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DevOps StylePaul Peissner v5aPlease use this with the DevOps Style Survey athttps://www.surveymonkey.com/s/DevOps-style
DevOps StyleA New IT Model Thats Gaining TractionThis was designed to be taken with the DevOps Style Survey athttps://www.surveymonkey.com/s/DevOps-style
Selling ‘Just-Enough’ DevOpsIs there…• Vision & Awareness• Compelling Events• Support & SustainabilityDon’t try to boil the ocean…Do you have…• Driving Pain or Need• Means & Motive• Champions & Sponsors
3 Layers & 3 Roles in Enterprise DevOps• People & Culture• Process & Flows• Products & Tools• Practitioners (Engineer, etc..)• Managers/Team leaders• Executives/Line of Bus.Know what you want to do and who needs to be involved…IT Layers… IT Roles…
PeopleCultureProcessFlowsProductsTool-chainsPractitioner Mgr/Leader Exec/LOBMe/Myself- PracticePersonal EducationSocialize CollaborationCross-team trainingsExplore beyond legacyCollaboration CoachingInnovative pilots& new hybrid flowsPlaying Enterprise DevOps - Tic Tac ToeIs it just another “special silo”or is it viral DevOps success?
PeopleCultureProcessFlowsProductsTool-chainsPractitioner Mgr/Leader Exec/LOBPlaying Enterprise DevOps - Tic Tac ToeDevOpsLegacyUs vs. Them- Project(s)Avoid fighting with the 30 year old,800 pound, legacy gorilla, if you can!Personal EducationSocialize CollaborationCross-team trainingsExplore beyond legacyCollaboration CoachingInnovative pilots& new hybrid flows
PeopleCultureProcessFlowsProductsTool-chainsPractitioner Mgr/Leader Exec/LOBPlaying Enterprise DevOps - Tic Tac ToeCorp Initiative- New IT ModelsSystemsThinkingLeadershipLeaders & innovation can bedestroyed when there is no support!Personal EducationSocialize CollaborationCross-team trainingsExplore beyond legacyCollaboration CoachingInnovative pilots& new hybrid flows
SystemsThinkingLeadershipPersonal EducationSocialize CollaborationCollaboration CoachingInnovative pilots& new hybrid flowsPeopleCultureProcessFlowsProductsTool-chainsPractitioner Mgr/Leader Exec/LOBMe/Myself- PracticeUs vs. Them- Project(s)Corp Initiative- New IT ModelsPlaying Enterprise DevOps - Tic Tac ToeSTANDARIZATIONExplorationLegacyDevOpsWhat is DevOps success?You, team, dept., company?Cross-team trainingsExplore beyond legacy
The BIG “CHANGE” Challenges• Software, Technologies, Architectures…• Methodologies, Processes, Deployment modes…• Organizational structures, IT responsibilities, IT reward systems…• Business models, customer needs, market dynamics, security…• Established practices, routines, legacy systems, incumbent projects…• Blind-spots, Schools of thought, legacy Best-Practice, dated knowledge…• Protecting vested interests, politics, loyalties and fear of the unknown…• Executives vs. Employees (Too much, too little, too fast, too slow, unneeded, critical, viral…)• R&D / Development vs. the Business teams (Needs more, needs less, new direction…) Be patient,Win support, in the right time and the right way!Change-inevitable evolutions Change-resistant (organizational) tendencies Change-balancing tensions – Change Cadences & Needed Stability
The BIG “Culture and Community” ChallengesManaging 4 Types of Work Exploring flexible Agile modelsBusiness Projects & Internal Projects Scrum, Kanban,Planned Changes & Unplanned Changes Lean, XP, Scrumfall…- Unplanned Changes Lean, XP, Kanban?Business Projects- Planned Changes Scrum, Scrumfall, Lean?Internal Projects- Unplanned Changes Kanban?Community Motivation / Culture Shaping1. WHAT – Provides logical process guidelines – Efficiency & skills mastery2. HOW – Empowers ownership and innovation – Effectiveness & collaboration3. WHY – Evokes emotion and vision loyalty – Motivation & significanceCommunity vs. Culture• Community – group of people…• Culture – the shared values and beliefs …Simon Sinek’sGolden Circle
Cultural Transformation in the EnterpriseThe BIG “Culture and Community” ChallengesCommunity vs. Culture• Community – group of people…• Culture – the shared values and beliefs …1. Core VALUES2. Business benefiting GOALSthat align with your values3. PRACTICES, PROCESSES & FLOWSthat support your goals4. PEOPLE, SKILLS and NEW REWARD SYSTEMSthat can support the practices, processes and flowsManaging “Power” Transitions(Collaborative vs. defensive/competitive)Monitor and evaluate the adapting and changing culturesDefineEstablished vs. Emerging(Communities, Cultures and Beliefs)
Typical feature “use” oftraditional BIG softwareStandish Group StudyReported at XP2002By Jim Johnson ChairmanThe BIG Traditional Software Challenges…(Waterfall, Complex Mega-projects & Feature-rich Legacy Apps)
Limit Scope, Optimize Dev & Teach the businessAgile’s iterative cycles andthe “chunking” efforts……helps developmentand the business toprioritize for the best ROI……and know when to stop!
Agile – Process Alignment (Development & Customers)The Lean StartupSteve Blank and Eric RiesCustomerDevelopmentAgile ProductDevelopment
Some Agile / DevOps Innovation Ideas to considerBig picture – systems fixing is the slowest but best way to change the organizationLeverage “systems thinking” and…• Re-use existing assets or processes in new, improved or novel ways…• Re-use projects templates, resources and build inter-related,self-reinforcing eco-systems. Avoid building one-off, net-new orstand alone projects• Support and promote ideas that “create value” for existingofferings/markets• Avoid “new non-aligned” widgets that promote random and“zone” disrupting (less continuous train-of-thought). The lackof continuous (flowing) innovation can have a long-term impact• Involve business users in design and developmentconversations – teach them about software capabilities• Address individual issues and then figure out how to fit themtogether
What is your organization ready to address?1) Agile IT culture enablement– Open Source & Tools, Collaboration, EDU. & Vision2) IT process alignment– Integrations, Training, Process & Standardization3) IT performance optimization– Pilots, Coaching, Simplify Platforms/System flows4) Business Value and/or Business Growth- Dev Code re-use, project templates, process optimization …- Ops automation, monitoring, standardization & simplification…Corporate EffortAmount of organizational support neededBusiness ROIVisible Business value and benefits$
Going Viral – Getting Support and Buy-inExample: Agile / DevOps 2- Way Agreement (Leader to a Developer)Company-wide…- we’re investing in Software to drive a high value ROI- we’re embracing Agile (DevOps) to drive hyper-productivityAs a team leader…- I will promote, preserve and enhance our team and…• Protect our team’s knowledge and learnings for years to come…• …for the sake of our future needs - the org., users and not-yet-hired co-workers- I will invest in your Agile (DevOps) developmentAs a developer…- even if we fail…your NEW skillswill be of high “career” value123
DevOps StyleHave fun…You may find the DevOps Style Survey helpful too…https://www.surveymonkey.com/s/DevOps-style