Topic: DevOps is Lean for the Organisation, not just Project Teams

1. DevOps is Lean for the
organisa2on

2. Agenda
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• Introduc2on to DevOps
• DevOps Ways & Lean Prac2ces
• DevOps Values
• S for Sharing & Lean

3. Copyright 2015. Agility Roots Pvt Ltd. 3
About Us
Agility Roots
Incep2on in 2014
Key Fortes DevOps, Con2nuous
Delivery, Agile Engineering and
Cloud Compu2ng
Vibrant, Energe2c, Open
and Innova2ve is what
characterizes us
We believe great soQware
is a consequence of good
people working in an
open culture with
freedom to experiment
and learn

4. DEVOPS INTRODUCTION
Let’s start wit the basics
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5. Dev & Ops Views – Dev View
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Sprint Backlog
Product
Increment

6. Dev & Ops Views – Ops View
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7. And Business?
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8. So What is DevOps?
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• Increased collabora2on between
opera2ons and development teams
• Improved flow of informa2on and
feedback from opera2ons to
development teams
• Extreme focus on automa2on of
tools & process
• A culture of con2nuous
improvement to quickly learn and
adapt
QUALITY
ASSURANCE
IT OPERATIONS DEVELOPMENT
DEVOPS
AUTOMATED
BUILD + TEST
AUTOMATED
PROVISION +
DEPLOY
AUTOMATED
SCALE
FUNCTIONAL
TEST
PERFORMANCE
TEST
LOAD TEST
CONSISTENT
DEV ENV
CONSISTENT
RUNTIME ENV

9. DevOps & SoQware Delivery Cycle
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10. PRINCIPLES OF DEVOPS
DevOps & Lean
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11. The Three Principles!
And what DevOps borrows from Lean
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12. Flow – Improve flow from Dev to Ops
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13. Improving Flow
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14. Prac2ces that improve Flow - Kanban
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15. The three M’s of Lean
Muda
Mura Muri
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16. Con2nuous flow & removing sources of wastage
• Wai2ng:
– When is my build available in that environment?
– When can I get all the test results?
– Is that build deployed on QA environment yet?
• Defects
– Build faster & fail early
• Inventory
– Do not carry a defect to higher environments
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17. What for?
• increased value flow due to the visibility into
what it takes to produce our end product
• our downstream step always gets what they
need, how they need it, when they need it
• faster 2me to market
• because work is visible, Ops can see the work
coming and beeer prepare
• we can iden2fy and address constraints or
boeleneck points in our system
• we don’t let a defect get passed discovery, we
‘stop the line’ and do not push that problem
forward.
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18. Feedback
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19. Amplified Feedback Loops
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20. Con2nual Experimenta2on and Learning
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21. Remember The God?
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22. Improvement Kata
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23. PDCA?
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24. The five ques2ons in PDCA cycle
• What is the target condi2on?
• What is the actual condi2on?
• What obstacles prevent you from reaching the
target condi2on? (Choose one)
• What is your next step (experiment)? What do
you expect?
• When can we go and see what we have
learned from this step?
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25. Borrowing from Lean
• Define value precisely from the perspec2ve of
the end customer
• Iden2fy the en2re value stream for each
service, product or product family and
eliminate waste
• Make the remaining value-crea2ng steps flow
• As flow is introduced, let the customer pull
(i.e., provide what the customer wants only
when the customer wants it)
• Pursue perfec2on
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26. Low Trust Culture
• Reac2ve
• Controlled
• Procedural
• Discouraged ‘Bridging’
• Painfully Slow!
• Changes are Woefully
Expensive
High Trust Culture
• Proac2ve
• Open and Experimented
• Empirical
• Encouraged ‘Bridging’
• Agile!
• Low Cost of change
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How Culture impacts Businesses

27. Understanding Culture
Organisa2onal Culture is defined as the way in
which members of an organisa2on relate to
each other, their work and the outside world in
comparison to other organisa2ons. The
Dimensions enable a tangible alignment of
Organisa2onal Culture and Strategy.
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28. “YOU CAN’T DIRECTLY CHANGE
CULTURE. BUT YOU CAN CHANGE
BEHAVIOR, AND BEHAVIOR
BECOMES CULTURE”
Lloyd Taylor VP Infrastructure, Ngmoco
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29. Transforming Culture
• Look at the historical reasons
• Understand mo2va2ons
• Move low trust to systems, not people
• Bring in small habitual changes, one at a 2me
• Discuss failures, not mistakes
• Encourage ‘smart failures’
• Focus on unplanned work, boelenecks
• Do away with heroes! (controversial? Not
really!)
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30. Automa2on
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31. Con2nuous Delivery
Code
Build
Test Deploy
Feedback
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32. Sharing & Lean
• Shared vision
• Shared responsibility
• Shared knowledge
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33. Value Stream Mapping – Shared Vision
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34. Thanks!
Agility Roots: @agilityroots
Anadi Misra: @anadimishra
LinkedIn: hep://bit.ly/1j67Kif
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35. References
• hep://blogs.technet.com/b/devops/archive/2014/04/18/the-three-musketeers-of-devops.aspx
• heps://www.safaribooksonline.com/library/view/the-phoenix-project/9781457191350/43-
resourceWhere.xhtml
• hep://www.jedi.be/blog/2015/01/05/Devops%20Modelling%20(Theory,%20Prac2ce%20and
%20Caveats)/
• hep://itrevolu2on.com/devops-culture-part-1/
• hep://devops.com/2014/12/05/10-top-2ps-devops-cultural-change/
• hep://whatsbestnext.com/2011/06/low-trust-cultures-vs-high-trust-cultures/
• hep://www.stephencovey.com/blog/?p=13
• hep://www.colimetrics.com/blog/high-trust-culture-low-trust-processes-founda2on-for-success/
• hep://itrevolu2on.com/the-three-ways-principles-underpinning-devops/
• hep://online-behavior.com/cartoons/right-metrics
• hep://codeigni2on.co/assets/blogs/dev2ops-02.jpg
• hep://www.freepik.com/free-vector/tools-icons_781014.htm
• hep://www.freepik.com/index.php?goto=74&idfoto=781014
• hep://cdn.electric-cloud.com/wp-content/uploads/2014/06/dashboard.png
• hep://pm.stackexchange.com/ques2ons/6529/how-does-one-build-a-burnup-chart
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