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Chocolate, LEGO and Scrum Jambalaya at SGNOLA2014

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Chocolate, LEGO and Scrum Jambalaya ( introduction to DevOps simulation game) has been presented by Dana Pylayeva and Bryan Beecham #SGNOLA 2014

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Chocolate, LEGO and Scrum Jambalaya at SGNOLA2014

  1. 1. Dana Pylayeva, Bryan Beecham Chocolate, LEGO and Scrum Jambalaya
  2. 2. Chocolate, LEGO and Scrum Jambalaya What is this all about? @DanaPylayeva, @BillyGarnet
  3. 3. Dana Pylayeva Scrum Master and ThinkShare host at Rakuten Marketing. Survived 2 years of managing DBAs (and fighting production fires on 60TB) Top 3 on my list: Continuous learning (through people, places and experiences) Flexibility (through Agile and Yoga) Fun (as defined by Nicole Lazzaro) @DanaPylayeva, @BillyGarnet
  4. 4. Bryan Beecham Agile Coach and Trainer at Iceberg Ideas Inc. Learned to code on a Commodore VIC-20 (with 3583 bytes of RAM) Top 3 on my list: Get one thing done every day Learn one new thing every day Do one thing for someone else every day @DanaPylayeva, @BillyGarnet
  5. 5. Inspiration @DanaPylayeva, @BillyGarnet
  6. 6. Scrum framework @DanaPylayeva, @BillyGarnet
  7. 7. What happens when production releases are limited? Work in Progress ( WIP) @DanaPylayeva, @BillyGarnet
  8. 8. From local optimization to global degradation? Production D E V D E V Customers @DanaPylayeva, @BillyGarnet
  9. 9. Deployments results in post-deployment chaos and disruption. @DanaPylayeva, @BillyGarnet
  10. 10. Is there a conflict of interest? Customers @DanaPylayeva, @BillyGarnet
  11. 11. What is the problem? “The velocity of change in business requirements is undeniably increasing at a frightening rate for those organizations unable to keep pace” The Seven Habits Of Highly Effective DevOps by Glenn O’Donnell and Kurt Bittner, Forrester Research, Inc, September 3, 2013 @DanaPylayeva, @BillyGarnet
  12. 12. A change again? @DanaPylayeva, @BillyGarnet
  13. 13. We must change to survive! To change is to change twice: Source: "The forgotten half of change“, L. de Brabandere Changing Perception Time Change Changing Reality Change Time CREATIVITYINNOVATION @DanaPylayeva, @BillyGarnet
  14. 14. What is The Goal? @DanaPylayeva, @BillyGarnet
  15. 15. Theory of constraints - Systems thinking 1. Identify the system's constraint(s) 2. Decide how to exploit the system's constraint(s) 3. Subordinate everything else to the above decision (align the whole system or organization to support the decision made above) 4. Elevate the system's constraint(s) (make other major changes needed to increase the constraint's capacity) 5. Warning! If in the previous steps a constraint has been broken, go back to step 1, but do not allow inertia to cause a system's constraint. @DanaPylayeva, @BillyGarnet
  16. 16. Theory of constraints - Systems thinking 1. Identify the system's constraint(s) 2. Decide how to exploit the system's constraint(s) 3. Subordinate everything else to the above decision (align the whole system or organization to support the decision made above) 4. Elevate the system's constraint(s) (make other major changes needed to increase the constraint's capacity) 5. Warning! If in the previous steps a constraint has been broken, go back to step 1, but do not allow inertia to cause a system's constraint. @DanaPylayeva, @BillyGarnet
  17. 17. Theory of constraints - Systems thinking 1. Identify the system's constraint(s) 2. Decide how to exploit the system's constraint(s) 3. Subordinate everything else to the above decision (align the whole system or organization to support the decision made above) 4. Elevate the system's constraint(s) (make other major changes needed to increase the constraint's capacity) 5. Warning! If in the previous steps a constraint has been broken, go back to step 1, but do not allow inertia to cause a system's constraint. @DanaPylayeva, @BillyGarnet
  18. 18. Theory of constraints - Systems thinking 1. Identify the system's constraint(s) 2. Decide how to exploit the system's constraint(s) 3. Subordinate everything else to the above decision (align the whole system or organization to support the decision made above) 4. Elevate the system's constraint(s) (make other major changes needed to increase the constraint's capacity) 5. Warning! If in the previous steps a constraint has been broken, go back to step 1, but do not allow inertia to cause a system's constraint. @DanaPylayeva, @BillyGarnet
  19. 19. Theory of constraints - Systems thinking 1. Identify the system's constraint(s) 2. Decide how to exploit the system's constraint(s) 3. Subordinate everything else to the above decision (align the whole system or organization to support the decision made above) 4. Elevate the system's constraint(s) (make other major changes needed to increase the constraint's capacity) 5. Warning! If in the previous steps a constraint has been broken, go back to step 1, but do not allow inertia to cause a system's constraint. @DanaPylayeva, @BillyGarnet
  20. 20. Different kinds of bottlenecks? @DanaPylayeva, @BillyGarnet
  21. 21. Truly cross functional teams – expand your skills! @DanaPylayeva, @BillyGarnet
  22. 22. Invite Ops to your Scrum team! Next Sprint! @DanaPylayeva, @BillyGarnet
  23. 23. Simplify deployments with automation O P S O P S @DanaPylayeva, @BillyGarnet
  24. 24. The Three Ways “The First Way, helps us understand how to create fast flow of work as it moves from Development into IT Operations, because that’s what’s between the business and the customer.” @DanaPylayeva, @BillyGarnet
  25. 25. The Three Ways “The Second Way shows us how to shorten and amplify feedback loops, so we can fix quality at the source and avoid rework. “ @DanaPylayeva, @BillyGarnet
  26. 26. The Three Ways “The Third Way shows us how to create a culture that simultaneously fosters experimentation, learning from failure, and understanding that repetitions and practice are the prerequisites to mastery.” @DanaPylayeva, @BillyGarnet
  27. 27. @DanaPylayeva, @BillyGarnet
  28. 28. Using games for education and learning @DanaPylayeva, @BillyGarnet
  29. 29. Incorporating four types of fun • Easy fun • Hard fun • People fun • Serious fun Source: Nicole Lazzaro http://xeodesign.com/xeodesign_whyweplaygames.pdf @DanaPylayeva, @BillyGarnet
  30. 30. Welcome to the Magic Circle! - a boundary that divides the world of the game from the real world - the rules of the game matter not the rules of the real world @DanaPylayeva, @BillyGarnet
  31. 31. Treats4U.com simulation framework: •Three sister companies compete in a global market. •Scrum framework •Product: 1) LEGO animal 2) 2 candies •Value of products fluctuates based on market demands. The company that delivers the most value wins! @DanaPylayeva, @BillyGarnet
  32. 32. Introducing the team: @DanaPylayeva, @BillyGarnet
  33. 33. Let the fun begin! @DanaPylayeva, @BillyGarnet
  34. 34. What did you think? bryan@icebergideas.com @BillyGarnet dana.pylayeva@mail.rakuten.com @DanaPylayeva How can we improve this session?

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