The document describes 5 simple ways that the IT department at the J. Paul Getty Trust achieved higher integration between development and operations teams. The 5 disciplines are: 1) Ensuring change management readiness in incident management, 2) Diligent knowledge engineering, 3) Annual boot camps, 4) Department-wide IT pilots for new systems, and 5) Career pathing between development and operations roles. This integration helped the Getty Trust's development and operations teams collaborate more effectively.

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ITSM DEVOPS CONFERENCE
5 Simple Ways
to Higher DevOps Integration
Scarlett Hu | Paul Riolo
J Paul Getty Trust

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A Case Study
How the IT department in J Paul Getty Trust achieved
high degree of collaboration between user support and
system development by implementing
5 simple disciplines

4. # B 2 0 C O N
Questions on DevOps
• Another buzzword to put a name and a marketing spin on the
same things we’ve been doing for years?
• Neglected phase of ITIL?

5. # B 2 0 C O N
DevOps Definition
…a new term emerging from the collision of two major related
trends:
1. …“agile system administration” or “agile operations”….
2. …expanded understanding of the value of collaboration
between development and operations staff throughout all
stages of the development lifecycle when creating and
operating a service….

6. # B 2 0 C O N
The Getty
The Getty preserves, studies, and interprets the world's artistic
legacy for the benefit of present and future generations.

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The Getty Museum
Based in Los Angeles, California, and welcomes 1.9 million visitors each
year to its two locations:

8. # B 2 0 C O N
The Getty
The J. Paul Getty Trust consists of administrative departments and four
constituent programs
• Getty Conservation Institute
• Getty Foundation
• J. Paul Getty Museum
• Getty Research Institute

9. # B 2 0 C O N
110+ Applications in 6 Categories
1. e-mail/Calendaring/Address Book
2. Business Solutions (50+ apps here)
3. Graphics / Design Solutions
4. Research Tools
5. Operating Systems / Utilities
6. Web Browsers & Tools

10. # B 2 0 C O N
1400 Staff

11. # B 2 0 C O N
Dev & Ops Staff
• 24 persons in Dev
– Most applications have a fraction of a manager and a fraction of a
software engineer
• 25 persons in Infrastructure Operations
• 11 persons in User Support

12. # B 2 0 C O N
Our Journey with ITSM
199
8
2006 2012
Outsourcer’s tools  Service Ctr  Remedy CherwellIncident
Mgmt
Outsourcer’s tool  CherwellSLA
Mgmt
Infra  CherwellChange
Mgmt
Outsourcer’s tool  CherwellKnowledge
Mgmt
2016

13. # B 2 0 C O N
1. Incident Management Readiness in Change
Management
2. Diligent Knowledge Engineering
3. Annual Boot Camp
4. Department-wide IT Pilot
5. Career Pathing
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5 Simple Ways to Higher DevOps Integration

14. # B 2 0 C O N
5 Simple Ways to Higher DevOps Integration
1.Incident Management Readiness
in Change Management
2. Diligent Knowledge Engineering
3. Annual Boot Camp
4. Department-wide IT Pilot
5. Career Pathing
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15. # B 2 0 C O N
Incident Management Readiness
A simple integration of Incident Management and Change
Management ensures Dev (development team) meets Ops (user
support) requirements at the opportune time, before launch
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16. # B 2 0 C O N
What makes Ops not agile?
• Short lead time before implementation
– “You have other work to do??”
• Over-reliance on past success
– Technical environment is ever changing
– Our workload may be different
– Different user expectations
• Lack of service operation knowledge
– No backup installation method
– No repair/rollback
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17. # B 2 0 C O N
What can Ops give to Dev?
• Best User Support for Your Project
– Solve user problems quickly and on first contact without escalation to
Dev
– Communicate to users in a way consistent with the project’s
communication plan
– Provide feedback loop to Dev ASAP
• Trust and continual collaboration
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18. # B 2 0 C O N
What Do We Ask from Dev?
1. Effective Training
2. Review Communication Plan
3. Prepare Knowledge Articles & Tech Tips
4. Joint Ownership of Support Plan
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19. # B 2 0 C O N
Effective Training
• Classroom
– Content will take longer than 15 minutes to review
– Need to demonstrate the technology
• Huddle
– Content is short and easy
– Just in time 1
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5

20. # B 2 0 C O N
Training Completion Date
• Training must be completed at least 2 weekdays before IT Pilot
• Classroom is preferred venue and should be scheduled as far in
advance as possible to ensure availability
• Pre-class learning path items must be distributed to Technical
Support staff 5-7 days before classroom
• Recommended Classroom Session
Length: 30-45 minutes
• Number of Sessions: 2
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21. # B 2 0 C O N
Communication Plan Review
• Review communication package to end users
– What is the core message?
– Intranet pages / Announcements
– Email communications
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22. # B 2 0 C O N
User Tech Tips
• Tech Tips for users should be reviewed/revised and presented
during classroom training
– Ops must know what Dev is telling the users
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23. # B 2 0 C O N
Joint Ownership of Support Plan
• Potential call volume increase must be considered
• Additional resources must be planned
– E.g. manual installation of software by Tech required?
• Huddle on the day of launch
– Change owner must attend
– Lab must attend if desktop push is used 1
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24. # B 2 0 C O N
Anatomy of a Change Request

25. # B 2 0 C O N
Ops Integration in a Change Request

26. # B 2 0 C O N
1. Incident Management Readiness in Change Management
2.Diligent Knowledge Engineering
3. Annual Boot Camp
4. Department-wide IT Pilot
5. Career Pathing 1
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3
4
5
5 Simple Ways to Higher DevOps Integration

27. # B 2 0 C O N
Continuous engineering of
Ops relevant knowledge by
both Dev and Ops teams
into the Ops
KnowledgebaseKnowledge
Base
Ops
Experience
Dev Design
Knowledge Engineering
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28. # B 2 0 C O N
Proactive Knowledge Management
• Design
– Who authors knowledge?
– Forecast and research problems/questions
• Develop
– Institute a Feedback Lifecycle
– Use automation
– UFFA – Use it, Flag it, Fix it, Add it (KCS Principle)
• Deliver
– Use standards
– Publish to knowledge base
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29. # B 2 0 C O N
Who Authors Knowledge?
• Forecast and research problems/questions during
implementation planning
• Start with Dev, and integrate Ops later
–Dev is most capable of drafting meaningful knowledge
during the change
–Allows Ops staff worry about Ops 1
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30. # B 2 0 C O N
Institute Feedback Lifecycle
1. Validation of knowledge cultivated in Dev
2. A demand driven article review by Ops that focuses on the
articles being used
3. Content is validated through Ops use during pilot and
modified by Dev based on usage for continual improvement
with no time wasted on review of un-used articles
4. Use automation to add a just-in-time quality to
knowledge
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31. # B 2 0 C O N
Anatomy of a Knowledge Article

32. # B 2 0 C O N
• Use it and Flag it –
Ops utilizes Like/Dislike buttons
to provide feedback. When an
article is Disliked, require
feedback, and send to
knowledge owner
• Fix it and Add it –
Dev collects statistics
and collaborates to
keep knowledge current
UFFA – Use it, Flag it, Fix it, Add it
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33. # B 2 0 C O N
Knowledge Guidelines
• Change owner responsible for revising all the KAs
– KA numbers in Change Request
• Involve the Knowledge Manager in publication process
• At a minimum, these types of knowledge articles are
typically required
– Technician installation of application
– Technician Reinstallation/Repair
– Technician Removal/Rollback of installation
– Known issues
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34. # B 2 0 C O N
1. Incident Management Readiness in Change Management
2. Diligent Knowledge Engineering
3.Annual Boot Camp
4. Department-wide IT Pilot
5. Career Pathing
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2
3
4
5
5 Simple Ways to Higher DevOps Integration

35. # B 2 0 C O N
Annual Boot Camp
• During the 2-week boot camp, Dev and higher level
Ops team(s) become the teachers/brainstorm session
leaders in search of better collaboration
• Focus
–Development of Your Curriculum
– Training Methods
–Effective Use of Multi-Channel Learning
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36. # B 2 0 C O N
Development of Your Curriculum
• Let Your Data Speak for Itself
– Ops provided ticket reporting that allows for better training
• Integrate Strategy and Team Culture
• Dev/Ops Managers Collaborate/Negotiate Content
• Focus on Projects and Initiatives
– What initiatives are important in the next 6 to 12 months?
– What immediate “wins” can you achieve?
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37. # B 2 0 C O N
Training Methods
• Traditional Lecture/Presentation
– Don’t limit to Dev only speakers. Invite key contacts/project sponsors.
• Interact/Brainstorm with Members of Dev and Ops
• Individual Assigned Reading
• Multimedia (Lynda.com Playlists)
• Tour Customer Areas
• Follow on Practice/Skill Assessments
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38. # B 2 0 C O N
Effective Use of Multi-Channel Learning
• Different people learn differently
• The more different ways you learn something, the more you
will really learn it
• Maximize effectiveness of your time
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39. # B 2 0 C O N
1. Incident Management Readiness in Change Management
2. Diligent Knowledge Engineering
3. Annual Boot Camp
4.Department-wide IT Pilot
5. Career Pathing
5 Simple Ways to Higher DevOps Integration
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5

40. # B 2 0 C O N
Department-wide IT Pilot
• Whenever possible, every end-user-facing system launch or
upgrade must have a department-wide IT pilot
• All staff in IT receives the exact same package (from training
and communications, to system deployment) as the end
users do
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41. # B 2 0 C O N
Pilot Advantages
• Ops participates in testing - practice with new processes,
knowledge, and engage in feedback
• Dev gets to see their plans in action, has time to adjust rollout
plans, revise communications, update knowledge
• Reality check
• Less stress/urgency on Dev/Ops
• Framework for success
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42. # B 2 0 C O N
1. Incident Management Readiness in Change Management
2. Diligent Knowledge Engineering
3. Annual Boot Camp
4. Department-wide IT Pilot
5.Career Pathing
5 Simple Ways to Higher DevOps Integration
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43. # B 2 0 C O N
Career Pathing
• Talent Retention
• Career Development
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44. # B 2 0 C O N
Talent Retention
• Talent retention can be difficult, especially with top
performers
• DevOps integration leads to a more informed, satisfied, and
prepared Ops team retaining your talent
• Possessing tenured Ops members leads to:
– More agility and better consistency during Dev project
rollouts/upgrades
– Improved customer satisfaction/relationships since
Ops is often the “face” of IT organizations
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45. # B 2 0 C O N
Career Development
• Achieving a high level of integration between Ops and Dev
allowed us to tap into the experience, education and skills of a
proven, committed talent pool
• Promoting frontline user support staff into Dev and higher
level Ops teams plants Ops awareness deep into Dev
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46. # B 2 0 C O N
Jr System Admins
Technicians
Career Development
Jr Software Engineer
Telecom Technician
Help Desk Agents

47. # B 2 0 C O N
1. Incident Management Readiness in Change Management
2. Diligent Knowledge Engineering
3. Annual Boot Camp
4. Department-wide IT Pilot
5. Career Pathing
5 Simple Ways to Higher DevOps Integration
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5

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ITSM DEVOPS CONFERENCE