIFFICULT
    • Don’t take the easy way out 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
    • DevOps culture starts with DevOps Vision
    • DevOps culture starts with DevOps Vision1. See the system
    • DevOps culture starts with DevOps Vision1. See the system2. Focus on flow
    • DevOps culture starts with DevOps Vision1. See the system2. Focus on flow3. Recognize feedback loops
    • DevOps culture starts with DevOps Vision1. See the system2. Focus on flow3. Recognize feedback loops4. Look for continuous improvement opportunities
    • Let’s talk! @damonedwards dev2ops.org damon@dtosolutions.com