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Succeeding with DevOps Mk2

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It seems almost impossible to hide from extravagant claims about DevOps; bring operations and development together and you're almost guaranteed improved resilience, speed of execution, and quality - all at reduced cost.  In reality just starting, never mind sustaining, DevOps ways of working is challenging.  One reason is that IT seldom exists in isolation; it interfaces, and interferes, with many parts of the business. Focus solely on Dev and Ops teams at your peril.
This talk explores why those external factors are critical to the success of DevOps, what can be done to encourage them, and how developing a DevOps culture can help, or hinder, the wider organisation. 

Published in: Software
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Succeeding with DevOps Mk2

  1. 1. Succeeding with DevOps; it's not about DevOps. John Clapham It seems almost impossible to hide from extravagant claims about DevOps; bring operations and development together and you're almost guaranteed improved resilience, speed of execution, and quality - all at reduced cost. In reality just starting, never mind sustaining, DevOps ways of working is challenging. One reason is that IT seldom exists in isolation; it interfaces, and interferes, with many parts of the business. This talk explores why those external factors are critical to the success of DevOps, what can be done to encourage them, and how developing a DevOps culture can help, or hinder, the wider organisation.
  2. 2. John Clapham @JohnC_Bristol Cotelic www.cotelic.uk Succeeding with DevOps; it's not about DevOps
  3. 3. When adopting, or evolving DevOps it is tempting to focus just on tech and those two teams… Dev Ops
  4. 4. Narrow focus on Development and Operations has risks:
  5. 5. Narrow focus on Development and Operations has risks: - Over optimisation in one area sub-optimises the system
  6. 6. Narrow focus on Development and Operations has risks: - Over optimisation in one area sub-optimises the system - Efficiency gains may be useless if other systems don’t change.
  7. 7. Narrow focus on Development and Operations has risks: - Over optimisation in one area sub-optimises the system - Efficiency gains may be useless if other systems don’t change. - Closer connections between groups may weaken other connections, leading to new silos.
  8. 8. Design (Product, UX) Build (Dev) Run (Ops) Idea! Customer
  9. 9. Design (Product, UX) Build (Dev) Run (Ops) Idea! Customer Agile
  10. 10. Design (Product, UX) Build (Dev) Run (Ops) Idea! Customer Agile !
  11. 11. Design (Product, UX) Build (Dev) Run (Ops) Idea! Customer DevOps (Epoch 1)
  12. 12. Design (Product, UX) Build (Dev) Run (Ops) Idea! Customer DevOps (Epoch 1) !
  13. 13. Design (Product, UX) Build (Dev) Run (Ops) Idea! Customer DevOps (Epoch 2)
  14. 14. Design (Product, UX) Build (Dev) Run (Ops) Idea! Customer DevOps (Epoch 2) Win!
  15. 15. Our sociotechnical systems are more like nature’s eco-systems than the manufacturing systems we often discuss.
  16. 16. A well intentioned goal…
  17. 17. A well intentioned goal… …an unanticipated outcome
  18. 18. Our business is to make our teams great, without unknowingly compromising other parts of the system.
  19. 19. 1. Understand your organisation’s goal https://www.flickr.com/photos/sovietuk/2499720301
  20. 20. The elevator test: Can you explain the goal in a short journey between floors?
  21. 21. Public goals are crucial rally points…
  22. 22. Public goals are crucial rally points… …encouraging feedback, conversation and contribution
  23. 23. Striving for Continuous Delivery joins up the whole organisation.
  24. 24. Empower teams to measure progress towards their goals https://www.flickr.com/photos/thomashawk/171141073/ https://www.flickr.com/photos/suckamc/2047005694/
  25. 25. 2. Know your impact on the system https://www.flickr.com/photos/turbojoe/421680689
  26. 26. What do other departments expect?
  27. 27. https://www.flickr.com/photos/tombricker/8641228250
  28. 28. We give them…
  29. 29. We give them… Roll back!
  30. 30. https://www.flickr.com/photos/jvk/6721198/in/photostream/ https://www.flickr.com/photos/p2puniversity/6869896417
  31. 31. In pursuit of DevOps we are asking for drastic changes to roles, behaviours, and relationships… …although sometimes we don’t ask, we expect.
  32. 32. 3. Prepare for change https://www.flickr.com/photos/arthurjohnpicton/4383221264/
  33. 33. "The curse of knowledge: better-informed people find it difficult to think about problems from the perspective of lesser-informed people.“
  34. 34. Kubler-Ross Change Curve
  35. 35. - We take time to get used to new ideas.
  36. 36. Roger’s innovation & Adoption Curve.
  37. 37. - We take time to get used to new ideas. - We react to change by stalling, supporting or suppressing.
  38. 38. David Viney - J Curve Effect observed in change.
  39. 39. - We take time to get used to new ideas. - We react to change by stalling, supporting or suppressing. - Our appetite for risk determines our pace of change.
  40. 40. TL;DR? - Consider people’s reaction to change, use feedback, take a community approach.
  41. 41. 4. Prepare to change yourself. https://www.flickr.com/photos/100915417@N07/9625565178
  42. 42. “Progress is impossible without change, and those who cannot change their minds cannot change anything” - George Bernard Shaw
  43. 43. DevOps is not just about new thinking, its about renewal… …a little self awareness goes a long way
  44. 44. Sir, are you aware your bonus system is driving teams apart?
  45. 45. 3. Learn how to learn https://www.flickr.com/photos/59104528@N08/6015476029/
  46. 46. Generative (Performance oriented culture) - High Cooperation - Messengers Trained - Risks are shared - Bridging Encouraged - Failure leads to enquiry - Westrum’s Topology Of Organisational Culture (excerpt)
  47. 47. Listen, diversely…
  48. 48. Reflections… http://www.flickr.com/photos/uk_pictures/3483034558/
  49. 49. Dev OpsDevOps !=
  50. 50. What is good for your team, isn’t necessarily good for the organisation...
  51. 51. 1. Understand your organisation’s goal …so teams can pull in the same direction
  52. 52. 1. Understand your organisation’s goal …so teams can pull in the same direction 2. Know your impact on the system …do your actions help or hinder?
  53. 53. 1. Understand your organisation’s goal …so teams can pull in the same direction 2. Know your impact on the system …do your actions help or hinder? 3. Prepare for change …to speed adoption and improve engagement
  54. 54. 1. Understand your organisation’s goal …so teams can pull in the same direction 2. Know your impact on the system …do your actions help or hinder? 3. Prepare for change …to speed adoption and improve engagement 4. Learn how to learn – system wide …in order to continuously improve
  55. 55. Questions?
  56. 56. John Clapham @JohnC_Bristol Cotelic www.cotelic.uk Thanks!
  57. 57. References… My blog, Erratic Mumblings: http://johnclapham.wordpress.com/ Slideshare: http://www.slideshare.net/john.clapham/presentations The Kubler-Ross Model http://www.managetrainlearn.com/page/kubler-ross-model Roger’s Adoption Curve http://www.valuebasedmanagement.net/methods_rogers_innovation_adoption_curve.html David Viney, J Curve (Book) – “The Intranet Portal Guide: How to Make the Business Case for a Corporate Portal, Then Successfully Deliver”

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