DOES SFO 2016 - Paula Thrasher & Kevin Stanley - Building Brilliant Teams

1. © 2016 CSRA. All Rights Reserved. Enter Your Presentation Title Here Subtitle - Lorem ipsum dolor sit amet consectetur adipiscing elit Name Date Building Brilliant Teams How we used the Spin/Merge to start, sustain, lead DevOps Teams

3. © 2016 CSRA. All Rights Reserved. Spin-Merge Challenge 3 $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

4. © 2016 CSRA. All Rights Reserved. Migration Targets, Approach 4 • 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

8. © 2016 CSRA. All Rights Reserved. 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? 8

9. © 2016 CSRA. All Rights Reserved. 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

10. © 2016 CSRA. All Rights Reserved. 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 10

11. © 2016 CSRA. All Rights Reserved. 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

12. © 2016 CSRA. All Rights Reserved. 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# ! 12 Renee Troughton (@AgileRenee)

13. © 2016 CSRA. All Rights Reserved. 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

14. © 2016 CSRA. All Rights Reserved. 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) 14 JimNoetzel,TheForumNews http://theforumnews.com/

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