Organized for DevOps is a presentation of applying AO principles. It is the first AO case study I started to present in conference in 2022

1. AGILE STUDIO CH
Organised for DevOps
Pierre E. Neis
Head of agile studio

2. ORGANISED FOR DEVOPS
What’s the current context?
AGILE STUDIO CH 2

3. what’s the
problem?
#1

4. ORGANISED FOR DEVOPS
we need cohesion
AGILE STUDIO CH 4
AzureDevOps ≠ DevOps Build + Run ≠ DevOps
DevOps team ≠ DevOps DevOps Phase ≠ DevOps
DevOps?

5. ORGANISED FOR DEVOPS
Pierre E. Neis
SAP GFA, SAP IT, SAP UK, COGNIZANT, SIG/WEGO, GLOBEMED, Banque de
Luxembourg, Real Solutions, ArcelorMittal, Six Cards Payments, BCG DV, BNPParibas,
Berytech, CNRS, Capgemini, Invivo, AXA, ORES, LaPoste, Touring Assurances, Euroclear,
Accenture, CNHi, SWISSRE, IN Groupe, Glencore…
AGILE STUDIO CH 5
CAC5, CEST, CBAC, CSPPO, CSP,
PSM, PAA
MIT Alumni
Head of agile studio

6. Purpose of this presentation

7. ORGANISED FOR DEVOPS
AGILE STUDIO CH 7
GIVING A DIRECTION
CREATE COHERENCE
&

8. Vision of an agile
working
organization
#2

9. AGILE STUDIO CH 9

10. Status
#2

11. ORGANISED FOR DEVOPS
We could speak about that, but it’s a distraction
AGILE STUDIO CH 11

12. ORGANISED FOR DEVOPS
We will talk about this instead
AGILE STUDIO CH 12
a culture of experimentation and continuous learning

13. ORGANISED FOR DEVOPS
frankly, we will talk about this
AGILE STUDIO CH 13

14. Continuous improvement starts
once you notice something wrong
14

15. AGILE STUDIO CH 15
this is bad waterfall agility

16. AGILE STUDIO CH 16
STATUS this is bad waterfall agility

17. AGILE STUDIO CH 17
DISCOVER
PREPARE
EXPLORE
REALIZE
DEPLOY
RUN
project
project
project
project
project
transactions
DELAY STARTS
DELAY STARTS
DELAY STARTS
DELAY STARTS
OVERVIEW
Organizational Waterfall
this is bad waterfall agility

18. ORGANISED FOR DEVOPS
Team relay race
AGILE STUDIO CH
18
Team A
Team B
Team C
Team D
Team E
organizational waterfall
sign off
sign off
sign off
sign off
sign off
Team A
Team B
Team C
Team D
Team E
Team out
Team out
Team out
Team out
OVERVIEW
this is bad waterfall agility

19. contract
blue print validates contract. expectations: no
change. reality: loosing customer’s engagement
in the hurry development
poor
testing
expected
delivery
date
win/win We win / they loose we win / they loose loose/loose loose/loose
Tada!
value/efficiency curve
what not to do!
NOTICING THE WRONG WAY OF DOING THINGS
summary
AGILE STUDIO CH
19
CONSIDERING A PROJECT LIKE A
PROCESS IS THE WRONG WAY TO
DO AGILE
Team A
Team B
Team C
Team D
Team E
teams “relay race”
OVERVIEW
this is bad waterfall agility

20. So what?
#3

21. AGILE STUDIO CH 21
Individuals and interactions
Working software
Customer collaboration
Responding to change
0 25 50 75 100
processes
and tools
comprehensive
documentation
contract
negotiation
following a
plan
More of Less of
that’s agile

22. HOW TO DO IT PROPERLY
Summary
what to do
AGILE STUDIO CH
22
custom development based on customer’s engagement & continuously
inspect&adapt cycles
contract
rapid delivery of
standard & continuous
delivery (test
automation) as
blueprint!
just
in
time,
just
enough
win/win customer is engaged: each sprint delivers , a
testable increment. customer delivers constructive
feedback each cycle
win/win
yeah!
value/efficiency curve
win/win customer delight
Team A
OVERVIEW

23. AGILE STUDIO CH 23
this is bad waterfall agility this is agile

24. AGILE STUDIO CH 24
this is organizational agility

25. and what?
#4

26. AGILE STUDIO CH 26
a team = startup
end to end
1
this is the best case scenario

27. AGILE STUDIO CH 27
more teams= production lines
end to end
DevOps team
2
this is only ok as a transition step

28. AGILE STUDIO CH 28
end to end
DevOps team
Dev team
Biz team
3
more teams= production lines
this is when nobody get the agile way of working

29. AGILE STUDIO CH 29
end to end
Test team
Dev team
Biz team
4
DevOps team
more teams= production lines
this is when nobody cares

30. it’s all up to you
30

31. wrap up
31

32. Agile is a system where people are empowered end-to-end
not doing it is a lack of imagination

33. more?

34. ORGANISED FOR DEVOPS
my
fi
rst book
AGILE STUDIO CH 34

35. AO
menschgeist
AGILE STUDIO CH 35
ORG DEV
FRAMEWORK
FUTURE OF HR
COMMUNITY
MEETUP
AGILE COACHING
PROGRAM
inspire
play, share, learn
design alliance
context
community
competence

36. Q & A

37. CONTACT
PIERRE.NEIS@COGNIZANT.COM
Cognizant Digital Solutions, Zürich