After an initial DevOps transformation as a company, we had to grapple with how to scale and grow the talent and workforce to build a NextGen DevOps-minded company of 18,000+ people. We have built a number of programs to expand awareness, encourage growth mindsets, and drive workforce development. We will share the different ways we are working to "Build Brilliant Teams" to drive our DevOps transformations.

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Name
Date
Building Brilliant Teams
How we used the Spin/Merge to start, sustain, lead DevOps Teams

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Agenda
• Separation and Merger Story
• Expanding the Culture
• Building DevOps Talent

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Spin-Merge Challenge
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$4.1B*
Public Sector
$8.2B*
Commercial
Public Sector
Financial Software
Corporate
Software,
Hardware,
Data Centers,
Networks
IT SYSTEMS
Public Sector
Administrative
Minimal IT
Corporate
Tax
Treasury
Contracts
Human Resources
Finance
(CFO, Controller)
IT
Business
Functions
$4.1B*
Public Sector IT
Services
Company
SPINCO
$5.5B*
Public Sector IT
Services
Company
Transition
Services
Agreements
$1.4B*
SRA
* TTM revenue heading
into spin/merge

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Migration Targets, Approach
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• Physically move workloads to
2 new Data Centers
• Build New CSRA Software
Defined Network
• WAN cutover
• Build IT Staff & Capability,
Interim Policies
• Build a new Security
Architecture
• Resolve Underlying
Architecture Issues
• Move all x86 Workload to
Amazon Cloud
• Extend CSRA Network to
AWS
• Use Racemi to Perform
Server Image Copies
• Use IBM for Lotus Notes
Hosting
• Replicated 38 Subscription/
SaaS Instances
CSRA IT Capabilities Cloud
• Minimum Viable Capability
• Shadow IT Discovery (40+)
• Lotus Notes Applications
• Negotiate ~500 Vendor &
License Agreements
• 16 Releases
• Immovable SEC Deadline!
Application Migration
Once in a lifetime opportunity to
rethink and rebuild everything

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Two-Part Move to Integrated Architecture
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Legacy Final
Shared: Resources,
Services, Trust
Interim
Legacy CSC
(now CSRA)

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Challenges
• How to build the new culture of DevOps
• How to build a talent pipeline
• How to grow the skillset
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Who you hire
Hiring Questions:
• Tell me how you learn new skills?
• Talk about a recent problem or defect
you had to troubleshoot?
• What on your current program do you
wish you could automate? How would
you do it?
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Incubator
Leverage CIO to build delivery Teams Talent Pipeline
University
Partnerships
Internal
CIO Projects
Go To Market
External Delivery
One Team, One Goal, One Mission for:
• Training and Development
• Consolidated Management
• Work Allocation
Building
expertise
Career
growth
• Senior Developer
• Developer
• Developer
• Tester
• Sys Admin/DevOps
• Solution Architect
• Technical Architect
• Developer
• Sys Admin/DevOps
• Senior Developer
• Developer
• Developer
• Tester
• Sys Admin/DevOps
Learning
Pods
Hackathon
Events

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Space to Learn
• Using Free/Cheap Vendor/Tools Training
• Access to AWS & Azure Sandbox
• Self-Building Tool Pipeline
– All Open Source: RedMine, Git, Jenkins/Maven, Vagrant, Selenium
• University and Community College Partnerships
• Slack time in schedule for learning
• Mentorship/Coaching/Peer Learning
• CEO Recognition for obtaining new skills
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Example: The CSRA Agile Cohort Group
• Training DevOps minded leaders
• Nominated existing team leaders
• Group of 5 + Agile Coaches
• Variety of roles and diversity of thinking
• Build the connections across roles
• Geographically diverse group (virtual meetings)
• Learn through training others
• Asked for deeper dives, reading and research
• Content outside the usual boundary of ‘Agile/DevOps’
• How to Motivate, How to lead change, How to coach
• Borrowed idea from Agile Alliance 2015 Workshop – Leveraged what was already built
by others

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Credit: Agile Passionfruits
• Thanks and credit to Renee
Troughton who not only
presented this at Agile 2015 but
spent time with us to share her
program
• We hope to pay it forward here
at DOES16# !
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Renee Troughton (@AgileRenee)

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CSRA Cohort Agenda
Week Content
1 What it is to be me/How I got to be Me
Learning models (Shu-ha-ri, 70/20/10, Unconsciously incompetent quadrant), champion model
Assignment allocation – Pick an Agile/DevOps Foundations Book
2 Discuss book first impressions
“What Agile/DevOps mean to me”
3 Training: Problem & solution analysis models
(Mind mapping, fishbone, A3, 5 whys, 6 hat thinking, ritual dissent, force field analysis)
Root cause on a teammates problem
4 Assignment 1 Book Report Out
Select Assignment 2 Focus area (Topic Deep Dive)
5 Training: Effective Change Management/Facilitation
6 1:1 Coaching time for Assignment 2
7 Training: Visual Management (Gemba time)
Assignment 3: Make an update to your current visualization
8 Assignment 2 Brown Bag peer reviews
9 Visual Learning Wall Assignments: Brief what you changed on your wall, best visualization improvement
Value Stream Mapping Techniques
10 Conduct Topic Brown Bag/Coach Feedback

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What environment you provide
Architecture Purpose built for DevOps
• Watched Agile/DevOps teams work
• Work anywhere
• Re-configurable for teams growth
• Room for standups
• Sharable common areas (encounter space)
• Respect unique roles spaces (SOC/NOC)
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JimNoetzel,TheForumNews
http://theforumnews.com/

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Questions?