Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

ScrumOps - Featuring Dave West & Jayne Groll

196 views

Published on

Making of a 21st Century Product Delivery Organization: Bringing Together Scrum, Agile, and DevOps

Published in: Technology
  • Be the first to comment

ScrumOps - Featuring Dave West & Jayne Groll

  1. 1. © 1993 – 2017 Scrum.org All Rights Reserved@ScrumDotOrg , @DevOpsInstDavid West – Jayne Groll SCRUMOPS
  2. 2. © 1993 – 2017 Scrum.org All Rights Reserved 2 Improving the Profession of Software Delivery
  3. 3. © 1993 – 2017 Scrum.org All Rights Reserved The Home of Scrum 3 1,380,000+ Open Assessments Taken 100,000+ Professional Scrum Certifications 90% Agile Teams Use Scrum 180 Professional Scrum Trainers Students Taught Practiced on All Continents 73,000+ +12M Using Scrum Daily ONE Scrum Guide
  4. 4. © 1993 – 2017 Scrum.org All Rights Reserved • Founded in 2015, the DevOps Institute (DOI) is the global learning community for emerging DevOps practices. • DOI’s portfolio of competency based certifications provide individuals and organizations with the skills necessary to deliver ongoing customer value in a digital economy. The DevOps Institute 4
  5. 5. © 1993 – 2017 Scrum.org All Rights Reserved Would You Have Predicted These 4 Things? 5
  6. 6. © 1993 – 2017 Scrum.org All Rights Reserved 6 The Agile Accelerations • The Market • Digital Globalization • Mother Nature • Climate change, population growth • Technology (Moores Law) • Exponential increase in computing power
  7. 7. © 1993 – 2017 Scrum.org All Rights Reserved Agile / Scrum is the answer, right? 7
  8. 8. © 1993 – 2017 Scrum.org All Rights Reserved 8 Decision-Making in an Uncertain World Source: Stacey RD. Strategic Management and Organizational Dynamics: The Challenge of Complexity. 3rd ed. Harlow: Prentice Hall, 2002. Scrum uses an Empirical Approach to enable teams to work in this space
  9. 9. © 1993 – 2017 Scrum.org All Rights Reserved Deploy and Measure Build at Least Part Of It Evaluate Possible Solutions Understand Desired Outcomes Identify an Opportunity 9 An Empirical Approach - Inspect and Adapt (Transparency) Continue Until Happy 1 2 3 4 5
  10. 10. © 1993 – 2017 Scrum.org All Rights Reserved Iterative Incremental • Evolved since the early 90’s by Ken Schwaber & Jeff Sutherland • A lightweight framework • For Agile product delivery • With few, definite rules 10 Scrum 10 minutes to learn, a lifetime to master http://www.scrumguides.org
  11. 11. © 1993 – 2017 Scrum.org All Rights Reserved 11 Scrum Framework
  12. 12. © 1993 – 2017 Scrum.org All Rights Reserved But The Reality of Scrum is… 12 Water Scrum Fall
  13. 13. © 1993 – 2017 Scrum.org All Rights Reserved 13 Not Surprising Really… Project Management and funding lifecycles add complexity Service Management and Release Process are designed to slow stuff down
  14. 14. © 1993 – 2017 Scrum.org All Rights Reserved DevOps is the answer, right? 14
  15. 15. © 1993 – 2017 Scrum.org All Rights Reserved • At the Agile 2008 conference Andrew Clay Shafer and Patrick Debios discussed ‘Agile Infrastructure’ • Which led to DevOps Days in Belgium in 2009 15 DevOps Came From Agile DevOps Agile
  16. 16. © 1993 – 2017 Scrum.org All Rights Reserved 16 Initial Focus Was To Solve the Scrum / Agile Fall Problem • ApplyingAgile development approach to release management and infrastructure • Taking the practices of Continuous Integration and adding a deployment orientation • Led to Continuous Delivery Scrum Fall
  17. 17. © 1993 – 2017 Scrum.org All Rights Reserved While there are many interpretations of DevOps, the most commonly agreed upon definition is defined byWikipedia: A cultural and professional movement that stresses communication, collaboration and integration between software developers and IT operations professionals while automating the process of software delivery and infrastructure changes. DevOps strives to instill end to end organizational agility by increasing the flow and speed of downstream activities such as testing, security, infrastructure and operations 17 But then it grew…
  18. 18. © 1993 – 2017 Scrum.org All Rights Reserved 18 DevOps Values (Look Very Agile Hey ??) DevOps Values CULTURE AUTOMATION LEANMEASUREMENT SHARING
  19. 19. © 1993 – 2017 Scrum.org All Rights Reserved • ATitle • ATeam • ATool • Only Culture • Only Automation • NoOps • A replacement for Agile, ITSM, Lean, etc. 19 What DevOps is NOT API API API Ideas Design DevOps strives to instill end to end organizational agility and eliminate waste by increasing the flow and speed of downstream activities.
  20. 20. © 1993 – 2017 Scrum.org All Rights Reserved IT must continuously deliver value by bridging and improving almost every aspect of IT. •Internal IT challenges • IT must go faster, faster, faster without risking quality • Prior investments aren’t delivering end to end value • Agile SW development is good but isn’t delivering full value • ITSM processes are good but aren’t delivering full value • New automation is good but isn’t delivering full value • IT’s silo culture is constraining the value stream 20 What’s Driving DevOps Your biggest competitor may be a disruptive start-up Every business has become a software delivery business
  21. 21. © 1993 – 2017 Scrum.org All Rights Reserved IT’s Current Culture is DevOps’ Biggest Constraint 21 Source:Game ofThrones George RR Martin and HBO ITIL/ITSM Automation DevOps Agile Lean Testing Security CI/CD Seven Kingdoms of IT Everyone wants to sit on the IronThrone!
  22. 22. © 1993 – 2017 Scrum.org All Rights Reserved 22© 1993 – 2017 Scrum.org All Rights Reserved
  23. 23. © 1993 – 2017 Scrum.org All Rights Reserved We Know What Works… • Self-organizing teams – autonomous, cross-functional • Goal-seeking, but not prescriptive • Deliver working products in small increments • Learning by doing • Simple, transparent controls • Learning culture – wanting to share (osmosis) 23 https://hbr.org/1986/01/the-new-new-product-development-game
  24. 24. © 1993 – 2017 Scrum.org All Rights Reserved 24 Inspect and Adapt (Transparency) Deploy and Measure Build at Least Part Of It Evaluate Possible Solutions Understand Desired Outcomes Identify an Opportunity Continue Until Happy 1 2 3 4 5
  25. 25. © 1993 – 2017 Scrum.org All Rights Reserved • We see multiple examples of small, Agile teams integrated with operations and the business delivering value.. • Startups, Emergency Projects, Innovation Projects,Website refreshes, etc… • But do we see whole delivery organizations scale ? • We do have some examples, such as Spotify, Google, Intuit, etc.. • But even these organizations wrestle with scaling as well • And there are many reasons for this which can be grouped into • Legacy – Evolved complexity of the software / systems • People – Cultural norms, silos, management traditions and finance :-) • Market – Pressure on short term needs and lack of understanding by owners 25 But Does This Scale… ?
  26. 26. © 1993 – 2017 Scrum.org All Rights Reserved 26 We Can’t Fix It All… But We Build An Organization with People Who Can…
  27. 27. © 1993 – 2017 Scrum.org All Rights Reserved “Organizations which design systems are constrained to produce designs which are copies of the communication structures of these organizations.” In order to improve its systems and systems engineering capabilities, IT must also improve its communication structures by integrating practices across its competency network. 27 Conway’s Law – A Basic Precept of DevOps
  28. 28. © 1993 – 2017 Scrum.org All Rights Reserved It All Begins With Agile Teams 28
  29. 29. © 1993 – 2017 Scrum.org All Rights Reserved 29 Scrum Team • Self-organized • We do not tell them what to do, we tell them what outcomes we seek. • Has all the necessary skills to deliver the work • Is small 7 +/- 2 • Small enough that communication is not a huge overhead • Is safe • Feels empowered to make decisions without fear • Has a clear focus on outcomes • A clear vision for success with measurements • Can get stuff done • Supported by an organization that removes impediments
  30. 30. © 1993 – 2017 Scrum.org All Rights Reserved Easy to say, hard to do 30 Has All The Skills Necessary to Deliver the Work ! Front End, Back End Mobile Security, performance Operations and Infrastructure Release Management UX / Design Business / Customer knowledge Testing 7 + / - 2 People Dependencies
  31. 31. © 1993 – 2017 Scrum.org All Rights Reserved 31 Self-Organize to Form Teams What motivates people? 1. Autonomy 2. Mastery 3. Purpose Source: Daniel H. Pink, Drive:The Surprising Truth AboutWhat Motivates Us, Riverhead Hardcover, 2009 Form teams naturally with: • Team members who want change (Opt-in) • Team members who want to work together (self- organization) • Mutually-agreed commitments and decision processes (self- direction) But guided by business goals
  32. 32. © 1993 – 2017 Scrum.org All Rights Reserved 32 The Need For Comb Shaped Team Members http://www.irisclasson.com/wp-content/uploads/2013/07/skills.jpg
  33. 33. © 1993 – 2017 Scrum.org All Rights Reserved • Infrastructure • Supplier management • Automation • Architecture • User Experience 33 Enabled by Shared Services Agility is undermined by queues
  34. 34. © 1993 – 2017 Scrum.org All Rights Reserved 34 Supporting Teams - The Spotify Tribe Model • Squad similar to a Scrum Team • Tribe collection of Squads that work in a related area. Similar to a Nexus • Chapter, small family of people inside aTribe with similar skills • Guild is a community of practice crossTribe
  35. 35. © 1993 – 2017 Scrum.org All Rights Reserved Communities Connect People Across Teams To Share And Improve Team 1 Team 2 Team 1 Team 4 Team 3 Team 1 Team 2 Community • Share experiences and grow skills through immersion & pairing • Use peer coaching to share knowledge and increase professionalism, consistency • Remove common impediments
  36. 36. © 1993 – 2017 Scrum.org All Rights Reserved • Software delivery is more a craft than an engineering discipline • Applying the medieval model of apprentice – Journeyman – Master • Put’s a formal model around learning, mentoring ship and development • Can help formalize the role of community of practice and internal open source approaches • But, it is just one model that can help.. 36 Software Craftsman…
  37. 37. © 1993 – 2017 Scrum.org All Rights Reserved 37 What Do Those Communities Look Like ? Continuous Delivery Product Ownership Continuous Operations Continuous Development Security What aboutTesting ?
  38. 38. © 1993 – 2017 Scrum.org All Rights Reserved But What About Processes…. 38 Customer Product Owner Idea Product Backlog Developer SCM Dev tools Build Automated Tests Test Environments Testers Test Results Release Decision Stakeholders Business leaders, Marketing, Security, Ops, Legal, … Production Environments Deploy Automation supports competency
  39. 39. © 1993 – 2017 Scrum.org All Rights Reserved Continuous Delivery Product Ownership Continuous Operations Continuous Development Security 39
  40. 40. © 1993 – 2017 Scrum.org All Rights Reserved The Three Ways • The First Way – Flow • Increase the flow of work (left to right) • The Second Way – Feedback • Shorten feedback loops for continuous improvement (right to left) • TheThird Way – Continuous experimentation and learning • Create a culture that fosters • Experimentation, taking risks and learning from failure • Understanding that repetition and practice leads to mastery The Theory of Constraints is an important element of the Three Ways.
  41. 41. © 1993 – 2017 Scrum.org All Rights Reserved Automate as much as possible • Use test automation to enable quicker, cheaper releases • Use model driven development to ensure consistent, faster releases • If you have to do the same thing over and over again, step back and automate 41 Increase Automation
  42. 42. © 1993 – 2017 Scrum.org All Rights Reserved Tool Providers Also Recognize the Need for Alignment 42
  43. 43. © 1993 – 2017 Scrum.org All Rights Reserved 43 But How Do You Know You Have Won…
  44. 44. © 1993 – 2017 Scrum.org All Rights Reserved 44 DevOps Metrics That Matter Culture • Retention • Satisfaction • Callouts Process • Idea-to-cash • MTTR • Deliver time Quality • Tests passed • Tests failed • Best/worst Systems • Throughput • Uptime • Build times Activity • Commits • Tests run • Releases Impact • Signups • Checkouts • Revenue
  45. 45. © 1993 – 2017 Scrum.org All Rights Reserved Measure Outcomes. Measure Direct Evidence. Release frequency Release Stabilization CycleTime Installed Version Index Usage Index Innovation Rate Defect Density Revenue per Employee Product Cost Ratio Employee Satisfaction Customer Satisfaction 45
  46. 46. © 1993 – 2017 Scrum.org All Rights Reserved Continuous Delivery Product Ownership Continuous Operations Continuous Development Continuous Security AGILE 46
  47. 47. © 1993 – 2017 Scrum.org All Rights Reserved 47 Measurement Automation Product Ownership Continuous Development Continuous Delivery Continuous Security Continuous Operations Scrum ScrumOps
  48. 48. © 1993 – 2017 Scrum.org All Rights Reserved 48 The Journey of an IT Craftsman Continuous Delivery Product Ownership Continuous Operations Continuous Development Continuous Security AGILE The Competencies To Master
  49. 49. © 1993 – 2017 Scrum.org All Rights Reserved Thank You! 49

×