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DevOps Paradox: Going Faster Brings Higher Quality, Lower Costs, & Better Outcomes

Damon Edwards (DTO Solutions) presentation at Government Symposium by FedScoop and Red Hat in Pentagon City, VA on Nov 10, 2015

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DevOps Paradox: Going Faster Brings Higher Quality, Lower Costs, & Better Outcomes

  1. 1. DevOps Paradox: Going Faster Brings Higher Quality, Lower Costs, & Better Outcomes © DTO Solutions, Inc. Nov 10, 2015 ● Pentagon City, VA Damon Edwards Managing Partner DTO Solutions, Inc.
  2. 2. @damonedwards Damon Edwards damon@dtosolutions.com
  3. 3. I get to see a lot… DevOps Consulting Operational Improvement Tools
  4. 4. 30x 200x more frequent deployments faster lead times 60x 168x the change success rate faster mean time to recover (MTTR) 2x 50% more likely to exceed profitability, market share & productivity goals higher market capitalization growth over 3 years* Recent IT Performance Data is Compelling High performers compared to their peers… Data from 2014/2015 State of DevOps Report - https://puppetlabs.com/2015-devops-report
  5. 5. 30x 200x more frequent deployments faster lead times 60x 168x the change success rate faster mean time to recover (MTTR) 2x 50% more likely to exceed profitability, market share & productivity goals higher market capitalization growth over 3 years* Recent IT Performance Data is Compelling High performers compared to their peers… Faster Higher
 Quality More
 Effective Data from 2014/2015 State of DevOps Report - https://puppetlabs.com/2015-devops-report
  6. 6. 30x 200x more frequent deployments faster lead times 60x 168x the change success rate faster mean time to recover (MTTR) 2x 50% more likely to exceed profitability, market share & productivity goals higher market capitalization growth over 3 years* Recent IT Performance Data is Compelling High performers compared to their peers… Faster Higher
 Quality More
 Effective Data from 2014/2015 State of DevOps Report - https://puppetlabs.com/2015-devops-report
  7. 7. Data from 2014/2015 State of DevOps Report - https://puppetlabs.com/2015-devops-report
  8. 8. Data from 2014/2015 State of DevOps Report - https://puppetlabs.com/2015-devops-report ?!
  9. 9. Fast CheapGood “Pick Two!” Conventional Wisdom
  10. 10. Fast CheapGood “Pick Two!” Conventional Wisdom
  11. 11. Faster, Better, and Cheaper?
  12. 12. Faster, Better, and Cheaper?
  13. 13. Faster when labor is our largest cost 1 Start 12 mo. 1 111111111 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 Assumptions: Both groups are 30 people at $100/hr; backlogs are identical Group A Group B 8 “Units of Work” $6M total cost $750,000 per unit 24 “Units of Work” $6M total cost $250,000 per unit 45 days per “unit” 15 days per “unit”
  14. 14. Faster when labor is our largest cost 1 Start 12 mo. 1 111111111 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 Assumptions: Both groups are 30 people at $100/hr; backlogs are identical Group A Group B 8 “Units of Work” $6M total cost $750,000 per unit 24 “Units of Work” $6M total cost $250,000 per unit 45 days per “unit” 15 days per “unit”
  15. 15. Faster, Better, and Cheaper?
  16. 16. Faster, Better, and Cheaper?
  17. 17. "In the Lean community, there is a deeply held belief that lead time is one of the best predictors of quality, customer satisfaction and employee happiness. And what we found in our benchmarking work of over 20,000 IT professionals is that it is absolutely true for the technology value stream, as well.” Gene Kim
  18. 18. "The data shows that throughput and stability metrics move in tandem — effectively not supporting ITIL claims that tradeoffs should be made in throughput in order to get stability. The pattern of needing to trade throughput for stability simply doesn't appear in the data.” Nicole Forsgren
  19. 19. How about some anecdotal proof?
  20. 20. But let’s not talk unicorns…
  21. 21. devopsenterprise.ioLet’s talk horses
  22. 22. Nordstrom Courtney Kissler
  23. 23. Nordstrom Courtney Kissler “The DevOps journey began when Nordstrom stopped optimizing for cost, and instead started optimizing for delivery speed.”
  24. 24. CSG Scott Prugh
  25. 25. CSG Scott Prugh
  26. 26. Why does this work?
  27. 27. Why does this work? Fast Feedback
  28. 28. Benefits of focusing on Fast Feedback • Errors are caught sooner when they are cheaper to fix (less rework)
  29. 29. Benefits of focusing on Fast Feedback • Errors are caught sooner when they are cheaper to fix (less rework)
  30. 30. Benefits of focusing on Fast Feedback • Errors are caught sooner when they are cheaper to fix (less rework)
  31. 31. Benefits of focusing on Fast Feedback • Encourages working in smaller batches (less simultaneous moving parts.. quick diagnosis and fix) • Encourages get really good at getting through the lifecycle (lower the “transaction” cost) • Errors are caught sooner when they are cheaper to fix (less rework)
  32. 32. Benefits of focusing on Fast Feedback • Encourages working in smaller batches (less simultaneous moving parts.. quick diagnosis and fix) • Encourages get really good at getting through the lifecycle (lower the “transaction” cost) • Organization learns faster at all levels (“good at getting better”) • Errors are caught sooner when they are cheaper to fix (less rework)
  33. 33. Benefits of focusing on Fast Feedback • Encourages working in smaller batches (less simultaneous moving parts.. quick diagnosis and fix) • Encourages get really good at getting through the lifecycle (lower the “transaction” cost) • Organization learns faster at all levels (“good at getting better”) • Errors are caught sooner when they are cheaper to fix (less rework)
  34. 34. Benefits of focusing on Fast Feedback • Encourages working in smaller batches (less simultaneous moving parts.. quick diagnosis and fix) • Encourages get really good at getting through the lifecycle (lower the “transaction” cost) • Organization learns faster at all levels (“good at getting better”) Faster feedback means… higher quality, less rework, shorter cycle times, and lower costs. • Errors are caught sooner when they are cheaper to fix (less rework)
  35. 35. But how do we actually do that?
  36. 36. Simple System vs Complex System
  37. 37. Simple System vs Complex System •Can be understood by reducing it to a set of simpler parts •Can have complete information about it
  38. 38. Simple System vs Complex System •Can be understood by reducing it to a set of simpler parts •Can have complete information about it •Can perfectly predict behavior and consequences of changes
  39. 39. Simple System vs Complex System •Can’t be understood by reducing it to a set of simpler understandable parts •Can’t have complete / prefect information about it •Can be understood by reducing it to a set of simpler parts •Can have complete information about it •Can perfectly predict behavior and consequences of changes
  40. 40. Simple System vs Complex System •Can’t be understood by reducing it to a set of simpler understandable parts •Can’t have complete / prefect information about it •Can’t perfectly predict behavior and consequences of changes •Can be understood by reducing it to a set of simpler parts •Can have complete information about it •Can perfectly predict behavior and consequences of changes
  41. 41. Your organization is a complex system2
  42. 42. Your organization is a complex system2 Complex System
  43. 43. Your organization is a complex system2 Complex System Complex System interacting with a
  44. 44. Your organization is a complex system2 Complex System Complex System interacting with a
  45. 45. Your organization is a complex system2 Complex System Complex System interacting with a
  46. 46. Silos are the #1 enemy of throughput and quality Dev Release OpsPlanning
  47. 47. Silos are the #1 enemy of throughput and quality Dev Release OpsPlanning
  48. 48. Silos are the #1 enemy of throughput and quality Dev Release OpsPlanning Handoff ! Handoff ! Handoff !
  49. 49. Silos are the #1 enemy of throughput and quality Dev Release OpsPlanning Application Knowledge Handoff ! Handoff ! Handoff !
  50. 50. Silos are the #1 enemy of throughput and quality Dev Release OpsPlanning Application Knowledge Operational Knowledge Handoff ! Handoff ! Handoff !
  51. 51. Silos are the #1 enemy of throughput and quality Dev Release OpsPlanning Application Knowledge Operational Knowledge Business Intent Handoff ! Handoff ! Handoff !
  52. 52. Silos are the #1 enemy of throughput and quality Dev Release OpsPlanning Application Knowledge Operational Knowledge Business Intent Handoff ! Handoff ! Handoff ! Ownership but limited Accountability
  53. 53. Silos are the #1 enemy of throughput and quality Dev Release OpsPlanning Application Knowledge Operational Knowledge Business Intent Handoff ! Handoff ! Handoff ! Ownership but limited Accountability Accountability but no Ownership
  54. 54. Your organization is a complex system2 Complex System Complex System interacting with a
  55. 55. Start Finish The “Big Bang” Transformation Dream
  56. 56. Start Finish Fear Panic Abort Maybe The “Big Bang” Transformation Reality
  57. 57. Start Finish Fear Panic Abort Maybe People revert to legacy behaviors The “Big Bang” Transformation Reality
  58. 58. Start Finish Fear Panic Abort Maybe People revert to legacy behaviors “Finish” ● Same as before ● Money/time wasted ● More fear of change The “Big Bang” Transformation Reality
  59. 59. Your organization is a complex system2 Complex System Complex System interacting with a Big Bang “Sliver Bullet”
  60. 60. Your organization is a complex system2 Complex System Complex System interacting with a Big Bang “Sliver Bullet”
  61. 61. Start Finish Start Finish “Big Bang” Continuous Improvement Fear Panic Abort Maybe Replace the “Big J” with “Little J’s”
  62. 62. Your organization is a complex system2 Complex System Complex System interacting with a The only way to fix a sufficiently complex system is to create the conditions for the system to fix itself.
  63. 63. You need an Improvement System
  64. 64. You need an Improvement System ● Not for your technology ● Not to build individual skills
  65. 65. You need an Improvement System ● Not for your technology ● Not to build individual skills ● … but for how your organization works
  66. 66. You need an Improvement System ● Not for your technology ● Not to build individual skills ● … but for how your organization works
  67. 67. You need an Improvement System ● Not for your technology ● Not to build individual skills ● … but for how your organization works in the context of
  68. 68. Make it Repeatable and Sustainable Improvement System is going to have to…
  69. 69. Make it Repeatable and Sustainable •Scale quickly •Span multiple organizational boundaries Improvement System is going to have to…
  70. 70. Make it Repeatable and Sustainable •Scale quickly •Span multiple organizational boundaries •Keep improvement efforts aligned Improvement System is going to have to…
  71. 71. Make it Repeatable and Sustainable •Scale quickly •Span multiple organizational boundaries •Keep improvement efforts aligned •Work with substantial numbers of legacy technologies Improvement System is going to have to…
  72. 72. Make it Repeatable and Sustainable •Scale quickly •Span multiple organizational boundaries •Keep improvement efforts aligned •Work with substantial numbers of legacy technologies •Develop existing staff in mass Improvement System is going to have to…
  73. 73. Make it Repeatable and Sustainable •Scale quickly •Span multiple organizational boundaries •Keep improvement efforts aligned •Work with substantial numbers of legacy technologies •Develop existing staff in mass •Be self-funding after initial seed investment Improvement System is going to have to…
  74. 74. Example: “DevOps Kaizen” Value Stream Mapping Retrospectives / Planning Service Delivery Metrics Systems Thinking Improvement Kata
  75. 75. Provides a mechanism to introduce new ideas Improvement System DevOps Kaizen Design Patterns
  76. 76. Examples of DevOps Patterns Continuous Delivery Everything in SDLCTesting in Production Infrastructure as Code Blameless Post Mortems Service Aligned Org Ops as a Service ChatOps Prod-like Dev Environments
  77. 77. Recommended Reading
  78. 78. Want to talk Improvement Systems or DevOps? @damonedwards damon@dtosolutions.com Federal Agencies can also contact: Peter O'Donoghue podonoghue@csgov.com

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Damon Edwards (DTO Solutions) presentation at Government Symposium by FedScoop and Red Hat in Pentagon City, VA on Nov 10, 2015

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