Creating a pull for DevOps in an Agile Transformation
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This presentation was used to start a conversation with the Atlanta DevOps community around patterns for introducing DevOps in large organizations. During the session, I presented findings from coaches around the US.
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Creating a pull for DevOps in an Agile Transformation
- 1. Visualizing the Demand For DevOps Thoughts from the field about how to identify the need for DevOps and how to use DevOps in a large agile transformation
- 6. Team User Story User Story User Story User Story User Story User Story User Story 6 Clarity Accountability Why Agile Works
- 7. Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Clarity Accountability Measureable Progress 7 Why Agile Works
- 8. Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story 8 Why Agile Fails
- 9. Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Lack of Clarity 9 Why Agile Fails
- 10. Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Lack of Clarity Lack of Accountability 10 Why Agile Fails
- 11. Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Lack of Clarity Lack of Accountability Lack of Measureable Progress 11 Why Agile Fails
- 12. HOW DO WE SOLVE FOR THESE?
- 13. Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Clarity Accountability Measureable Progress 13
- 14. Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Structure Accountability Measureable Progress 14
- 15. Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story Governance Measureable Progress Structure 15
- 16. Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story GovernanceStructure 16 Metrics
- 17. Product Delivery
- 18. STRUCTURE
- 19. Team Team Team Team TeamTeamTeam Product & Services Teams
- 20. Team Team Team Team Team Team Team TeamTeamTeam Product & Services Teams Program Teams
- 21. Team Team Team Team Team Team Team Team TeamTeamTeam Product & Services Teams Program Teams Portfolio Teams
- 22. GOVERNANCE
- 23. Team Team Team Team Team Team Team Team TeamTeamTeam Product & Services Teams Program Teams Portfolio Teams
- 24. Product & Services Teams Scrum Team Team Team Team Team Team Team Team TeamTeamTeam Program Teams Portfolio Teams
- 25. Product & Services Teams Program Teams Portfolio Teams Scrum Kanban Team Team Team Team Team Team Team Team TeamTeamTeam
- 26. Product & Services Teams Program Teams Portfolio Teams Scrum Kanban Kanban Team Team Team Team Team Team Team Team TeamTeamTeam
- 27. METRICS
- 28. Product & Services Teams Program Teams Portfolio Teams Scrum Kanban Kanban • Backlog Size • Velocity • Burndown • Escaped Defects • Commit % Ratio • Acceptance % Ratio • Scope Change • Cycle Time • Features Blocked • Rework/Defects • Cycle Time • Cost/Value • RIO/Capitalization
- 29. P A E C Star t BC 1 BC 2 BC 4 BC 5 BC 3 Lean / Agile Ad-Hoc Agile Learning Oriented Convergence Predictability Adaptability Emergence
- 30. Predictability– Form complete agile teams, create clear backlogs, and create product roadmaps. Small Batches– Begin quarterly release planning, implement technical practices and introduce flow-based metrics.. Remove Impediments– Focus on legacy refactoring, DevOps and Continuous Integration and Deployment. Increase Local Autonomy– Adaptive localized governance. Funded capabilities. BC 4 BC 1 BC 3 BC 2 BC 5 Learning Focus– Establish fully decoupled teams with outcome-based accountability, innovation focus.
- 31. P A E C Star t BC 1 BC 2 BC 4 BC 5 BC 3 Lean / Agile Ad-Hoc Agile Learning Oriented Convergence Predictability Adaptability Emergence
- 32. Pull Approach Using Product Development
- 33. P A E C Star t BC 1 BC 4 BC 5 BC 3 Lean / Agile Ad-Hoc Agile Learning Oriented Predictable MVP Focus Convergence Predictability Adaptability Emergence BC 2
- 34. What has Product Development Seen So Far?
- 35. Predictability
- 37. Now What Do We Want?
- 38. Faster Time To Market Cost Reduction
- 40. Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story GovernanceStructure 40 Metrics
- 41. Team Team Team Team Team Team Team TeamTeamTeam Product & Services Teams Program Teams Portfolio Teams BC 3 Automated Testing DevOps
- 42. Team Team Team Capability Capability Team Team TeamTeamTeam Product & Services Teams Program Teams Portfolio Teams BC 4 DevOps Systematic Decoupling
- 43. Team Team Team Capability Capability Team Team TeamTeamTeam Product & Services Teams Program Teams Portfolio Teams BC 4 DevOps Release Train -> Release Pipeline
- 45. Push Approach – Way 2
- 46. P A E C Star t BC 1 BC 4 BC 5 BC 3 Lean / Agile Ad-Hoc Agile Learning Oriented Fully Decouple Teams Convergence Predictability Adaptability Emergence BC 2
- 47. What has Product Development Seen So Far?
- 48. Nothing
- 49. Team Database Report Screen User Story User Story User Story User Story User Story User Story User Story GovernanceStructure The End State Is the Backlog 49 Metrics
- 50. Team Team Team Team Capability Capability Team Team TeamTeamTeam Product & Services Teams Program Teams Portfolio Teams BC 1 DevOps Predictability and Automation
- 51. Team Team Team Team Team Team Team Team TeamTeamTeam Product & Services Teams Program Teams Portfolio Teams BC 1 Predictability and Automation DevOps
- 52. Team Capability Capability Team Product & Services Teams Program Teams Portfolio Teams BC 2 Isolation and Reduction of Batch Team Team Team Team Team TeamTeam DevOps
- 53. Team Capability Capability Team Product & Services Teams Program Teams Portfolio Teams BC 4 Breaking Change -> Release Pipeline Team Team Team Team Team TeamTeam DevOps
- 54. Team Capability Capability Team Product & Services Teams Program Teams Portfolio Teams BC 1 Organize the Next Hot Mess Team Team DevOps Team Team Capability Team Team Team DevOps
- 55. Which Is Better?
Editor's Notes
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.
- 11. We start with high level requirements that become more detailed as we learn more about the product we are building. We start with high level architectural representations that emerge toward detailed design as we actually begin developing the working product. You might think of this as rolling wave planning or progressive elaboration. The idea is that we plan based on what we know, and plan more as we learn more.