DevOps Rubiks Cube of ConfusionPaul PeissnerDevOps Enthusiast
DevOps questions…consider the Evolution of a vision…
3HOWSystems-driven DevOps Visions and DiscussionsStart with WHY!And address the CORE questions and issues related to…the e...
I can see (perceive) it…- Silo vs. System conceptI see ways for you to dobetter via feedback & data- System improvementsvi...
DevOps questions…consider the Who and What…
DevOps Layers of Enterprise-IT DiscussionsPeople& CultureProcess& FlowsProducts,Technologies& ToolsConversations gravitate...
Practitioners(Engineer, etc..)Managers &Team leadersExecutivesLine of Bus.DevOps Roles in Enterprise-IT DiscussionsConvers...
Layers & Roles in Enterprise DevOpsManagers &Team leadersExecutives &Line of Bus.Practitioners(Engineer, etc..)People& Cul...
DevOps Stages in Enterprise AdoptionGetting StartedGetting Buy-inPulling TogetherAligning forBusiness OutcomesAgileTechnol...
Example…DevOps questions…consider a Dev tool challenge…
• Natively incorporates your tools/technologies/methodologies• Common user experience with reusable project templates• Sea...
Subversionand/or GitJunit/Sonar/CoberturaCollabNet Adapts to Dev and DevOps AgendasExample of CollabNet‘s TeamForge adapta...
DevOps questions…consider 4 defining discussions…
DevOps Defining Discussions- Cultural Transformation1. HOW – Provides logical process guidelines – Efficiency & skills mas...
1. Change-inevitable evolutions - Software, Tech, Methods, Processes, Markets…2. Change-resistant (org) tendencies - Routi...
1. Corporate Vision – Value in Software, Agile and development to help drive business outcomes2. Team Leader – Commitment ...
Corporate EffortOrg support neededBusiness ROIBusiness benefitsInitial effortInitial effortPilotPilotGrowth GrowthStandard...
DevOps summary…work the puzzle one side at a time
Solving the DevOps Rubiks CubeThe Evolving vision…The Why…Everyone’s Why, What and How… Managing Expectations and Transiti...
QuestionsPaul PeissnerDevOps Enthusiast
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DevOps rubicks cube - The Conversation Puzzle

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Why DevOps questions, discussions and visions can be so confusing and why that might be a good thing...to talk about.

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  • Also see: http://www.slideshare.net/paulpeissner/selling-devops-style
  • Simon Sinek’sGolden CircleSimon Sinek’s 2009 book: Start With Why explains…How to inspire with ideas. How to get people to follow one's idea. …people will believe in one's idea if they are given a reason to. How Great Leaders Inspire Everyone to Take Action… grounded in the biology of human decision-making, explains why we are inspired by some people, leaders, messages and organizations
  • Gene Kim’s Blog article:http://h30499.www3.hp.com/t5/Discover-Performance-Blog/The-Three-Ways-The-principles-underpinning-DevOps/ba-p/5941471
  • Also see: http://www.slideshare.net/paulpeissner/selling-devops-styleContact me:Paul (at) Peissner [dot] c o m
  • DevOps rubicks cube - The Conversation Puzzle

    1. 1. DevOps Rubiks Cube of ConfusionPaul PeissnerDevOps Enthusiast
    2. 2. DevOps questions…consider the Evolution of a vision…
    3. 3. 3HOWSystems-driven DevOps Visions and DiscussionsStart with WHY!And address the CORE questions and issues related to…the external Market and internal Processes/Culture/Tools for the best Business Outcomes!HOWWHATWHYSimon Sinek’sGolden Circle
    4. 4. I can see (perceive) it…- Silo vs. System conceptI see ways for you to dobetter via feedback & data- System improvementsvia visibility, feedbackand data-driven decisionsSystems ThinkingThe 3 Ways: The principles underpinning DevOpsBlog by Gene KimCulture Of Continual Experimentation And LearningWith a common vision,everyone can see and isempowered to adapt!- Mastery and adaptability- Continuous exploring,risk/learning tolerance…The1stWay:The2ndWay:The3rdWay:Amplify Feedback Loops
    5. 5. DevOps questions…consider the Who and What…
    6. 6. DevOps Layers of Enterprise-IT DiscussionsPeople& CultureProcess& FlowsProducts,Technologies& ToolsConversations gravitate towards and blend 3 different areas that impact adoption
    7. 7. Practitioners(Engineer, etc..)Managers &Team leadersExecutivesLine of Bus.DevOps Roles in Enterprise-IT DiscussionsConversations have very different focuses depending on the role/responsibility
    8. 8. Layers & Roles in Enterprise DevOpsManagers &Team leadersExecutives &Line of Bus.Practitioners(Engineer, etc..)People& CultureProcess& FlowsProducts,Technologies& Tools
    9. 9. DevOps Stages in Enterprise AdoptionGetting StartedGetting Buy-inPulling TogetherAligning forBusiness OutcomesAgileTechnologies & ToolsCollaboration
    10. 10. Example…DevOps questions…consider a Dev tool challenge…
    11. 11. • Natively incorporates your tools/technologies/methodologies• Common user experience with reusable project templates• Search integration for sharing code, artifacts and docs• Any process, location, project type, governance…• Lifecycle traceability (code indexing and mapping)• Workflow extensions and automation integrationsCollabNet’s Eco-System – Open, Friendly, Adaptable…Developer & Code Mgtfor Enterprise Project flowsto support Business Outcomes
    12. 12. Subversionand/or GitJunit/Sonar/CoberturaCollabNet Adapts to Dev and DevOps AgendasExample of CollabNet‘s TeamForge adaptability...Collaboration - TraceabilityContinuous ImprovementDesired Business OutcomesAgile or Waterfall or Srcumfall or…IT Silos or DevOps Pilots, or Hybrid IT , or…Seasons of Innovation/Optimization/TransitionsDeveloper & Code Mgt for Enterprise Project flowsOps
    13. 13. DevOps questions…consider 4 defining discussions…
    14. 14. DevOps Defining Discussions- Cultural Transformation1. HOW – Provides logical process guidelines – Efficiency & skills mastery2. WHAT – Empowers ownership and innovation – Effectiveness & collaboration3. WHY – Evokes emotion and vision loyalty – Motivation & significanceTypes of Work- Business vs. Internal- Planned vs. Un-plannedTypes of Methodologies- Agile vs. Waterfall (Scrumfall)- Scum - Kanban - Lean…
    15. 15. 1. Change-inevitable evolutions - Software, Tech, Methods, Processes, Markets…2. Change-resistant (org) tendencies - Routine, legacy, policies, old paradigms…3. Change-balancing tensions - Business-driven new potential vs. needed stabilityManaging Transitions- Supporting Established and Emerging teams- Moving “power & control” without alienating- Seasons of innovation vs. seasons of optimizationDefining Core values- Setting shared goals and rewards- Creating integrated processes- Empower social leaders & ownersDevOps Defining Discussions- Balancing Change & Stability
    16. 16. 1. Corporate Vision – Value in Software, Agile and development to help drive business outcomes2. Team Leader – Commitment to team mastery and shared Corp. goals with best-practices3. Participants – ‘High-value” role (significance) and new skills that benefit their career pathInnovation and Improvements- Any empowered team member can contribute- Process and technology changes are welcomeReward Systems- Definition of Done needs a discussion- How do you pay for business successDevOps Defining Discussions- Getting Community Buy-in
    17. 17. Corporate EffortOrg support neededBusiness ROIBusiness benefitsInitial effortInitial effortPilotPilotGrowth GrowthStandardization Standardization1) Agile IT culture enablement– Open Source & Tools, Collaboration, EDU. & Vision2) IT process alignment– Integrations, Training, Process & Standardization3) IT performance optimization– Multi-team efforts, Coaching, Simplify Platforms/System flows4) Business Value and/or Business Outcome- Dev Code re-use, project templates, process optimization …- Ops automation, monitoring, standardization & simplification…DevOps Defining Discussions- Setting Adoption Expectations
    18. 18. DevOps summary…work the puzzle one side at a time
    19. 19. Solving the DevOps Rubiks CubeThe Evolving vision…The Why…Everyone’s Why, What and How… Managing Expectations and TransitionsPractitioner Team Leader Exec / Bus LeaderTech/ToolsProcessCulture
    20. 20. QuestionsPaul PeissnerDevOps Enthusiast

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