Instilling DevOps ways of working requires transforming a culture from one that is highly siloed and relies on overly complex processes to one that emphasizes collaboration, empowerment, continuous delivery and flow. This transformation is not easy for large enterprises and requires gradually establishing new attitudes while forming expected outcomes. A DevOps "dojo" approach can be used to immerse individuals and teams in the new ways of working through hands-on learning and coaching to help make the changes stick. While challenges will be experienced, the transformation aims to benefit the organization by enabling more frequent delivery of value to customers.

1. Instilling DevOps Ways of Working
A Culture is Transformed

2. Christine Sills
DevOps Delivery Consultant
@ChrysSills
I “thrive” on change and embrace the
discomfort to guide others gracefully
through large transformations.

3. Deliver fast and exceed customer
expectations while ensuring
high quality.
@ChrysSills

4. Enterprise Transformation is not Easy
@ChrysSills

5. Highly siloed
organization
1 Environment
setup is manual,
complex and
error prone
2
Reliance on
manual adhoc
testing
3 Large Batch
using Push
Planning
4 Release and
Project Delivery
requires
coordination
5 Standard
toolset for
release is lacking
6
Limited to No
“visibility” of
work-in-progress
7 Missing core
development
and delivery
philosophy
8
OVERLY COMPLEX,
PAINFUL PROCESSES,
STEADFAST IN EXISTING WAYS
OF WORKING
Large Enterprises
are Different
@ChrysSills

6. In this environment how do you get
a product into your customer's
hands as frequently as possible

7. DevOps got its name 10 years ago, and what started as
a hashtag has grown into a cultural movement in IT.
This philosophy encourages developers/teams to move
fast, experiment, and iterate.
Transformation through DevOps

8. It’s not just about
bringing development
and operations
together…
What is DevOps ?
It’s not a teamIt is much more
@ChrysSills

9. 1 3
Gradually, yet firmly,
establish an idea or
attitude (especially a
desired one) while forming
an expected outcome.
INSTILL
CULTURE
TRANSFORM
Our dynamic shared
qualities, transmitted from
person to person, and lived
to its fullest in every way.
A thorough or dramatic
change in the form,
appearance, or character of
2
Reference: Some help from www.dictionary.com
@ChrysSills

10. DevOps Institute (08/22/2019): https://devopsinstitute.com/2019/08/22/how-to-explain-devops-in-plain-english/
External
Factors
Internal
Factors
Culture
Movement Environmental
Solutions
Technology
Solutions
Empowers
Teams
Collaborative
Approach
Assembly
Line
Recipe:
People,
Process,
Automation
Continuous
Delivery
Seamless
Flow
Automatic
Value
Owner
Together
@ChrysSills

11. Internal
Factors
Culture
Movement
Value
Owner
Together
DevOps is a cultural movement
where all key stakeholder groups
(software developers, IT operations,
business, program delivery, etc.) agree
that software is not really adding
any value until it is used by
somebody – customers, clients,
employees, etc
Value

12. DevOps
Toolchain
Learn to
trust
Build
autonomy,
mastery and
purpose
Eliminate
blame
Understand
Motivations
Embrace
smart
failure
Eliminate
unplanned
work
Be
continuous
Focus on
flow and
bottlenecks
Form
dedicated,
cross-
functional
teams
Transparency
DevOps as a Culture
Our dynamic shared qualities, transmitted from person to person,
and lived to its fullest in every way.
Internal
Factors
Value
Owner
Together
Culture
Movement

13. Culture predicts the way information flows through
an organization ~Westrum
Pathological (Power-Oriented)
Bureaucratic (Rule-Oriented)
Generative (Performance-Oriented)
Fear and Threat, Withhold, Distort
Protect, Rules, By the Book
Focus on Mission, Accomplish Goals
@ChrysSills

14. Internal
Factors
Value
Owner
Together
DevOps empowers developers to own,
run, and manage the end-to-end
delivery of an application or piece of
software. It eliminates the confusion
around ownership and drives team
toward an automated,
developer-managed infrastructure.
Ownership
Empowers
Teams

15. Together
Value
Owner
Together
Internal
Factors
PRE-TRANSFORMATION POST TRANSFORMATION
Fear Action
Insecurity Self-Confidence
Distrust Trust
Reactive Proactive
Command & Control Open Dialogue
Perfection Experimentation
Ask Permission Try
Follow Blindly Question Value
Siloed Inter-team collaboration
Project Delivery Product Delivery
Release Focused Customer Focused
Power Oriented Performance Oriented
IndividualTeamOrganization
Empowers
Teams

16. Increased
Collaboration
Shared
Accountability
Empowered &
Autonomous
Resilient
Culture is transformed when an organization
moves from Power to Performance
@ChrysSills

17. Internal
Factors
Collaborative
Approach
Value
Owner
Together
Simply stated, DevOps is an approach
to building and delivering computer
software in which everyone works
together.
Together

18. Internal
Factors
Collaborative
Approach
Value
Owner
Together

19. In this environment can you
envision delivering a product into
your customer's hands as
frequently as possible

20. External
Factors
Assembly
Line
Seamless
Flow
Automatic
Design, build, and deliver pieces of the
delivery in such a way that it allows
them to fit together.
Always thinking about what this
change will do for/to the next piece.
Seamless

21. Ticket Based Engineering
● Provide a mechanism to track work
as it flows from ideation to production
● Gain visibility into the delivery
process at the individual contributor
level
● Enhance work-in-progress
observability throughout the value
stream
● Increase team progress during sprint
by swarming on blockers or areas that
need attention.
External
Factors
Assembly
Line
Seamless
Flow
Automatic

23. External
Factors
Recipe:
People,
Process,
Automation
Seamless
Flow
Automatic
Most of the ingredients can be adapted
from other well-known practices and
sources such as Lean, Agile, SRE,
CI/CD, ITIL, leadership, culture, and
tools.
The secret behind DevOps is how
these ingredients are blended and in
the right proportions (like any good
recipe) in order to increase flow and
value to the customer.
Flow

24. Holistic change is required to improve FLOW
Operating Model Practices TechnologyCulture
@ChrysSills

25. Remove the barriers that stop work from moving forward
Feature
intake

26. External
Factors
Seamless
Flow
Automatic Continuous
Delivery
CD (Continuous Delivery) is the
practice of automatically validating
code changes are ready for release to
production
Automatic

27. But we need to start somewhere achievable and at scale!
One Code Deploy (To Test) / Developer / Day
Uplift teams to DevOps Culture, Process & Pipeline to achieve:
One Code Deploy (To Prod) / Developer / Day
@ChrysSills
Production
(To Dev)

28. Feature
intake
Start where you are, work toward weekly, and shift to daily

29. Does this get us closer to delivering
a product into your customer's
hands as frequently as possible

30. How: Instill the
DevOps Ways of Working

31. External
Factors
Internal
Factors
Culture
Movement Environmental
Solutions
Technology
Solutions
Empowers
Developers
Collaborative
Approach
Assembly
Line
Recipe:
People, Process,
Automation
Continuous
Delivery
Seamless
Flow
Prepared
Value
Owner
Together
Make it Stick and allow for Fast Feedback,
Iterative Learning, and Safe Practice

32. Our vehicle for transformation is a Dojo
@ChrysSills

33. The Dojo enables Success for the
Individual, Team, and Organization
Hands-on Reference PipelineMindset & PracticesPhysical Safe Space
@ChrysSills

34. 34

35. SHOW TEACH COACH EXECUTE EMPOWER
USE OF
AUTHORITY
BY LEADER
AREAS OF
FREEDOM FOR
INDIVIDUALS
AND TEAMS
Demonstrate
the new ways
of working
Monitor challenges
and bring leaders
into experience
Perform and
Demo
Results
Entrusted to
perform
Immerse in
new ways of
working
@ChrysSills

36. USE OF
AUTHORITY
BY LEADER
AREAS OF
FREEDOM FOR
SUBORDINATES
SEE TEACH INSPIRE MOTIVATE ENTRUST
Art of the
Possible
Expose
Challenges
Experience
Results
Empower
All
Dojo
Experience
@ChrysSills

37. Enterprise Transformation is Ongoing
@ChrysSills

38. Expect to transform for the benefit of the organization
and plan for the Culture to become dynamic
@ChrysSills

39. Thank you
Find me at Liatrio.com
ChrysSills
@ChrysSills
I work with a great group of people and if I don’t have the answers
I’m sure I can connect you to someone who can help.

40. Transformation done well…..
…..experiences some challenges
“When we hit against something, we hit against
an obstacle, there are obviously lots of
processes and things in place for reasons. But
we pumped up against them and we have
gotten together and said okay, wait a minute,
Let's call those people up and get them
removed.” Scrum Master
“We are not individual roles. I think one of the
goals we want to be as was it jack-of-all-trades
and master of one. I think was emphasized over
and over again in the DOJO. We help each other
out. We cross train. We learn how to support
the product and using all the tools, the feedback
and everything and shifting left.” Architect
● Team Dynamics and Closeness
● IT going without bringing the
Business along
● Pilot, Pilot again, Reimagine,
and Pilot again
● Organization structure slower
to manifest
● Resist Change
@ChrysSills