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devops... what is missing? what is next?
Andrew Clay Shafer
@littleidea
Who am I?
start at the beginning
technical planning
What is ‘Agile’?
dev
product test
The Circle Of Happiness
customer
sysadmin sales
marketing
security
executive
legal
support
‘Agile’
customer
sysadmin sales
marketing
security
executive
legal
support
‘Agile’
‘The Transformation’
I despised Agile
Agile was broken
I didn’t realize what or why
and then I got lucky...
Salt Lake Agile Roundtable
I was never interested in
‘being’ Agile...
I was interested in winning
you can either easily manage
complex systems at scale...
or you can’t
developer sysadmin
3 people
2008
change how people manage computers
a purpose
Infrastructure is Code
dev ops
the wall of confusion
dev ops
dev
product
test
ops
hurray! we’re devops!
all about the
business!
all about culture!
50 deploys per day!
50 deploys per
n...
developer sysadmin
more people
2013
developer security
???
2013
developer marketing
???
2013
developer sales
???
2013
customer
sales
marketing
security
executive
legal
support
‘devops’
‘The Transformation’
this can’t be it...
prologue
time for the real talk
Section I
The game has changed
never thought of myself as a developer
though I was paid to develop
never thought of myself as a sysadmin
though I was paid to run systems
never thought of myself as a manager
though I was paid to manage
I did whatever I could for companies
at the level I was empowered
I want to win
I am fascinated with the
dynamics of performance
fascinated with the
dynamics of high
performing organizations
fascinated with the
psychology and behavior of
high performing individuals
what is a master?
a master
mentally and physically unprepared for reality real talk
the game had changed
In the 1960s, GM averaged a 48.3%
share of the U.S. car and truck market
the game had changed
real talk
the game has changed
what part of devops are we touching?
the game has changed
‘understand the flow of work’
‘all about the business’
‘devops is compatible with ITIL’
‘devops is bet...
the game has changed
so many questions
what should we do?
how do we devops?
you want us to do WHAT?
FAIL could never do that here
It is not necessary to change.
Survival is not mandatory.
- W. Edwards Deming
Gratuitous Diversion I
game theory
the game has changed?
what does that mean?
the payoffs for a given
strategy has changed
Game Theory
the study of mathematical models of conflict and
cooperation between intelligent rational decisions makers
Rational
choosing to maximize a utility function
Nash Equilibrium
no players have anything to gain by
changing only their own strategy unilaterally.
Pareto Efficiency
an allocation of resources in which it is
impossible to make any one individual better off
without making...
Pareto Inefficient Nash Equilibrium
possible to make an individual better off
without making any individual worse off
but n...
Pareto Inefficient Nash Equilibrium
until the game changes
Section II
a culture of hope
this book changed my life
working effectively
with legacy infrastructure
working effectively
with legacy culture
dev ops
we reduce people to their jobs
we talk about culture
like culture is a checkbox on a list
we talk about culture
then abstract everything into boxes with labels
we talk about culture
then hire based on a laundry list of buzzwords
we talk ‘around’ culture
‘commitment’ ‘values’
‘vision’ ‘motivation’
do we cultivate culture?
how many put as much effort into
designing their culture as they do
their applications and systems?
Conway’s Law
organizations which design systems...
are constrained to produce designs which are copies of
the communicatio...
Conway’s
It’s not just a good idea... it’s the law
we are in the middle of
inventing our culture.
--Patty McCord
http://www.youtube.com/watch?v=o3e1lnixKBM
The real company values, as opposed to
the nice sounding values, are shown by
who gets rewarded, promoted, or let go.
--Pa...
Section III
the makings of the learnings
I’ve seen a lot.
And I’ve paid attention.
I’ve seen a good bit...
applications infrastructures
cultures
agile
devops
success failure
Is there a pattern?
Auspicious Learning?
Success and Failure is highly
correlated with the degree of
‘Organizational Learning’
7 dimensions of
Organizational Learning
7 dimensions of Organizational Learning
• continuous learning
• inquiry and dialog
• team learning
• empowerment
• embedde...
continuous learning
represents an organization’s effort to create continuous
learning opportunities for ALL of its members
inquiry and dialog
an organization’s effort in creating a culture of
questioning, feedback, and experimentation
team learning
spirit of collaboration and the collaborative skills
that undergird the effective use of teams
empowerment
encourage feedback and action to address the gap between
the current status and the vision regardless of rank
embedded system
establish systems to capture and share learning
system connection
actions to connect the organization to its
internal and external environment
strategic leadership
the extent to which leaders act strategically
using learning to create change
how would we measure
these dimensions?
Funny you should ask...
dimensions of the learning
organization questionnaire (DLOQ)
Behold!
http://www.partnersforlearning.com/questions2.asp
Wat...
In my organization?
form of questions
In my organization,
people openly discuss mistakes
in order to learn from them
In my organization,
people identify skills they
need for future work tasks
In my organization,
people are encouraged to
ask “why” regardless of rank
In my organization,
groups focus both on the group’s task
and on how well the group is working
My organization builds
alignment of visions across
different levels and work groups
how powerful would it be if
those weren’t questions?
In my organization!
form of statements
and not just is words and spirit
but deliberately incentivized
if they are not incentivized, they won’t be real
Gratuitous Diversion II
agile doesn’t work
agile doesn’t work...
devops doesn’t work...
people do
on people and their jobs
stone cutting doesn’t work?
Three Stone Cutters
“I’m paid to cut stones”
“I use special techniques to
shape stones in an exceptional
way, here let me ...
I build cathedrals
Section IV
so now what
customer
sales
marketing
security
executive
legal
support
‘devops’
‘The Transformation’
how can we grow the circle?
moar silos
dev ops
we reduce people to their jobs
devops
what have we done?
‘that’s not my job’
‘that decision is
above my paygrade’
these are legacy
culture smells
negative correlation with
Organizational Learning
we already know how
we were born to learn
we are just afraid
hung up on labels
devops is just a word
“don’t ‘do’ agile, be agile”
FORGET THAT
BE AWESOME
‘awesome’
cultivate sharing
cultivate individuals
continuous learning
epilogue
this is an amazing time to
build software
‘software is eating the world’
you are either building a
software business...
or you will be losing
to someone who is...
this has become obvious
you are either building a
learning organization...
or you will be losing
to someone who is...
We are uncovering better ways of
developing software by doing it and
helping others do it...
We are uncovering better ways of
developing infrastructure by doing it and
helping others do it...
We are uncovering better ways of
developing organizations by doing it and
helping others do it...
Through this work we have come to value:
•individuals interacting with awesome processes and tools
•working software... pe...
you are not your job
you are not a stonecutter
you are not agile
you are not devops
you are a unique being with an
amazing capacity for learning
I build the future
build the future
the game has changed
come at me
@littleidea
bonus round
anti-fragile
gossamer condor
Resources
• Netflix - culture unleashed http://www.youtube.com/watch?v=o3e1lnixKBM
• dimensions of the learning organizatio...
devops - what's missing? what's next?
devops - what's missing? what's next?
devops - what's missing? what's next?
devops - what's missing? what's next?
devops - what's missing? what's next?
devops - what's missing? what's next?
devops - what's missing? what's next?
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Transcript of "devops - what's missing? what's next?"

  1. 1. devops... what is missing? what is next? Andrew Clay Shafer @littleidea
  2. 2. Who am I?
  3. 3. start at the beginning
  4. 4. technical planning What is ‘Agile’?
  5. 5. dev product test The Circle Of Happiness
  6. 6. customer sysadmin sales marketing security executive legal support ‘Agile’
  7. 7. customer sysadmin sales marketing security executive legal support ‘Agile’ ‘The Transformation’
  8. 8. I despised Agile
  9. 9. Agile was broken
  10. 10. I didn’t realize what or why
  11. 11. and then I got lucky...
  12. 12. Salt Lake Agile Roundtable
  13. 13. I was never interested in ‘being’ Agile...
  14. 14. I was interested in winning
  15. 15. you can either easily manage complex systems at scale... or you can’t
  16. 16. developer sysadmin 3 people 2008
  17. 17. change how people manage computers a purpose
  18. 18. Infrastructure is Code
  19. 19. dev ops the wall of confusion
  20. 20. dev ops
  21. 21. dev product test ops hurray! we’re devops! all about the business! all about culture! 50 deploys per day! 50 deploys per nanosecond!
  22. 22. developer sysadmin more people 2013
  23. 23. developer security ??? 2013
  24. 24. developer marketing ??? 2013
  25. 25. developer sales ??? 2013
  26. 26. customer sales marketing security executive legal support ‘devops’ ‘The Transformation’ this can’t be it...
  27. 27. prologue
  28. 28. time for the real talk
  29. 29. Section I The game has changed
  30. 30. never thought of myself as a developer
  31. 31. though I was paid to develop
  32. 32. never thought of myself as a sysadmin
  33. 33. though I was paid to run systems
  34. 34. never thought of myself as a manager
  35. 35. though I was paid to manage
  36. 36. I did whatever I could for companies
  37. 37. at the level I was empowered
  38. 38. I want to win
  39. 39. I am fascinated with the dynamics of performance
  40. 40. fascinated with the dynamics of high performing organizations
  41. 41. fascinated with the psychology and behavior of high performing individuals
  42. 42. what is a master?
  43. 43. a master
  44. 44. mentally and physically unprepared for reality real talk
  45. 45. the game had changed
  46. 46. In the 1960s, GM averaged a 48.3% share of the U.S. car and truck market
  47. 47. the game had changed real talk
  48. 48. the game has changed
  49. 49. what part of devops are we touching?
  50. 50. the game has changed ‘understand the flow of work’ ‘all about the business’ ‘devops is compatible with ITIL’ ‘devops is better than ITIL’ ‘quit your job’ ‘change your organization’ so many voices ‘feedback and visibility’ ‘cycle time’ ‘lead time’ ‘all about culture’ ‘tools do matter’ ’10 deploys per day’ ’50 deploys per day’ ‘continuous this that and the other’ ‘infrastructure is code
  51. 51. the game has changed so many questions what should we do? how do we devops? you want us to do WHAT?
  52. 52. FAIL could never do that here
  53. 53. It is not necessary to change. Survival is not mandatory. - W. Edwards Deming
  54. 54. Gratuitous Diversion I game theory
  55. 55. the game has changed? what does that mean?
  56. 56. the payoffs for a given strategy has changed
  57. 57. Game Theory the study of mathematical models of conflict and cooperation between intelligent rational decisions makers
  58. 58. Rational choosing to maximize a utility function
  59. 59. Nash Equilibrium no players have anything to gain by changing only their own strategy unilaterally.
  60. 60. Pareto Efficiency an allocation of resources in which it is impossible to make any one individual better off without making at least one individual worse off
  61. 61. Pareto Inefficient Nash Equilibrium possible to make an individual better off without making any individual worse off but no one will change their strategy
  62. 62. Pareto Inefficient Nash Equilibrium until the game changes
  63. 63. Section II a culture of hope
  64. 64. this book changed my life
  65. 65. working effectively with legacy infrastructure
  66. 66. working effectively with legacy culture
  67. 67. dev ops we reduce people to their jobs
  68. 68. we talk about culture like culture is a checkbox on a list
  69. 69. we talk about culture then abstract everything into boxes with labels
  70. 70. we talk about culture then hire based on a laundry list of buzzwords
  71. 71. we talk ‘around’ culture ‘commitment’ ‘values’ ‘vision’ ‘motivation’
  72. 72. do we cultivate culture?
  73. 73. how many put as much effort into designing their culture as they do their applications and systems?
  74. 74. Conway’s Law organizations which design systems... are constrained to produce designs which are copies of the communication structures of these organizations
  75. 75. Conway’s It’s not just a good idea... it’s the law
  76. 76. we are in the middle of inventing our culture. --Patty McCord http://www.youtube.com/watch?v=o3e1lnixKBM
  77. 77. The real company values, as opposed to the nice sounding values, are shown by who gets rewarded, promoted, or let go. --Patty McCord
  78. 78. Section III the makings of the learnings
  79. 79. I’ve seen a lot.
  80. 80. And I’ve paid attention.
  81. 81. I’ve seen a good bit... applications infrastructures cultures agile devops success failure
  82. 82. Is there a pattern?
  83. 83. Auspicious Learning?
  84. 84. Success and Failure is highly correlated with the degree of ‘Organizational Learning’
  85. 85. 7 dimensions of Organizational Learning
  86. 86. 7 dimensions of Organizational Learning • continuous learning • inquiry and dialog • team learning • empowerment • embedded system • system connection • strategic leadership
  87. 87. continuous learning represents an organization’s effort to create continuous learning opportunities for ALL of its members
  88. 88. inquiry and dialog an organization’s effort in creating a culture of questioning, feedback, and experimentation
  89. 89. team learning spirit of collaboration and the collaborative skills that undergird the effective use of teams
  90. 90. empowerment encourage feedback and action to address the gap between the current status and the vision regardless of rank
  91. 91. embedded system establish systems to capture and share learning
  92. 92. system connection actions to connect the organization to its internal and external environment
  93. 93. strategic leadership the extent to which leaders act strategically using learning to create change
  94. 94. how would we measure these dimensions?
  95. 95. Funny you should ask...
  96. 96. dimensions of the learning organization questionnaire (DLOQ) Behold! http://www.partnersforlearning.com/questions2.asp Watkins and Marsick
  97. 97. In my organization? form of questions
  98. 98. In my organization, people openly discuss mistakes in order to learn from them
  99. 99. In my organization, people identify skills they need for future work tasks
  100. 100. In my organization, people are encouraged to ask “why” regardless of rank
  101. 101. In my organization, groups focus both on the group’s task and on how well the group is working
  102. 102. My organization builds alignment of visions across different levels and work groups
  103. 103. how powerful would it be if those weren’t questions?
  104. 104. In my organization! form of statements
  105. 105. and not just is words and spirit but deliberately incentivized if they are not incentivized, they won’t be real
  106. 106. Gratuitous Diversion II agile doesn’t work
  107. 107. agile doesn’t work...
  108. 108. devops doesn’t work... people do
  109. 109. on people and their jobs stone cutting doesn’t work?
  110. 110. Three Stone Cutters “I’m paid to cut stones” “I use special techniques to shape stones in an exceptional way, here let me show you”
  111. 111. I build cathedrals
  112. 112. Section IV so now what
  113. 113. customer sales marketing security executive legal support ‘devops’ ‘The Transformation’ how can we grow the circle?
  114. 114. moar silos
  115. 115. dev ops we reduce people to their jobs devops
  116. 116. what have we done?
  117. 117. ‘that’s not my job’
  118. 118. ‘that decision is above my paygrade’
  119. 119. these are legacy culture smells
  120. 120. negative correlation with Organizational Learning
  121. 121. we already know how
  122. 122. we were born to learn
  123. 123. we are just afraid
  124. 124. hung up on labels
  125. 125. devops is just a word
  126. 126. “don’t ‘do’ agile, be agile”
  127. 127. FORGET THAT
  128. 128. BE AWESOME
  129. 129. ‘awesome’
  130. 130. cultivate sharing
  131. 131. cultivate individuals
  132. 132. continuous learning
  133. 133. epilogue
  134. 134. this is an amazing time to build software
  135. 135. ‘software is eating the world’
  136. 136. you are either building a software business... or you will be losing to someone who is...
  137. 137. this has become obvious
  138. 138. you are either building a learning organization... or you will be losing to someone who is...
  139. 139. We are uncovering better ways of developing software by doing it and helping others do it...
  140. 140. We are uncovering better ways of developing infrastructure by doing it and helping others do it...
  141. 141. We are uncovering better ways of developing organizations by doing it and helping others do it...
  142. 142. Through this work we have come to value: •individuals interacting with awesome processes and tools •working software... period, and documentation is nice too •delighting customers •learning from change and changing from learning
  143. 143. you are not your job
  144. 144. you are not a stonecutter
  145. 145. you are not agile
  146. 146. you are not devops
  147. 147. you are a unique being with an amazing capacity for learning
  148. 148. I build the future
  149. 149. build the future
  150. 150. the game has changed
  151. 151. come at me @littleidea
  152. 152. bonus round
  153. 153. anti-fragile
  154. 154. gossamer condor
  155. 155. Resources • Netflix - culture unleashed http://www.youtube.com/watch?v=o3e1lnixKBM • dimensions of the learning organization questionnaire (DLOQ) - http://www.partnersforlearning.com/questions2.asp • Maverick - the worlds most unusual workplace - http://en.wikipedia.org/wiki/Maverick_(book) • The Fifth Discipline - The Art and Practice of the Learning Organization - http://en.wikipedia.org/wiki/The_Fifth_Discipline • Organizational Learning Culture's Influence on Job Satisfaction... - http://conservancy.umn.edu/bitstream/53624/1/Hsu_umn_0130E_10474.pdf • Yang, B. (2003). Identifying valid and reliable measures for dimensions of a learning culture. Advances in Developing Human Resources • Fred Ettish - http://www.youtube.com/watch?v=Z5maknndsas • John Allspaw’s Blog http://www.kitchensoap.com/
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