Bring Down the Wall of Confusion with Chocolate, LEGO and Scrum Simulation Game
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Slides for a DevOps transformation simulation workshop from Scrum Gathering Prague 2015. An Agile game that engages all 5 senses and helps participants embrace DevOps culture.
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Bring Down the Wall of Confusion with Chocolate, LEGO and Scrum Simulation Game
- 1. Bring Down The Walls of Confusion With Chocolate, LEGO And Scrum Simulation Game. Dana Pylayeva Lego Sculpture By Nathan Sawaya
- 2. @DanaPylayeva This work is licensed under a Creative Commons Attribution-Share Alike 3.0 Unported License Warning: It Will Get Noisy. Remember the Sign! http://commons.wikimedia.org/wiki/File:Katy_Perry_with_arm_raised,_by_medigirol.jpg
- 3. @DanaPylayeva This work is licensed under a Creative Commons Attribution-Share Alike 3.0 Unported License Dev? Ops? DevOps? Who Is In The Room?
- 4. @DanaPylayeva This work is licensed under a Creative Commons Attribution-Share Alike 3.0 Unported License A Little Bit About Me @DanaPylayeva dpylayeva@gmail.com Agile Coach Scrum Master DBA Manager Systems Architect Java Developer Conference Co-Chair Speaker Reviewer
- 5. @DanaPylayeva This work is licensed under a Creative Commons Attribution-Share Alike 3.0 Unported License A Wall Of Confusion?
- 6. @DanaPylayeva This work is licensed under a Creative Commons Attribution-Share Alike 3.0 Unported License Ops Team Scrum Team – Focus on Delivery and Speed
- 7. @DanaPylayeva This work is licensed under a Creative Commons Attribution-Share Alike 3.0 Unported License Ops Team – Focus on Stability and Reliability SOP Escalation Procedure Pager Duty On-call support Healthcheck, Monitoring Incident Reporting Upgrades Security Patching Data Migration Backups
- 8. @DanaPylayeva This work is licensed under a Creative Commons Attribution-Share Alike 3.0 Unported License Deployment WIP
- 9. @DanaPylayeva This work is licensed under a Creative Commons Attribution-Share Alike 3.0 Unported License
- 10. @DanaPylayeva This work is licensed under a Creative Commons Attribution-Share Alike 3.0 Unported License Low Trust Creates Extra Steps Source: Lee Reid http://devops.com/2015/06/22/the-simple-math-of-devops/ Trescope Tarch review Ttech debt Tretest Trework Trebuild Trefix Trollback Tre-release It doesn’t have to be this way!
- 11. @DanaPylayeva This work is licensed under a Creative Commons Attribution-Share Alike 3.0 Unported License Increased Speed and Reliability with DevOps 2015 (Super High performing IT vs. low performing) Deployment frequency 30x Deployment Lead Time 200x Mean Time to Recover 168x Change Success Rate 60x Source: Puppet Labs: State of DevOps Report 2015
- 12. @DanaPylayeva This work is licensed under a Creative Commons Attribution-Share Alike 3.0 Unported License What Is DevOps? “A movement of people who care about developing and operating reliable, secure, high performance systems at scale.” - Jez Humble “A mix of patterns intended to improve collaboration between development and operations. DevOps addresses shared goals and incentives as well as shared processes and tools.” - Michael Hüttermann
- 13. @DanaPylayeva This work is licensed under a Creative Commons Attribution-Share Alike 3.0 Unported License 2015. No Longer For Unicorns Only… Macy’s, Nordstrom, GE Capital, Disney, US Department of Homeland Security, IBM, Microsoft, Barclays Capital, Capital One, Fidelity Investments, ADP, Target, Walmart… 2009 - 2011
- 14. @DanaPylayeva This work is licensed under a Creative Commons Attribution-Share Alike 3.0 Unported License Sprint 1: Cyclical value delivery with Scrum. Sprint 2: Optimizing the Scrum team. Sprint 3: DevOps transformation – optimizing the flow of value. DevOps Transformation in Three Sprints
- 15. @DanaPylayeva This work is licensed under a Creative Commons Attribution-Share Alike 3.0 Unported License ChocolateLEGOScrum.com Enterprise
- 16. @DanaPylayeva This work is licensed under a Creative Commons Attribution-Share Alike 3.0 Unported License Game Characters:
- 17. @DanaPylayeva This work is licensed under a Creative Commons Attribution-Share Alike 3.0 Unported License Role Cards
- 18. @DanaPylayeva This work is licensed under a Creative Commons Attribution-Share Alike 3.0 Unported License
- 19. @DanaPylayeva This work is licensed under a Creative Commons Attribution-Share Alike 3.0 Unported License 1. Each development package contains: - one Lego animal (according to User Story) - one chocolate candy 2. Each package must have a label with a number. 3. The package must be closed Dev Team Builds Products. LEGO animal = software features Chocolate = documentation
- 20. @DanaPylayeva This work is licensed under a Creative Commons Attribution-Share Alike 3.0 Unported License Deployment Package: User Story Deployment package 4 small dev packages with LEGO dogs and chocolate Label with a Team Name and a Sprint Number
- 21. @DanaPylayeva This work is licensed under a Creative Commons Attribution-Share Alike 3.0 Unported License Prices are Regulated by Business. (Market Demand)
- 22. @DanaPylayeva This work is licensed under a Creative Commons Attribution-Share Alike 3.0 Unported License Development Environment (Built By Sys Admin)
- 23. @DanaPylayeva This work is licensed under a Creative Commons Attribution-Share Alike 3.0 Unported License What Is The Goal of The Game? Product Owner receives money from Business for every User Story deployed and accepted in production.
- 24. @DanaPylayeva This work is licensed under a Creative Commons Attribution-Share Alike 3.0 Unported License Sprint 1: Cyclical Value Delivery with Scrum • Dev and Ops are silos • Everyone operates within the boundaries of their roles. • Sys Admin controls release schedule • Security Scan at the end of the Sprint
- 25. @DanaPylayeva This work is licensed under a Creative Commons Attribution-Share Alike 3.0 Unported License Debrief: What is One Thing You Will Change in Sprint 2?
- 26. @DanaPylayeva This work is licensed under a Creative Commons Attribution-Share Alike 3.0 Unported License • Cross-train Developers and Testers - address dev process bottlenecks. • Invite Sara Security into Scrum Team – learn about security issues before implementation. • First release into production: Only release engineer can deploy. Sprint 2: Optimizing the Scrum Team
- 27. @DanaPylayeva This work is licensed under a Creative Commons Attribution-Share Alike 3.0 Unported License Debrief: How Was Sprint 2 For Your Group?
- 28. @DanaPylayeva This work is licensed under a Creative Commons Attribution-Share Alike 3.0 Unported License Ready for DevOps? Where Do You Start?
- 29. @DanaPylayeva This work is licensed under a Creative Commons Attribution-Share Alike 3.0 Unported License Step 1: Optimize Your Flow
- 30. @DanaPylayeva This work is licensed under a Creative Commons Attribution-Share Alike 3.0 Unported License 1. Identify the system's constraint(s). 2. Decide how to exploit the system's constraint(s). 3. Subordinate everything else to the above decision (align the whole system or organization to support the decision made above). 4. Elevate the system's constraint(s) (make other major changes needed to increase the constraint's capacity). 5. Rinse and Repeat! Theory of Constraints. Systems Thinking.
- 31. @DanaPylayeva This work is licensed under a Creative Commons Attribution-Share Alike 3.0 Unported License Different Types of Bottlenecks Outdated Tools People, Unwilling to Learn Policies
- 32. @DanaPylayeva This work is licensed under a Creative Commons Attribution-Share Alike 3.0 Unported License Continuously Expand Your Skills!
- 33. @DanaPylayeva This work is licensed under a Creative Commons Attribution-Share Alike 3.0 Unported License Scrum Team Dev Ops Step2: Fast-Track the Feedback Loop
- 34. @DanaPylayeva This work is licensed under a Creative Commons Attribution-Share Alike 3.0 Unported License Scrum Team DevOps Bring Down The Wall - Invite Operations In!
- 35. @DanaPylayeva This work is licensed under a Creative Commons Attribution-Share Alike 3.0 Unported License Simplify and Automate Manual Steps Anyone Can Deploy! Anyone Can Build And Provision Environments! DevOps
- 36. @DanaPylayeva This work is licensed under a Creative Commons Attribution-Share Alike 3.0 Unported License Continuous delivery is a software development strategy that optimizes your delivery process to get high- quality, valuable software delivered as quickly as possible. ~Jez Humble Step 3 - Continuous Delivery
- 37. "Continuous Delivery process diagram“ by Jez Humble http://continuousdelivery.com/2010/02/continuous-delivery/ Licensed under CC BY-SA 1.0 via Wikimedia Commons CD Process Diagram
- 38. @DanaPylayeva This work is licensed under a Creative Commons Attribution-Share Alike 3.0 Unported License • Build T-shaped skills. • Reduce batch sizes. • Accelerate the feedback loop with simplified deployment. Sprint 3: Optimizing the System With DevOps Transformation.
- 39. @DanaPylayeva This work is licensed under a Creative Commons Attribution-Share Alike 3.0 Unported License •Images: https://pixabay.com/ •Game Characters: http://vectorcharacters.net/ • Scrum Framework: http://www.innolution.com/resources/visual- agilexicon • Special Thank You to Nathan Sawaya (http://www.nathansawaya.com/) for granting me a permission to use the photo of his Wall LEGO sculpture on the title slide of this presentation. Credits
- 40. @DanaPylayeva This work is licensed under a Creative Commons Attribution-Share Alike 3.0 Unported License • https://www.getchef.com/blog/2010/07/16/what-devops- means-to-me/ • https://www.gartner.com/doc/2847717/seven-steps-start- devops-initiative • http://www.gartner.com/technology/reprints.do?id=1- 2CBV2MS&ct=150326&st=sb#f-d2e168 • https://blog.newrelic.com/2014/05/16/devops-name/ • http://continuousdelivery.com/ Facilitation instructions: https://leanpub.com/chocolatelegogame Web Resources:
- 41. @DanaPylayeva This work is licensed under a Creative Commons Attribution-Share Alike 3.0 Unported License Recommended Reading:
- 42. @DanaPylayeva This work is licensed under a Creative Commons Attribution-Share Alike 3.0 Unported License Thank you for playing with me today! You’ve earned a badge!
- 43. @DanaPylayeva This work is licensed under a Creative Commons Attribution-Share Alike 3.0 Unported License Wall of Confusion… What Will You Do About It?
- 44. @DanaPylayeva This work is licensed under a Creative Commons Attribution-Share Alike 3.0 Unported License
Editor's Notes
- Good afternoon. How is everyone doing? Ready for some action, Lego and Chocolate? You will get plenty of all 3 in this workshop. For the next 90 min we will simulate an end-to-end product development process (from concept to cash). In this very unusual DevOps introduction we will engage all 5 senses to understand why a wall of confusion exists between development and operation and what can we do about it. If nothing else, you can expect one thing – this workshop will get really noisy.
- And when it does, I’d like you to practice with me using the universal agile sign: If I raise my hand and stop talking, I invite you to do the same you do the same. The first person who sees me, will raise the hand and stop talking. and the next one does the same thing. It is truly amazing to see this in action in a large room like this one.
- Before we jump into an action together, let’s get to know each other a little bit. How many people in the room have development background? What about operations? Anyone here has a “DevOps” in his title? In this workshop you will have an opportunity to get a glimpse and even practice some of the roles from both operations and development world.
- And about me – my name is Dana Pylayeva. I am an Agile Coach and a development manager at Rakuten Marketing in New York. In my 16 year of experience I’ve been at both sides of the spectrum. First on the development side, then on the operations side. That really helped me discover how different the goals, tools and processes are in these two teams. For the first time, experiencing the effects of the wall of confusion.
- This misalignment of goals, the disconnect between the two teams and the two different mindsets were captured by Lee Thompson in the term “wall of confusion”
- Let’s look closely at what happens in a typical development. Scrum team is focused on delivering features faster. At the ends of the iteration they deliver potentially shippable increment of the product , throwing it over the wall and calling it DONE.
- What do we have on the other side of the wall? Life isn’t pretty – escalation procedure, on-call pager duty, monitoring – everything to ensure that current systems that generate revenue are stable, have adequate throughput. Operation team is focused on keeping the lights on. Operations resist change, they know, when all these increments accumulated in It operations, they can lead to post-deployment issues.
- Un-deployed increments can potentially contain Outdated, incompatible features which can cause chaos during deployment and even outage in production
- And when THAT happens, it is not a development problem! It is not surprising that this type of a mindset leads to growing a low trust culture.
- This formula sums it up really well: the time it takes for us to deliver a product increases in the low trust environment. That is with every hand-off in the value stream, the members of the team loose trust in the validity and quality of their work and compensate by adding extra steps, effectively creating waste in the process. It doesn’t have to be this way!
- According to State of DevOps report for 2015 – use of DevOps practices allows High performing IT organizations to achieve both – increased speed of delivery and increased reliability.
- There isn’t one standard definition. Is it a role, a product, a job title? There are a lot of different interpretations of what it is. To the extent that Gartner analysts in their 2014 report “Seven steps to start your devops initiative” recommend as a step #1 “Define DevOps for you.”
- DevOps movement came a long way since 2009. 2009 – 10 deploys per day at Flickr 2011 – 11.6 sec over 7 K deployments per day 2015 – Information from DevOps Enterprise summit. – all these companies are implementing Devops practices now and accelerating their delivery of services. And if the Department of Homeland Security can do it, so can you! Let’s get some experience with DevOps transformation!
- In this game, we will run 3 – 10 minutes sprints simulation and by the end of last sprint, we will transition from cyclical to continuous delivery of value.
- For this simulation, we all work in ChocolateLegoScrum.com company ( domestic and international branches) Each brunch has 3 scrum teams, operations team and the business team. Each scrum team tries to deliver maximum value to the business. Our product – Lego Animals with chocolate.
- Every Scrum Team has a product owner and scrum master Operations team is there to ensure that production environment in stable and secure.
- Everyone will have a Role card, describing what the role is capable and responsible of doing. Additionally, listing all the dependencies that this role has on other roles in organization.
- The LEGO and chocolates reflect knowledge work and not just a physical task: LEGO animal represents a feature and chocolates represent end-user documentation.
- Market demand is regulated at the Animal Stock Exchange. This is where the animal prices are established and the orders are placed in Sprint 1. Orders can be placed in the increments of the batch sizes. Based on a quality and a quantity of products delivered in Sprint 1, the market demand will be adjusted for Sprint 2. In the first sprint, each order from the market (for example, “5 dogs” or “10 giraffes”) is considered as one story. To generate business value, the story must be delivered to the market in its entirety. Scrum Teams need to be careful to not over produce as business will not purchase the items above desired quantity indicated. Team will work with the Product Owner to determine which story has highest value for the market and prioritize what to work on for the next sprint. ------------------- In Sprint 2, 3 the animal prices will fluctuate during the sprints, hence providing an incentive to the teams to deliver products to the market faster. Any quantity delivered by a team over the desired quantity number is counted as negative ( company will not be able to sell it = waste) Team will work with the Product Owner to determine which story has highest value for the market and prioritize what to work on for the next sprint.
- In spite of the eagerness to start building, Development team can’t move forward until it has a development environment. Players are asked to stay within the boundaries of their roles (based on the individual roles they got at the beginning of the game). This approach creates some constraints in the process as **Scrum team** relies heavily on Operations; only **System Administrator** can build or patch the environments, only **Release Engineer** can deploy etc. Every Lego animal must have a security label attached to it. Every package needs to include a chocolate. An animal represents functionality, whereas chocolate represents user documentation.
- Business will have a set of play money to be used for “payment” for accepted animals.
- ###Sprint 1 In the first sprint, each order from the market (for example, “5 dogs” or “10 giraffes”) is considered as one story. To generate business value, the story must be delivered to the market in its entirety. Team will work with the Product Owner to determine which story has highest value for the market and prioritize what to work on for the next sprint. **Operations team** is a functional silo team in Sprint 1. Ask your **Security Engineer** to pick three random numbers between 1 – 20. These will be security bugs. When Scrum team is ready to deliver products into production, **Security Engineer** will “run the security scan”. If a product has a label with one of the three selected numbers, it will need to be returned back to a development team. **Release Engineer** will need to package features delivered into a deployment package and deploy them into production (place the small packages into a ZipLock back, write team name with a sprint number and deliver it to market analyst's table) At the end of the Sprint 1, participants will discover that deployments are not allowed until the next deployment window. Everything that scrum teams built is now stuck in the queue in Operations department and no value gets delivered to the market. In the Sprint 1 retrospective, **Scrum teams** will look at optimizations they can apply to their current process and the constraints that impede their productivity. ###Potential improvements 1. Invite **Sara Security** into the Scrum team. 2. Solicit an early feedback from the **Market**
- How was your experience? Scrum Teams, how many user stories you delivered? This is great! Why are the customers unhappy? Did you get any product delivered to you? Observers, would you like to share you observations? It took a long time to start – getting the stories, building environments… Then security testing at the end caused delays and rework. Then what happen – team built potentially shippable products, but wasn’t able to deploy due to the code freeze. They are getting no feedback. Why do you think there IS a code freeze? This is a function of deployment process being manual, brittle and potentially causing service disruption. With the Water-Scrum-fall it gets expensive to deliver changes and making them live in production. One of the advantages of embracing DevOps , is that you are able to re-define that!
- How was your experience? Scrum Teams, how many user stories you delivered? This is great! Why are the customers unhappy? Did you get any product delivered to you? Observers, would you like to share you observations? It took a long time to start – getting the stories, building environments… Then security testing at the end caused delays and rework. Then what happen – team built potentially shippable products, but wasn’t able to deploy due to the code freeze. They are getting no feedback. Why do you think there IS a code freeze? This is a function of deployment process being manual, brittle and potentially causing service disruption. With the Water-Scrum-fall it gets expensive to deliver changes and make them live in production. One of the advantages of embracing DevOps , is that you are able to re-define that!
- Looking at this DevOps Model from Gartner you can imagine that there can be more than one entry point. To figure out what makes sense for you, take a look at your current process. Make it visible.
- Start with visualizing your flow. Think about all the places were you may have non-value added work. “…ensure fast, predictable and uninterrupted flow of planned work that delivers value to the business while minimizing the impact and disruption of unplanned work, so you can provide stable, predictable and secure IT service.” ~Gene Kim, Kevin Behr, George Spafford “The Phoenix Project“ **** Wastes: TIM WOODS T – Transport – Moving people, products & information I – Inventory – Storing parts, pieces, documentation ahead of requirements M – Motion – Bending, turning, reaching, lifting W – Waiting – For parts, information, instructions, equipment O – Over production – Making more than is IMMEDIATELY required O – Over processing – Tighter tolerances or higher grade materials than are necessary D – Defects – Rework, scrap, incorrect documentation S – Skills – Under utilizing capabilities, delegating tasks with inadequate training
- Once you found your biggest bottleneck, focus on making major changes to improve it’s capacity. Any improvement done before or after constrain will not have any impact on the overall system performance. We’ve seen it in the sprint 2. When we added Sara security to the Scrum team, the team was able to build more products. But it didn’t help to deliver more products to the customers as our major bottleneck was in the deployment process.
- Be aware of different types of constraints: Tool: The way existing tools are used and/or lack of appropriate tools may limit the ability of the system to produce more. People: Lack of skilled people limits the system. Mental models held by people can cause behavior that becomes a constraint. Policy: A written or unwritten policy prevents the system from making more.
- What this means is that everyone of us can become a bottleneck. Ken Rubin in his book “Essential Scrum” speaks about I person and T person. I – someone with deep but very narrow knowledge in one area. T – a person with deep skills in one area and wide range of exposure to other areas. To make DevOps practices successful in your company, these T-shaped people need to be in majority.
- Did you notice in the second sprint, that bringing Sara Security into the team reduced the need for re-work? By receiving timely feedback on security issues, team was able to accelerate development.
- They know how your system runs in production, what are some of the challenges it is having. Leverage that feedback to make it more resilient
- Ultimate feedback that we are looking for is the feedback from our end-users. Manual and infrequent deployments significantly reduce our opportunity to receive this feedback. Important step in your devops initiative will be environments standardization and automated provisioning. The idea is making things self-service so that everyone in the Scrum Team can build an environment, provision and deploy.
- Rather than coming up with a bunch of features and planning a multi-month release, come up with new ideas continually and try them out individually on users. With enough thought, even big features or large-scale changes can be implemented as a series of smaller steps to get faster feedback, with the ability to change course or stop at any point if your idea is found wanting. With a cross-functional team working to deliver these small increments in hours or days, you can be more innovative than your competition and maximize your return on investment With Continuous Delivery your software is always release-ready, yet the timing of when to push it into production is a business decision, and so the final deployment is a manual step.
- Key concept in Continuous Delivery is the delivery pipeline. You will notice continuous feedback loop through various stages of the pipeline. The ideas is that delivery team will get automated feedback on the production readiness of their code every time there is a change ( to the code, infrastructure or configuration). CD relies heavily on extensive automated testing, continuous integration and configuration management. Requires a change in your architecture, your process. Smaller-size user stories, “one piece flow”, feature toggling. Feature toggling – is a an architecture and design approach that allows you to switch a feature on/of when it is already in production. One of the common use of this is to make it available to a subset of target customers for A/B testing.