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Agile2013  Learning To See: The Practical Application of Lean in DevOps
 

Agile2013 Learning To See: The Practical Application of Lean in DevOps

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Much like Cloud Computing, there is a lot of noise and confusion around DevOps. Some think that it is about tooling and automation, while others seem to think that it is about either the merging of ...

Much like Cloud Computing, there is a lot of noise and confusion around DevOps. Some think that it is about tooling and automation, while others seem to think that it is about either the merging of Operations with Engineering or elimination of Operations itself. Focusing on too narrow a set of solutions creates local suboptimization, often exacerbating the problems this approach was trying to solve. Whereas eliminating Operations entirely trivialises the complexity of the system that Operations co-exists within, again increasing risk and providing bandaids where surgery was required.

Successful organisations that run effectively will instead focus on the systemic over the symptomatic problems, and target the outcomes for the holistic organisation over their own internal technical issues. To effectively instigate systematic improvement we need to provide transparency, alignment, and collaboration between all of the groups, of which DevOps is an essential piece.

Successful implementations focus on the crux of the problem – there are far too many mental, organisational and technological barriers producing so much friction that people lose sight of the big picture. One must find ways to eliminate this friction, allow information to flow so that people can rapidly understand, respond to and pivot based upon ecosystem feedback. It requires going back to the core of Agile itself. By adapting concepts from Boyd's OODA Loop and applying techniques from Lean, it is possible to teach an organization to learn to see.

This deck provides a pragmatic 'from-the-trenches' step by step walk through of a DevOps transformation using over two decades of our own personal experiences running and turning around transformations that span from an early SaaS startup through to some of the largest global enterprises in Energy, Finance, Software, Internet and Telecommunications.

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  • Tooling, coordination, how do you link it all together?
  • Why- end of the line, waterfall
  • Explicit examples about each of the communities- use the pictures and answer the questions
  • In order to handle these differences in a sensible way we need to create alignment and transparency both within ops as well as across all of the communities end to end. End to end can be both across the product lifecycle, as well as across service flowsLean has many ways to do this
  • Practical tips: here is what we did and what is missing. Here is the queue master. Extend the flow, going down to the field, sitting down with the traders. Sit down with the teams to understand what the problems are with releasing things. Firefighting and fire prevention. Seeing things and automating stuff to help shift from one to the other. Fire prevention by assessing houses (ops leads are like a fire safety officer). Help sorting out organisation.
  • Can start on any day,best to align with other teams
  • Causal loop analysis. Maybe get rid of the iteration review details
  • Reactive vs proactive
  • Remove Silos
  • Outmanoeuvre competition, intuition and leadership over command and control, allowing people to “do the right thing” within a culture/decision framework. “fingertip touch” (schwerpunkt)
  • All of these are to reduce friction and roadblocks
  • Helps understand root cause as well as work through a plan to solve the problem
  • Big hand

Agile2013  Learning To See: The Practical Application of Lean in DevOps Agile2013 Learning To See: The Practical Application of Lean in DevOps Presentation Transcript

  • Learning to See The Practical Application of Lean in DevOps Robert Benefield EvolveBeyond, Ltd rbenefield@evolvebeyond.com
  • Business Outcomes Make, Save, Protect Robert Benefield - Evolve Beyond, Ltd 2013
  • Release to market faster Improve speed and responsiveness Ensure a smooth, trouble-free service Make – increase revenue Robert Benefield - Evolve Beyond, Ltd 2013
  • Lower costs for setting up & maintaining services Reduce infrastructure & people needed to run services Save – reduce costs Robert Benefield - Evolve Beyond, Ltd 2013
  • Eliminate Outages High-performance, scalable service Respond rapidly to problems Protect – revenue & market Robert Benefield - Evolve Beyond, Ltd 2013
  • If you are going too fast and ops can’t keep up, it won’t matter Ops is essential, but… Robert Benefield - Evolve Beyond, Ltd 2013
  • High friction Robert Benefield - Evolve Beyond, Ltd 2013
  • Siloed thinking Robert Benefield - Evolve Beyond, Ltd 2013
  • Defensive and obstructive Robert Benefield - Evolve Beyond, Ltd 2013
  • Opaque Robert Benefield - Evolve Beyond, Ltd 2013
  • Align Ops Outcomes to Business Outcomes Create transparency Make it flow How do we fix this? Robert Benefield - Evolve Beyond, Ltd 2013
  • PERHAPS LEAN CAN HELP Robert Benefield - Evolve Beyond, Ltd 2013
  • War Manpower Commission Training Within Industry (TWI) Robert Benefield - Evolve Beyond, Ltd 2013
  • MacArthur Brings Deming and Lean to Post War Japan Do CheckAct Plan Toyota autonomation Robert Benefield - Evolve Beyond, Ltd 2013
  • Visual Management Continuous Flow Just In Time Continuous Improvement Collaboration Autonomation Walking The Gemba Commander’s Intent Intuitiveness Lean Principles Robert Benefield - Evolve Beyond, Ltd 2013
  • Learning to See Walking the GembaRobert Benefield - Evolve Beyond, Ltd 2013
  • OHM Energy Robert Benefield - Evolve Beyond, Ltd 2013
  • Robert Benefield - Evolve Beyond, Ltd 2013
  • Who are they? What is important to them Risk appetites Internal vs External Understand the communities Robert Benefield - Evolve Beyond, Ltd 2013
  • Robert Benefield - Evolve Beyond, Ltd 2013
  • Robert Benefield - Evolve Beyond, Ltd 2013
  • Robert Benefield - Evolve Beyond, Ltd 2013
  • Robert Benefield - Evolve Beyond, Ltd 2013
  • Speed & Accuracy Reliability & Safety Community drivers Robert Benefield - Evolve Beyond, Ltd 2013
  • Within Ops End-to-End Alignment & transparency Robert Benefield - Evolve Beyond, Ltd 2013
  • Visualize Workflow Employ Information Sherpas/Fire Wardens Use A3 Problem Solving Create Value Stream Maps Exploit Information Radiators Work Board Accepted Scheduled In Progress Blocked Done How lean helps you see Robert Benefield - Evolve Beyond, Ltd 2013
  • GETTING ORGANIZED Robert Benefield - Evolve Beyond, Ltd 2013
  • Move from Fire Fighting to Fire Prevention Understand proactive/reactive ratios Make causes visible Move towards prevention Queuing theory Robert Benefield - Evolve Beyond, Ltd 2013
  • • Ringfence Fire Prevention – Fires aren’t a desired business outcome! – Keep focus (and disruptions to a minimum) • Make fires and their sources visible – Firemen can become unintentional arsonists – Expedite means it is a fire! • Reduce flammable fuel – Reduce batch sizes – Big batches can become all-engulfing infernos! Create the fire line Robert Benefield - Evolve Beyond, Ltd 2013
  • QUEUE MASTER AND WORKFLOW Robert Benefield - Evolve Beyond, Ltd 2013
  • Team Team Team Team Unscheduled Queue Queue Master Clarification Queue Prioritized Queue Task Task Task Task Work Board Accepted Scheduled In Progress Blocked Done Visualize the workflow Robert Benefield - Evolve Beyond, Ltd 2013
  • Incoming to Workflow Makes sure that tasks are clear, correct, and sized appropriately Makes sure tasks have the right priority Unscheduled Queue Queue Master Clarification Queue Prioritized Queue Task Task Task Task Queue master Robert Benefield - Evolve Beyond, Ltd 2013
  • Looks for bottlenecks in queues Facilitates Notes patterns for discussion Can take on tasks if idle, but lower priority Queue master Robert Benefield - Evolve Beyond, Ltd 2013
  • All work goes into flow via the Queue Master Work is prioritized by the Queue Master Rules Robert Benefield - Evolve Beyond, Ltd 2013
  • Week long iterations (at most!) Queue Master position should rotate at regular iterations Iterations Robert Benefield - Evolve Beyond, Ltd 2013
  • Review queues and workflow Go through blocked tasks Review flow problems Archive Done Team iteration review Great place to go over A3s! Retrospective Robert Benefield - Evolve Beyond, Ltd 2013
  • Handover of Queue Master hat Choose which improvement items to action Review any key upcoming/scheduled activities Sort out any change alignment challenges Planning Robert Benefield - Evolve Beyond, Ltd 2013
  • INFORMATION SHERPAS AND FIRE WARDENS Robert Benefield - Evolve Beyond, Ltd 2013
  • Move from reactive to proactive and predictive Align Organizational Focus Alignment at speed Robert Benefield - Evolve Beyond, Ltd 2013
  • Schwerpunkt John Boyd Intuitiveness Robert Benefield - Evolve Beyond, Ltd 2013
  • Fire Warden Spot arsonists and fire hazards Coordinate cross functional fire prevention Embedded Ops Leads Robert Benefield - Evolve Beyond, Ltd 2013
  • Information Sherpa Ensures information flow Aligns tools, processes and outcomes Embedded Ops Leads Robert Benefield - Evolve Beyond, Ltd 2013
  • IMPROVE THE FLOW Robert Benefield - Evolve Beyond, Ltd 2013
  • DevOps and Service Engineering Continuous Delivery Continuous Integration Automated Deployment Environment Configuration Management Workflow and Service Transparency Kanban/ Scrumban Dashboarding and Instrumentation Cross Functional Working Elastic Services Architecture Loose Coupling Design Building Resilience In DevOps Ecosystem Robert Benefield - Evolve Beyond, Ltd 2013
  • Total Cost of Ownership People Intensity Risk Metrics that matter Robert Benefield - Evolve Beyond, Ltd 2013
  • A3 thinking Robert Benefield - Evolve Beyond, Ltd 2013
  • Find information gaps and bottlenecks Prioritize automation & architectural targets Improve agility & alignment Value stream mapping Robert Benefield - Evolve Beyond, Ltd 2013
  • Information radiators Robert Benefield - Evolve Beyond, Ltd 2013
  • Source Code Information sources Robert Benefield - Evolve Beyond, Ltd 2013
  • Build trends Test trends Information sources Robert Benefield - Evolve Beyond, Ltd 2013
  • Ops • Workflow • Incidents • Performance Accepted Schedule d In Progress Blocked Done T12 T12 T12 T12 T34 T19 T9 T16 T1 2 T2 2 T4 4 T5 4T6 2 T72 Information sources Robert Benefield - Evolve Beyond, Ltd 2013
  • Information is powerful Information brings focus & alignment Information helps decision making Information wants to be free Robert Benefield - Evolve Beyond, Ltd 2013
  • Automate to improve flow and transparency Automate to reduce people intensity & friction Automate to instrument & find defects early Don’t hide problems Don’t lose touch with reality Autonomation Robert Benefield - Evolve Beyond, Ltd 2013
  • THE TALE OF THE BILLING DATABASE Robert Benefield - Evolve Beyond, Ltd 2013
  • Robert Benefield - Evolve Beyond, Ltd 2013
  • Walk the Gemba and understand the ecosystem Visualize the flow Instrument and let information go free! Get Intuitive Continuously improve Learn to see! Robert Benefield - Evolve Beyond, Ltd 2013
  • QUESTIONS? LeanDevOps.com Robert Benefield - Evolve Beyond, Ltd 2013
  • Robert Benefield - Evolve Beyond, Ltd 2013
  • Picture Credits • Doc Searls Siloes http://www.flickr.com/photos/docsearls/5500714140/ • RWE http://www.rwe.com • Michael Loke: http://www.flickr.com/photos/jymloke/4476177332/ • CTPO Operations Centre: http://www.flickr.com/photos/ctbto/8443792513/in/photostream/ • Malcomb Paynes • Becky Simmons: http://www.flickr.com/photos/southerncomposition/5345607040/ • Slackware: http://www.flickr.com/photos/slackware/ • David Singleton http://www.flickr.com/photos/davidsingleton/4112671768/ • John Rork http://www.flickr.com/photos/johnrork/5395933785/ • Docklandsboy http://www.flickr.com/photos/mogwai_83/3022261893/