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DevOps Goals and Rewards v2


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In these slides we explore how to incorporate goals into the cultural change aspects of your DevOps projects and reward success.

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DevOps Goals and Rewards v2

  1. 1. DevOpstastic DevOps Goals and Rewards Helen Beal Head of DevOps
  2. 2. DevOpstastic Don’t fight stupid - Make more awesome (Jesse’s rule)
  3. 3. DevOpstastic The Downward Spiral Words taken from a Gene Kim presentation Operations sees: • Fragile applications are prone to failure • Long time required to figure out ‘which bit got flipped’ • Detective control is a salesperson • Too much time required to restore service • Too much firefighting and unplanned work • Planned project work cannot complete • Frustrated customers leave • Market share goes down • Business misses Wall Street commitments • Business makes even larger promises to Wall Street Dev sees: • More urgent date-driven projects put into the queue • Even more fragile code put into production • More releases have increasingly ‘turbulent installs’ • Release cycles lengthen to amortise ‘costs of deployments’ • Failing bigger deployments difficult to diagnose • Most senior and constrained IT ops resources have less time to fix underlying process problems • Ever increasing backlog of infrastructure projects that could fix root cause and reduce costs • Ever increasing tension between development and IT Operations
  4. 4. DevOpstastic What does DevOps Culture Look Like? FrictionlessTransparent Innovative Collaborative SuccessfulSurviving Thriving Casual Comfortable Like home, family
  5. 5. DevOpstastic Changing Culture 1. Start small: build trust and safety 2. Create champions 3. Use metrics to build success 4. Celebrate successes 5. Exploit compelling events Jesse again!
  6. 6. DevOpstastic Baseline Trackable Metrics 0 20 40 60 80 100 120 Defects Releases Resources MTTR Outages Ranger4 DMI* score * DevOps Maturity Index
  7. 7. DevOpstastic Establish Roadmap to Adoption GO LIVE VisionofDesiredFutureState Continuous Delivery Fit Assessment Organisational Initiatives Approved Project Plan Cultural Initiatives BaselineAssessment&Metrics Architectural Imperatives Process Initiatives Technology Initiatives Prioritisation QuantifiedValue DevOps Reorganisation Cultural Change Program Deployment Process Automation ARA Tools Implementation Test Process Review APM Rollout Service Virtualization
  8. 8. DevOpstastic Real World Example Baseline Target 8 week test cycle 3 week test cycle (further improvement should be achieved) 8 month release cycle Quarterly releases (continuous delivery should be aimed for) HIGH number of defects Reduction in number of defects (target to be defined) LOW customer satisfaction Marked improvement in customer satisfaction and retention Stable delivery team costs Ability to on-board more clients and deliver more releases without a corresponding increase in delivery costs HIGH number of hand-over’s across the business Agile delivery “cell” focus utilising multi- discipline teams providing single face to all 3rd parties
  9. 9. DevOpstastic What does SUCCESS look like?
  10. 10. DevOpstastic A DevOps Maturity Model 1 5 4 3 2 Optimising DevOps Managed DevOps Starting DevOps Fundamental DevOps Not started DevOps DevOps DONE – fine tuning and tied tightly to business goals. Automated build, cross-functional teams, product-focused, cultural change happening Thinking about cultural change, starting to write scripts, looking at test automation Outages, war-rooms, blame, unplanned work, delays and defects. Happy people with integrated toolchain to pre-empt failure, automate test and deployment – Continuous Delivery
  11. 11. DevOpstastic S M A R T SPECIFY MEASURABLE ATTAINABLE RELEVANT TIMELY WHO, WHAT, WHERE, WHEN, WHY, WHICH FROM and TO HOW WORTHWHILE WHEN Define the goal as much as possible with no ambiguous language. WHO is involved, WHAT do I want to accomplish, WHERE will it be done, WHY and I doing this – reasons, purpose. WHICH constraints and requirements do I have? Can you track the progress and measure the outcome? How much, how many, how will I know when my goal is accomplished? Is the goal reasonable enough to be accomplished? How so? Make sure the goal is not out of reach or below standard performance. Is the goal worthwhile and will it meet your needs? Is each goal consistent with other goals you have established and fits with your immediate and long term plans? Your objective should include a time limit: “I will complete this goal by day/month/year.” It will establish a sense of urgency and prompt you to have better time management.
  12. 12. DevOpstastic Our team will release updates to the core business application, Milton, once a day by the 1st September 2014. We currently perform releases once a fortnight but believe, using automation, this goal is attainable. Not only will it allow us to put revenue generating innovation to market faster, the process will be more consistent and reliable.
  13. 13. DevOpstastic We, the testing team, will reduce the volume of defects from 20 to 2 per week by the end of 2014 and through improved testing techniques reduce the average time to fix a defect from 4 hours to 30 minutes in the same timeframe, thus removing backlog and pushing software improvements to market at greater velocity.
  14. 14. DevOpstastic How do we celebrate success?
  15. 15. DevOpstastic "Your work is going to fill a large part of your life, and the only way to be truly satisfied is to do what you believe is great work.” Steve Jobs
  16. 16. DevOpstastic JOB JOY
  17. 17. DevOpstastic Job satisfaction is the No.1 predictor of organizational performance. We all know how job satisfaction feels: It’s about doing work that is challenging and meaningful, and being empowered to exercise our skills and judgment. We also know that where there’s job satisfaction, employees bring the best of themselves to work: their engagement, their creativity and their strongest thinking. That makes for more innovation in any area of the business, including IT. From the 2014 State of DevOps Report
  18. 18. DevOpstastic
  19. 19. DevOpstastic S C A R F STATUS CERTAINTY AUTONOMY RELATEDNESS FAIRNESS RELATIVE IMPORTANCE TO OTHERS PREDICTING THE FUTURE CONTROL OVER EVENTS SAFETY WITH OTHERS EQUITABLE EXCHANGES Even a small amount of uncertainty generates an ‘error’ response in the orbital frontal cortex. This takes attention away from one’s goals, forcing attention to the error. The act of creating a sense of certainty is rewarding.. Meeting expectations generates an increase in dopamine levels in the brain, a reward response. Autonomy is the perception of exerting control over one’s environment; a sensation of having choices. An increase in the perception of autonomy feels rewarding. Working in a team necessitates a reduction in autonomy. In healthy cultures, this potential threat tends to be counteracted with an increase in status, certainty and relatedness. Relatedness involves deciding whether others are ‘in’ or ‘out’ of a social group. Whether someone is friend, or foe. Positive social connections are a primary need; however, the automatic response to new social connections involves a threat. The threat from perceived unfairness can be decreased by increasing transparency, and increasing the level of communication and involvement about business issues. Establishing clear expectations in all situations – from a one-hour meeting to a five-year contract – can also help ensure fair exchanges occur. A sense of unfairness can result from a lack of clear ground rules, expectations or objectives. Status is the most significant determinant of human longevity and health, even when controlling for education and income. One’s sense of status goes up when one feels ‘better than’ another person. in this instance the primary reward circuitry is activated, in particular the striatum, which increases dopamine levels.
  20. 20. DevOpstastic Rewards • Pride • Mastery • Autonomy • Joy • A sense • of progress • of accomplishment • of meaningfulness • of choice • of purpose • Altruism • Opportunity to shine Intrinsic • Cash • Gift card/vouchers • Time off • Play • Flexible working hours • Clubs/trophies/awards • Praise/thanks/compliments • Holidays/trips/hospitality • Payrise • Promotion/responsibility • Personal development • Qualifications Extrinsic
  21. 21. DevOpstastic S C A R F STATUS CERTAINTY AUTONOMY RELATEDNESS FAIRNESS Promotion/job-title, cash, awards, prizes, trips Qualifications, contracts, voice at a higher table, project ownership Leadership, ideas acted upon, showcasing success Team based play, mentoring (both ways) Voluntary work, increased transparency
  22. 22. DevOpstastic What does DevOps Culture Look Like? FrictionlessTransparent Innovative Collaborative SuccessfulSurviving Thriving Casual Comfortable Like home, family
  23. 23. DevOpstastic Not DevOps!
  24. 24. DevOpstastic Is the task mostly routine? StartHere Yes No Can you increase the task’s challenge or variety, make it less routine or connect it to a larger purpose? 1. Offer a rationale for why the task is necessary. 2. Acknowledge that the task is boring. 3. Allow people to complete the task in their own way. 1. They offer praise and feedback rather than things people can touch or spend. 2. They provide useful information rather than an attempt to control. Sure, I can do that That’s pretty hard Concentrate on building a healthy, long-term motivational environment that pays people fairly and fosters autonomy, mastery and purpose. Avoid “if-then” rewards in almost all circumstances. Consider unexpected, non- contingent “now that” rewards. Rewards will be more effective if: Use rewards, even “if- then” rewards, but be sure to: When to Use Rewards (from Daniel Pink’s ‘Drive’)
  25. 25. DevOpstastic "When a measure becomes a target, it ceases to be a good measure." Charles Goodhart
  26. 26. DevOpstastic
  27. 27. DevOpstastic create autonomy
  28. 28. DevOpstastic create mastery
  29. 29. DevOpstastic create purpose
  30. 30. DevOpstastic The Antimatter Principle “How to encourage the emergence of a workplace in which people might feel warmly invited to give of their best, and find much joy in the simple act of working together, in the company of fellows.” Bob Marshall
  31. 31. DevOpstastic Bob’s Design Principles 1. Attend to folks’ needs 2. Do what’s needed – more more, no less 3. Continually Evolve The Service with Quick Feedback and Iterations 4. Make It Optional 5. Flow 6. Build for Inclusion 7. Understand Context 8. Build Services, not Digital Services 9. Derive Consistency From Need 10. Make Things Open 11. Build Improvement Into the Way the Work Works
  32. 32. DevOpstastic There is no silver bullet…
  33. 33. DevOpstastic 1) Understand where you are
  34. 34. DevOpstastic 2) Understand who you are
  35. 35. DevOpstastic 3) Know where you want to be
  36. 36. DevOpstastic 4) Plan and prioritise your workstreams
  37. 37. DevOpstastic 5) Try things! Change things!
  38. 38. DevOpstastic 6) MEASURE!
  39. 39. DevOpstastic When people ‘do’ DevOps, what’s the most common mistake you see them make? #DevOpsFriday5
  40. 40. DevOpstastic “They spend too much time railing against why it won’t work instead of making it work.” Alan Shimel
  41. 41. DevOpstastic Be DevOpstastic