Selling DevOps style


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Fun look at Promoting DevOps in the Enterprise

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  • The Nature “Viral adoption” is unpredictable and contagious…DevOps as a IT industry phenomenon makes universal sense…but depending where you sit in the Traditional Enterprise IT practice and the pain issues.
  • DevOps Enterprise discussions need to make sure there is clarity in all 3 stages of a Successful and Sustainable adoption.Compelling Pain – What and where is the energy coming from that is encouraging a DevOps conversation… - What are the “Current State” drivers that can help drive “behavior and process change” discussions.Compelling Opportunity – Is there a “high profile or high value” project that can be the “pilot” for a different model?Is there a funded project with reasonable “Time, Resources, Reward, Value and Support” to experiment with?Is there a planned retrospective that can compare old v. new, traditional v. modern, flexibility v. inflexibility, etc…Compelling Roadmap – Is there a corporate initiative, champion, urgency that can access value and success?Is the enough structure and support to standardize and adopt integration/hybrid practices.Is there a “voice or a single figure” who embodies the transformation efforts (a benevolent dictator) to resolve roadblocks
  • People discussing DevOps need to remember that there is 30+ years of IT tradition, practices and careers that can blindly and unknowingly resist the ideas and values that DevOps promotes.Processes change discussions can cause fear and frustration when talking about the process the “is” driving the business todayProducts and tool chains can have profound “affinity and loyalty” with individuals because they are comfortable, knowledgeable and proficient with the established tools…even if the lifecycle of value has long passed Practitioners – need to become more cross-discipline and total process knowledgeableManagers – need to maximize efficiency, collaboration, adaptability and team development to help the businessExecutives – need to invest in processes that provide the “business” with software driven advantages and growth
  • Enterprise DevOps discussion can go many different ways but in my opinion…A successful Enterprise DevOps discussion needs to transition from exploration to standardization across all 3 layers and involve ALL personas!
  • Practitioner sponsored DevOps tends to focuses on… Direct relationship collaboration and problem solving This can drivestrong IT loyalties and “favor-based” networks…that can produce “silos” down the roadStage by stage enablement within the “IT” organization It tends to involve business teams “after the fact” and supports the idea of simply a “Lower Cost-center” IT modelInnovations, knowledge and information tend to “live” and are celebrated “in the moment” by “clever” owner/innovatorsHistory, Processes and Long-term sustainability are often “devalued” as new found flexibility is over-exercised
  • Team leaders tend to focus…Their group and “the” project creating unique environments for successTeam leaders need to invest in “changing” practices for all groups to benefit from their effortsTeams to be competitive and even combative when confronted by established projects, legacy systems and traditional practicesIn the earliest stages “new” processes are “most” vulnerable and can be sabotaged and disrupted…making success impossible. Avoid threatening the established status quo openly. Lead by example and “invite” others to join. Teams can be “inspired” to do things differently…But you are not fighting internal teams…Your are one (IT) team enabling “business technologies” to help your “business teams” to compete and achieve success
  • Executives tend to focus on Culture leaders - Inspiring people to change and follow with great ideas and vision Often because the system and current practice seem to be change-resistant and innovation-killing by default Process leaders - Give voice to the evolution that appears to be driving the efforts from various process improvementsTend to look internal to incremental changes that can drive “segment” specific optimizations Technical leaders – Can drive system wide changes that have huge potential But with the support of the IT culture or pacing the cadence of changes they can end up frustrating the organization
  • Know who and what you are (and are not) dealing with in a DevOps conversation….Drive for standardization over time and across the organization….
  • Budgets, investment, buy-in and support has to grow as DevOps evolves to eventually become a “BUSINESS” value…
  • From a Project, Leader and Developer perspective Waterfall is much more high-risk and costly…
  • Selling DevOps style

    1. 1. DevOps StylePaul Peissner v5aPlease use this with the DevOps Style Survey at
    2. 2. DevOps StyleA New IT Model Thats Gaining TractionThis was designed to be taken with the DevOps Style Survey at
    3. 3. Selling ‘Just-Enough’ DevOpsIs there…• Vision & Awareness• Compelling Events• Support & SustainabilityDon’t try to boil the ocean…Do you have…• Driving Pain or Need• Means & Motive• Champions & Sponsors
    4. 4. 3 Layers & 3 Roles in Enterprise DevOps• People & Culture• Process & Flows• Products & Tools• Practitioners (Engineer, etc..)• Managers/Team leaders• Executives/Line of Bus.Know what you want to do and who needs to be involved…IT Layers… IT Roles…
    5. 5. PeopleCultureProcessFlowsProductsTool-chainsPractitioner Mgr/Leader Exec/LOBPlaying Enterprise DevOps - Tic Tac ToeDefine “your” success…STANDARIZATIONExploration
    6. 6. PeopleCultureProcessFlowsProductsTool-chainsPractitioner Mgr/Leader Exec/LOBMe/Myself- PracticePersonal EducationSocialize CollaborationCross-team trainingsExplore beyond legacyCollaboration CoachingInnovative pilots& new hybrid flowsPlaying Enterprise DevOps - Tic Tac ToeIs it just another “special silo”or is it viral DevOps success?
    7. 7. PeopleCultureProcessFlowsProductsTool-chainsPractitioner Mgr/Leader Exec/LOBPlaying Enterprise DevOps - Tic Tac ToeDevOpsLegacyUs vs. Them- Project(s)Avoid fighting with the 30 year old,800 pound, legacy gorilla, if you can!Personal EducationSocialize CollaborationCross-team trainingsExplore beyond legacyCollaboration CoachingInnovative pilots& new hybrid flows
    8. 8. PeopleCultureProcessFlowsProductsTool-chainsPractitioner Mgr/Leader Exec/LOBPlaying Enterprise DevOps - Tic Tac ToeCorp Initiative- New IT ModelsSystemsThinkingLeadershipLeaders & innovation can bedestroyed when there is no support!Personal EducationSocialize CollaborationCross-team trainingsExplore beyond legacyCollaboration CoachingInnovative pilots& new hybrid flows
    9. 9. SystemsThinkingLeadershipPersonal EducationSocialize CollaborationCollaboration CoachingInnovative pilots& new hybrid flowsPeopleCultureProcessFlowsProductsTool-chainsPractitioner Mgr/Leader Exec/LOBMe/Myself- PracticeUs vs. Them- Project(s)Corp Initiative- New IT ModelsPlaying Enterprise DevOps - Tic Tac ToeSTANDARIZATIONExplorationLegacyDevOpsWhat is DevOps success?You, team, dept., company?Cross-team trainingsExplore beyond legacy
    10. 10. The BIG “CHANGE” Challenges• Software, Technologies, Architectures…• Methodologies, Processes, Deployment modes…• Organizational structures, IT responsibilities, IT reward systems…• Business models, customer needs, market dynamics, security…• Established practices, routines, legacy systems, incumbent projects…• Blind-spots, Schools of thought, legacy Best-Practice, dated knowledge…• Protecting vested interests, politics, loyalties and fear of the unknown…• Executives vs. Employees (Too much, too little, too fast, too slow, unneeded, critical, viral…)• R&D / Development vs. the Business teams (Needs more, needs less, new direction…)   Be patient,Win support, in the right time and the right way!Change-inevitable evolutions Change-resistant (organizational) tendencies Change-balancing tensions – Change Cadences & Needed Stability
    11. 11. The BIG “Culture and Community” ChallengesManaging 4 Types of Work Exploring flexible Agile modelsBusiness Projects & Internal Projects Scrum, Kanban,Planned Changes & Unplanned Changes Lean, XP, Scrumfall…- Unplanned Changes Lean, XP, Kanban?Business Projects- Planned Changes Scrum, Scrumfall, Lean?Internal Projects- Unplanned Changes Kanban?Community Motivation / Culture Shaping1. WHAT – Provides logical process guidelines – Efficiency & skills mastery2. HOW – Empowers ownership and innovation – Effectiveness & collaboration3. WHY – Evokes emotion and vision loyalty – Motivation & significanceCommunity vs. Culture• Community – group of people…• Culture – the shared values and beliefs …Simon Sinek’sGolden Circle
    12. 12. Cultural Transformation in the EnterpriseThe BIG “Culture and Community” ChallengesCommunity vs. Culture• Community – group of people…• Culture – the shared values and beliefs …1. Core VALUES2. Business benefiting GOALSthat align with your values3. PRACTICES, PROCESSES & FLOWSthat support your goals4. PEOPLE, SKILLS and NEW REWARD SYSTEMSthat can support the practices, processes and flowsManaging “Power” Transitions(Collaborative vs. defensive/competitive)Monitor and evaluate the adapting and changing culturesDefineEstablished vs. Emerging(Communities, Cultures and Beliefs)
    13. 13. Typical feature “use” oftraditional BIG softwareStandish Group StudyReported at XP2002By Jim Johnson ChairmanThe BIG Traditional Software Challenges…(Waterfall, Complex Mega-projects & Feature-rich Legacy Apps)
    14. 14. Limit Scope, Optimize Dev & Teach the businessAgile’s iterative cycles andthe “chunking” efforts……helps developmentand the business toprioritize for the best ROI……and know when to stop!
    15. 15. Agile – Process Alignment (Development & Customers)The Lean StartupSteve Blank and Eric RiesCustomerDevelopmentAgile ProductDevelopment
    16. 16. Some Agile / DevOps Innovation Ideas to considerBig picture – systems fixing is the slowest but best way to change the organizationLeverage “systems thinking” and…• Re-use existing assets or processes in new, improved or novel ways…• Re-use projects templates, resources and build inter-related,self-reinforcing eco-systems. Avoid building one-off, net-new orstand alone projects• Support and promote ideas that “create value” for existingofferings/markets• Avoid “new non-aligned” widgets that promote random and“zone” disrupting (less continuous train-of-thought). The lackof continuous (flowing) innovation can have a long-term impact• Involve business users in design and developmentconversations – teach them about software capabilities• Address individual issues and then figure out how to fit themtogether
    17. 17. What is your organization ready to address?1) Agile IT culture enablement– Open Source & Tools, Collaboration, EDU. & Vision2) IT process alignment– Integrations, Training, Process & Standardization3) IT performance optimization– Pilots, Coaching, Simplify Platforms/System flows4) Business Value and/or Business Growth- Dev Code re-use, project templates, process optimization …- Ops automation, monitoring, standardization & simplification…Corporate EffortAmount of organizational support neededBusiness ROIVisible Business value and benefits$
    18. 18. Going Viral – Getting Support and Buy-inExample: Agile / DevOps 2- Way Agreement (Leader to a Developer)Company-wide…- we’re investing in Software to drive a high value ROI- we’re embracing Agile (DevOps) to drive hyper-productivityAs a team leader…- I will promote, preserve and enhance our team and…• Protect our team’s knowledge and learnings for years to come…• …for the sake of our future needs - the org., users and not-yet-hired co-workers- I will invest in your Agile (DevOps) developmentAs a developer…- even if we fail…your NEW skillswill be of high “career” value123
    19. 19. DevOps StyleHave fun…You may find the DevOps Style Survey helpful too…