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THE NEED FOR SPEED
MARK LANDY & WILL EVANS
Enabling DevOps Through Enterprise Architecture
CONSUMERMEDICAL DEVICES PHARMACEUTICAL
The Johnson & Johnson Family of Companies is
organized into several business segmen...
Millions of
new patients
Shift to
outcomes
Expanding
care venues
Active policy
makers
Risk sharing
Consolidation
A NEW WOR...
EPHEMERALIZATION
How software is eating healthcare technology…
Buckminster Fuller, “Ephemeralization - Doing more with les...
HEADER ONE
EMERGENCE
Directed Opportunism & Asymmetries
2014 –
Today
Marc Rettig, 2016, “Notes on Emergence,” Medium, http...
Doctors, Nurses, and Patients,
Employees and Their Families,
Communities Where We Work,
Finally, to Our Shareholders
WE AR...
Organizations which design systems are
constrained to produce designs which are
copies of the communication structures of
...
THEORY OF
CONSTRAINTS
WHY
Change? How to
CAUSE
the change?
WHAT
to change?
What to
CHANGE
TO?
SYSTEMS THINKING
From local optima to whole-enterprise mindset
10
LOCAL OPTIMA
VS
GLOBAL OPTIMA
ENTERPRISE
FEDERATED ENTERPRISE
ARCHITECTURE
Theory of Constraints | Hoshin Kanri | Lean & Kanban
Complexity Thinking | Cost of Delay | Continuous Improvement
DECISION MAKING
Complexity informed design thinking
applied to FEA means leveraging an
abductive sensemaking process of
ma...
Enterprises which design & execute
strategies are constrained to produce & fund
projects reflecting organizational and
temp...
•  PROJECT(s) create a localized space, with little real flexibility
for experimentation; No slack.
•  Organizations, funct...
WHICH ENABLES
ENTERPRISE
AGILE DATA
By making our work &
decisions visible over a
rolling 4 year window, we
allocate the n...
CONTINUOUS IMPROVEMENT
FEA relentlessly pursues IT Flow that yeilds economic value.
CURRENT
STANDARD
ORIGINAL
STANDARD
NEXT
STANDARD
Improvement through raising
standards and solving problems
Raise the
stan...
CURRENT
CONDITION
TARGET
CONDITION
BARRIER
CONSTRAINT
CAUSE
remove
overcome
eliminate
You are
here
You need
to be hereGAP
...
2
3
EXPLORE
PROBLEMS
PROBLEM
SETTING
LEARN
SUCCESS
PAIN
1
SELECT
CONTINUOUS
IMPROVEMENT
PROBLEM
FRAMING
PROBLEM
DISCOVERY
...
Technology is a benefit if,
and only if, it diminishes a
limitation.
“
”
— ELI GOLDRATT
Eliyahu M. Goldratt, 2005, “Beyond ...
Kim S. Nash, 2016, “Johnson & Johnson Targets 85% of Apps in Cloud by 2018,” Wall Street Journal, http://buff.ly/2fmlnaW
•  Visualize Your Work, but first, Visualize Your System!
•  Identify the biggest constraints on your system, then apply
th...
THANKS!
MARK LANDY & WILL EVANS
Need for Speed: Enabling DevOps Through Enterprise Architecture
Alicia Juarrero, 1999, Dynamics in Action: Intentional Behaviour
as a Complex System, Massachusetts: MIT Press
C.F. Kurtz ...
Theworldisnotasolidcontinentoffacts
sprinkledbyafewlakesofuncertainties,buta
vastoceanofuncertaintiesspeckledbyafew
island...
DOES16 San Francisco - Will Evans & Mark Landy - The Need for Speed: Enabling DevOps through Enterprise Architecture
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DOES16 San Francisco - Will Evans & Mark Landy - The Need for Speed: Enabling DevOps through Enterprise Architecture

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The Need for Speed: Enabling DevOps through Enterprise Architecture

Mark Landy, VP, Enterprise Architecture, Johnson & Johnson
William Evans, Chief Design Officer, PraxisFlow

Have you ever wished you worked for a unicorn like Netflix or Amazon? Have your colleagues ever told you, “DevOps just won’t work here!” Many people hold the belief that DevOps is not achievable in distributed product teams, large enterprises, or highly regulated industries. This session is for the haters.

This is the story of a DevOps transformation inside the world’s largest healthcare company: how a highly siloed, matrixed IT organization is using enterprise architecture to leverage challenges and identify constraints, run experiments, and ultimately evolve into a highly resilient, customer-centric delivery organization that continuously re-aligns IT with business intent to continuously deliver value to the customer.

What began as a need for speed, led to experimenting with enterprise architecture to find ways to decrease lead-time across all of IT (versus optimizing specific functions or products) and focus on throughput. Through these experiments, the enterprise architecture group uncovered guiding principles that encourage the natural adoption of DevOps rather than the common, mega-enterprise practice of mandating the a top-down Framework or big-bang installing the hot new transformation of the year methodology (aka Bi-Model from Gartner).

Ultimately, horses (enterprise IT organizations (aka Clydesdales)) must learn the 3 Ways of unicorns or face extinction, but the key to the horse’s journey will be the most unlikely of guides: enterprise architecture.

DevOps Enterprise Summit San Francisco 2016

Published in: Technology
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DOES16 San Francisco - Will Evans & Mark Landy - The Need for Speed: Enabling DevOps through Enterprise Architecture

  1. 1. THE NEED FOR SPEED MARK LANDY & WILL EVANS Enabling DevOps Through Enterprise Architecture
  2. 2. CONSUMERMEDICAL DEVICES PHARMACEUTICAL The Johnson & Johnson Family of Companies is organized into several business segments comprised of franchises and therapeutic categories. Morethan125YearsofCaring.Our128,300employeestouchthelivesof overabillionpeopleeveryday,throughouttheworld. JNJ NYSE $113 MktCap $311B Annual IT Spend $2B Unique Visitors 500K Terabytes of Data 500Acquisitions / Divestitures in Flight 14 Apps Released Each Year 450
  3. 3. Millions of new patients Shift to outcomes Expanding care venues Active policy makers Risk sharing Consolidation A NEW WORLD OF HEALTHCARE TECHNOLOGY Cloud Internet of Things Advanced Analytics Robotics Mobile 3D Printing
  4. 4. EPHEMERALIZATION How software is eating healthcare technology… Buckminster Fuller, “Ephemeralization - Doing more with less,” TEDEd, http://buff.ly/2esIJhz
  5. 5. HEADER ONE EMERGENCE Directed Opportunism & Asymmetries 2014 – Today Marc Rettig, 2016, “Notes on Emergence,” Medium, http://buff.ly/2fmhanx 5
  6. 6. Doctors, Nurses, and Patients, Employees and Their Families, Communities Where We Work, Finally, to Our Shareholders WE ARE RESPONSIBLE TO OUR…
  7. 7. Organizations which design systems are constrained to produce designs which are copies of the communication structures of these organizations. “ ” — MELVIN CONWAY Melvin E. Conway, 1968, “How Do Committees Invent?” Datamation Magazine
  8. 8. THEORY OF CONSTRAINTS WHY Change? How to CAUSE the change? WHAT to change? What to CHANGE TO?
  9. 9. SYSTEMS THINKING From local optima to whole-enterprise mindset 10
  10. 10. LOCAL OPTIMA VS GLOBAL OPTIMA ENTERPRISE
  11. 11. FEDERATED ENTERPRISE ARCHITECTURE
  12. 12. Theory of Constraints | Hoshin Kanri | Lean & Kanban Complexity Thinking | Cost of Delay | Continuous Improvement
  13. 13. DECISION MAKING Complexity informed design thinking applied to FEA means leveraging an abductive sensemaking process of manipulating, organizing, pruning and filtering demand (both failure and value demand) through human sensor networks to get ahead of business intent.
  14. 14. Enterprises which design & execute strategies are constrained to produce & fund projects reflecting organizational and temporal silos. - MELVIN CONWAY(REDUX) “ ”
  15. 15. •  PROJECT(s) create a localized space, with little real flexibility for experimentation; No slack. •  Organizations, functions, and companies create and sponsor PROJECTS which are constrained to localized sponsor’s need, not Enterprise capability… •  PROJECTS are Temporal Silos which struggle with time horizons greater than 1 year, particularly in publicly traded enterprises. •  To deliver VALUE/OUTCOMES, STRATEGICALLY, we must therefore relax the lateral (silo) and temporal (duration) constraints of a FUNDING corridor. not(only)projectswithcompletiondata…. FUND STRATEGIES WITH VISIBLE OUTCOMES
  16. 16. WHICH ENABLES ENTERPRISE AGILE DATA By making our work & decisions visible over a rolling 4 year window, we allocate the necessary breadth and depth of resource & systems thinking required to “be” strategic, respond to change, inspect and adapt.
  17. 17. CONTINUOUS IMPROVEMENT FEA relentlessly pursues IT Flow that yeilds economic value.
  18. 18. CURRENT STANDARD ORIGINAL STANDARD NEXT STANDARD Improvement through raising standards and solving problems Raise the standard Maintain current standard CREATED GAP CAUSED GAP TIME DESIGN THINKING NEW STANDARDS
  19. 19. CURRENT CONDITION TARGET CONDITION BARRIER CONSTRAINT CAUSE remove overcome eliminate You are here You need to be hereGAP A P S D A P S D A P S D A P S D LEANING INTO LEAN THINKING 20
  20. 20. 2 3 EXPLORE PROBLEMS PROBLEM SETTING LEARN SUCCESS PAIN 1 SELECT CONTINUOUS IMPROVEMENT PROBLEM FRAMING PROBLEM DISCOVERY EXPLORE CONCEPTS EXPERIMENT LEARN “The Double Diamond: Strategy + Execution of the Right Solution” http://buff.ly/1TGRfX2 EXPLORE/EXPERIMENT
  21. 21. Technology is a benefit if, and only if, it diminishes a limitation. “ ” — ELI GOLDRATT Eliyahu M. Goldratt, 2005, “Beyond the Goal: Eliyahu Goldratt Speaks on the Theory of Constraints,” North River Press.
  22. 22. Kim S. Nash, 2016, “Johnson & Johnson Targets 85% of Apps in Cloud by 2018,” Wall Street Journal, http://buff.ly/2fmlnaW
  23. 23. •  Visualize Your Work, but first, Visualize Your System! •  Identify the biggest constraints on your system, then apply the five focusing steps. •  Switch from Projects (Temporal Silos), to Strategies (Capability Value Streams) •  Align cross-functional, cross-disciplined teams to Strategies & Enterprise Services •  Stop measuring resource efficiency (cost-accounting/activity based accounting), Start measuring flow efficiency •  Shape Value and Failure Demand through Human Sensor Networks •  Identifying Asymmetric Bets for Experimentation & Learning PRINCIPLES OF CLYDESDALES
  24. 24. THANKS! MARK LANDY & WILL EVANS Need for Speed: Enabling DevOps Through Enterprise Architecture
  25. 25. Alicia Juarrero, 1999, Dynamics in Action: Intentional Behaviour as a Complex System, Massachusetts: MIT Press C.F. Kurtz & David .J. Snowden, 2003, “The new dynamics of strategy: Sense-making in a complex and complicated world” in IBM Systems Journal 42 (3): 462 to 483 David .J. Snowden, 2004, “Facilitating innovation within the organisation” in Finance & Management, Sept. 2004: 5 to 7 David .J. Snowden, 2003, “Managing for Serendipity; or why we should lay off ‘best practice’ in KM” in ARK Knowledge Management 6 (8) (reproduced by The Cynefin Centre in 2005, under Creative Commons License) Donald G. Reinertsen, 2009, The Principles of Product Development Flow, Celeritas Publishing Donald G. Reinertsen, 1997, Managing the Design Factory, Celeritas Publishing Eliyahu M. Goldratt, 2014, The Goal: A Process of Ongoing Improvement, North River Press Eliyahu M. Goldratt, 1994, It’s Not Luck, North River Press Eliyahu M. Goldratt, 2005, Beyond the Goal: Eliyahu Goldratt Speaks on the Theory of Constraints, North River Press REFERENCES Gene Kim and Kevin Behr, 2014, The Phoenix Project: A Novel about IT, DevOps, and Helping Your Business Win, IT Revolution Press H. William Dettmer, 2007, The Logical Thinking Process: A Systems Approach to Complex Problem Solving, ASQ Quality Press James P. Womack and Daniel T. Jones, 2003, Lean Thinking: Banish Waste and Create Wealth in Your Corporation, Productivity Press Russell L. Ackoff, Jason Magidson, and Herbert J. Addison, 2006, Idealized Design: How to Dissolve Tomorrow’s Crisis Today, FT Press Marc Rettig, 2016, “Notes on Emergence,” Medium, http://buff.ly/2fmhanx Melvin E. Conway, 1968, “How Do Committees Invent?” Datamation Magazine R. Axelrod & M.D. Cohen, 1999, Harnessing Complexity: Organisational Implications of a Scientific Frontier, New York: Free Press R.D. Stacey, 2001, Complex Responsive, Processes in Organisations: Learning and Knowledge Creation, London: Routledge
  26. 26. Theworldisnotasolidcontinentoffacts sprinkledbyafewlakesofuncertainties,buta vastoceanofuncertaintiesspeckledbyafew islandsofcalibratedandstabilizedforms. ― Bruno Latour “ ”

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