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DevOps Roller Coaster
ChefConf 2014 – Rob Cummings – @opsrob
Infrastructure Engineering – Nordstrom
https://flic.kr/p/mnbf5
Agenda
• Why CD/DevOps?
• Enterprise scale
change is hard
• One way Nordstrom
is driving change
• Lessons learned
• Rob Cummings - @opsrob
• Worked for Bose, EMC, Accenture, and
Nordstrom in operations roles over the past
16 years.
• To...
Why take the roller coaster ride?
DevOps and CD in the enterprise.
Changing an enterprise is hard.
And that is ok, it is supposed to be.
(an exercise in empathy)
Accountable for
repeatable and
predictable
performance
Optimized for
incremental
change
www.flickr.com/photos/26782864@N00...
https://flic.kr/p/8P394p
Your org is a
performance
engine.
The performance engine has
probably tried to change.
Probably didn’t work out so well.
http://www.flickr.com/photos/braintoad/2504094983/
1964
http://www.flickr.com/photos/monojussi/7598292754/
http://www.flickr.com/photos/55593929@N00/575999466/1968
1974
“Innovation may very well signify the
future, but the performance engine is
the proven foundation, and if it
crumbles, the...
So, how do we change?
Science!
Innovators
2.5%
Early Adopters
13.5%
Early Majority
34%
Late Majority
34%
Laggards
16%
The
Chasm
Rogers Innovation Adoptio...
Innovators
2.5%
Early Adopters
13.5%
Early Majority
34%
Late Majority
34%
Laggards
16%
The
Chasm
Adopters
Time
Rogers Inno...
…57 years later
http://www.forbes.com/sites/margiewarrell/2014/03/25/culture-of-courage/
“With the latest Gallup figures c...
Innovators
2.5%
Early Adopters
13.5%
Early Majority
34%
Late Majority
34%
Laggards
16%
The
Chasm
Rogers Innovation Adoptio...
One way Nordstrom is
approaching this
Full stack team of early adopters
http://www.flickr.com/photos/7603557@N08/7323995580/
Cherry picked a team:
Devlopers (vocal)
QA Tester (mentoring)
SysAdmi...
Challenge: Empowerment
Goats and Fences
http://www.flickr.com/photos/noii/3093367803/
Goats look for opportunity
Goats wander
Big fence != empowerment
Start small, then grow
Challenge: The Stink
From excited to not.
Excitement
Time
The Stink
There will be hard times.
Challenge: Bias
Fundamental Attribution Error
People's tendency to place an undue
emphasis on internal characteristics to explain
someone else's behavior in a given
sit...
Homework
• Large organizations have been trained to resist large, rapid change.
• Focus on early adopters at the beginning, even if...
Questions?
@opsrob
robert.cummings@nordstrom.com
Thanks!
@opsrob
robert.cummings@nordstrom.com
Chef Conf DevOps Roller Coaster
Chef Conf DevOps Roller Coaster
Chef Conf DevOps Roller Coaster
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Chef Conf DevOps Roller Coaster

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Bringing down the silos in an enterprise can be a challenge. It requires grit along with a solid understanding of organization change management and group dynamics.

I had the privilege of supporting two teams this past year, one that was an operations team learning development practices, and a development team that was discovering operations while introducing continuous delivery. Both approached Chef from different viewpoints, but in the end were united by this common tool set.

This talk will cover what I wish I had known a year ago about leading change (with specific examples), including:

- The ups and downs your team will experience.
- Who to put on your full stack team.
- Why empowering teams is hard.
- Where to focus the adoption of new ideas.
- How to make those ideas stick.

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Chef Conf DevOps Roller Coaster

  1. 1. DevOps Roller Coaster ChefConf 2014 – Rob Cummings – @opsrob Infrastructure Engineering – Nordstrom https://flic.kr/p/mnbf5
  2. 2. Agenda • Why CD/DevOps? • Enterprise scale change is hard • One way Nordstrom is driving change • Lessons learned
  3. 3. • Rob Cummings - @opsrob • Worked for Bose, EMC, Accenture, and Nordstrom in operations roles over the past 16 years. • Today – Program Manager, Infrastructure Engineering, Nordstrom About Me
  4. 4. Why take the roller coaster ride? DevOps and CD in the enterprise.
  5. 5. Changing an enterprise is hard. And that is ok, it is supposed to be. (an exercise in empathy)
  6. 6. Accountable for repeatable and predictable performance Optimized for incremental change www.flickr.com/photos/26782864@N00/3296379139/
  7. 7. https://flic.kr/p/8P394p Your org is a performance engine.
  8. 8. The performance engine has probably tried to change. Probably didn’t work out so well.
  9. 9. http://www.flickr.com/photos/braintoad/2504094983/ 1964
  10. 10. http://www.flickr.com/photos/monojussi/7598292754/
  11. 11. http://www.flickr.com/photos/55593929@N00/575999466/1968
  12. 12. 1974
  13. 13. “Innovation may very well signify the future, but the performance engine is the proven foundation, and if it crumbles, there is no future.” –pg 13, “The Other Side of Innovation”
  14. 14. So, how do we change? Science!
  15. 15. Innovators 2.5% Early Adopters 13.5% Early Majority 34% Late Majority 34% Laggards 16% The Chasm Rogers Innovation Adoption Curve http://en.wikipedia.org/wiki/Diffusion_of_innovations http://en.wikipedia.org/wiki/Technology_adoption_lifecycle
  16. 16. Innovators 2.5% Early Adopters 13.5% Early Majority 34% Late Majority 34% Laggards 16% The Chasm Adopters Time Rogers Innovation Adoption Curve http://en.wikipedia.org/wiki/Diffusion_of_innovations http://en.wikipedia.org/wiki/Technology_adoption_lifecycle
  17. 17. …57 years later http://www.forbes.com/sites/margiewarrell/2014/03/25/culture-of-courage/ “With the latest Gallup figures categorizing over half of the workforce as disengaged, and nearly one in five workers as “actively disengaged,” organizations need leaders who not only engage employees, but moves them to think more daringly, to take smarter risks, and to challenge the very assumptions that may have underpinned their success to date.” – Forbes, 3/25/2014
  18. 18. Innovators 2.5% Early Adopters 13.5% Early Majority 34% Late Majority 34% Laggards 16% The Chasm Rogers Innovation Adoption Curve Disengaged 30% Actively Disengaged 20%
  19. 19. One way Nordstrom is approaching this Full stack team of early adopters
  20. 20. http://www.flickr.com/photos/7603557@N08/7323995580/ Cherry picked a team: Devlopers (vocal) QA Tester (mentoring) SysAdmin (empowering) Scrum Master (new) Product Owner (new) Focus on minimizing outside dependencies.
  21. 21. Challenge: Empowerment Goats and Fences
  22. 22. http://www.flickr.com/photos/noii/3093367803/
  23. 23. Goats look for opportunity
  24. 24. Goats wander
  25. 25. Big fence != empowerment
  26. 26. Start small, then grow
  27. 27. Challenge: The Stink From excited to not.
  28. 28. Excitement Time The Stink There will be hard times.
  29. 29. Challenge: Bias Fundamental Attribution Error
  30. 30. People's tendency to place an undue emphasis on internal characteristics to explain someone else's behavior in a given situation, rather than considering external factors. http://en.wikipedia.org/wiki/Fundamental_attribution_error Fundamental Attribution Error
  31. 31. Homework
  32. 32. • Large organizations have been trained to resist large, rapid change. • Focus on early adopters at the beginning, even if this is not the highest business value. • Build full stack teams for rapid change. • Empowering teams will take significant leadership work. • There will be rough times in your awesome project, brace for it ahead of time. • Watch for bias, especially the Fundamental Attribution Error when times are rough. Summary
  33. 33. Questions? @opsrob robert.cummings@nordstrom.com
  34. 34. Thanks! @opsrob robert.cummings@nordstrom.com

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