Devops counselling

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This document provides tips for helping developers and system administrators improve communication and collaboration. It recommends bringing the teams together both physically and through knowledge sharing. Celebrating successes and sharing systems and data can help break down silos. Regular communication through meetings and open discussions can also help build understanding and trust between the roles. The overall goal is establishing common values and a shared purpose to help the teams work together effectively.

Technology Health & Medicine

DevOps Counselling
Or: How to help your developers and sysadmins
learn to love each other (again)

TOM SULSTON

http://thoughtworks.com
@tomsulston

Values
Common purpose

Sharing

Helpfulness

Technical rigour

Rich communication

Agile development
Good analysis & stories.

Iterative development + deployment

Continuous Integration then Continuous Delivery

Automated testing

Bigger ﬁsh to fry

Sit together
Communication as a factor of distance

Make time to talk

Have open channels

Talk to individuals

Knowledge-sharing

Don’t create knowledge silos

Build special interest groups

‘irrelevant’ learning

Exploit Conway’s Law

Don’t tear down the
silos (yet!)
Give individuals time to work in their area

Reduce silo’d work

Don’t have big central services teams

Management structure
Similar reporting for whole team

Small number of hops

Reduce hand-offs

Value-stream mapping

Incentives
Are your incentives helping or hurting?

Focus on delivery

Reward everyone fairly

Don’t get gamed

Celebrate good times!
Come on!

Include everyone

Be thoughtful

Celebrate failure

Share access to systems
Everyone has RW to Puppet/Chef

Share the pain when breakages happen

Use tests rather than restricting access

Pair to overcome mistrust

You are not in the sudoers file.
This incident will be reported.

Information-sharing systems

Developers should see into production

SAs should see new features

Big visible displays

Go to each other’s meetings

Gather metrics
What happens at release time?

How can we measure the system?

Evidence-based decision making.

Share the data!

Change Agents
Go and make friends

Stir things up

Break existing organisational boundaries

Internal or external?

TOM SULSTON

http://thoughtworks.com
@tomsulston

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Quality in Eurofins Genomics is a central focus point - analysis we do or products we produce have critical applications, be it production of drugs, identifying rare diseases or gene editing. IT is a driving force behind the scenes which challenges us to ensure the highest quality standards without compromising on speed. When we start a new project, we do it with enthusiasm and feeling of doing something meaningful or even cool. Following scrum we quickly establish our velocity and deliver soon first release into production. Overall quality is quite good; results from testing acceptable, deadlines are coming so nothing can stop us. Let’s prioritize last bugs, fix critical, move rest into backlog – now we can be proud of having delivered value to users! We continue delivering at ever increasing speed as team matures! Unfortunately the idyllic scenery gets soon destroyed by first, more and more effort needs to be spent addressing issues from both QA and production. We spend time arguing with QA and users on what is bug or if this defect is P2 or P3 or can even be seen as P4, from time to time we take a sprint to “stabilize”, but all too often nothing changes. User stories are getting spilled to next sprints, we postpone releases to have more time for testing, club them with next releases and finally find ourselves in downward spiral.. As quality cannot be compromised we quickly decide that Agile is fine, but as we work in regulated environment we need to be pragmatic and adjust Agile to our needs. What comes out is unfortunately not much different to Waterfall or V-Model, we still keep sprints and do reviews, but realize that only form is left. I am directly responsible for IT in Eurofins Genomics so will share experience from the field on how did we overcome this and reanimated Agile. More details: https://confengine.com/agile-india-2019/proposal/8187/regulations-eat-agile-for-breakfast Conference link: https://2019.agileindia.org

10 years of transforming mindset by Hendrik Esser at #AgileIndia2019

Agile Software Community of India

In 2008 I was member of a leadership team at Ericsson starting the transformation towards agility for a 2000 people organization. Soon we heard, that agile is a mindset and somehow that sounded right. But it was so hard to get: for me that full mindset change journey took about a year. Through it, I have become one of the transformation drivers at enterprise level. Today I am driving the transformation of a 15000 people business unit as organizational coach/inhouse consultant. Having worked with all kinds of people in all kinds of roles on all levels in the hierarchy across the company gave me a lot of experience with how to get the mindset across. One key learning is, that there is no one-size-fits all approach to it. People are different and different groups of people react in different ways through the group dynamics. In this talk I will share my 10-year-experience with facilitating mindset change. I will share several examples of different kinds of people and groups of people I encountered and what I found working to facilitate the mindset change. More details: https://confengine.com/agile-india-2019/proposal/8182/10-years-of-transforming-mindset Conference link: https://2019.agileindia.org

Agile finance enabling business agility by Hendrik Esser at #AgileIndia2019

Agile Software Community of India

Adaptive handling and flow of financials are an important ingredient to business agility. Essentially what we want to achieve is, to have the money in a company flow to where it creates most value. In the modern dynamic business environment this is an increasing challenge as we on one side see the need to be very adaptive throughout the year to cope with the changes in the business and on the other side people in enterprises as well as suppliers and partners would like to have sufficient financial stability to plan their work. On top of that come regulatory requirements. For ICAgile I led an international team of professionals in 2018 to create a learning curriculum outlining the most important things you need to know about finance in an agile enterprise. This curriculum is published under creative commons license. In this talk you will get an overview of finance agility based on the professional knowledge of this team. More details: https://confengine.com/agile-india-2019/proposal/8181/agile-finance-enabling-business-agility Conference link: https://2019.agileindia.org

Expand Contract Pattern for Continuous Delivery of Databases by Leena S N at ...

Agile Software Community of India

Modifying the schema of a production database is hard. If something goes wrong, the impact on both customers and the team can be enormous. And it can be hard or even impossible to rollback a database schema change if things go wrong. And the same is true for any architectural change for a production application. The Branch by Abstraction and Strangler Pattern makes significant application changes easier. Are there any similar patterns we can use to make production database changes less risky? Indeed, there are. The Expand/Collapse pattern is a blueprint for making the database migration. It makes the remodelling both reversible and safe. By expanding the application to accommodate both the old and the new schemas in parallel, we can give ourselves time to: Migrate any downstream dependencies on the old database schema Gain confidence that the migration is safe We contract the application to the new version, once we’ve satisfied that the old schema is no longer needed. The pattern helps to make significant, but necessary refactorings to your data model in a continuous delivery way. Most importantly, without threatening the robustness of your production applications. While working with our product, I’ve successfully applied this pattern to make major changes to the core of the application, all while serving customers in production. I’ve learned some important lessons about how to best implement the Expand/Contract pattern. In this session, I’ll share my experiences on how to avoid pitfalls and succeed at these kinds of major data remodelling with hardly any downtime. More details: https://confengine.com/agile-india-2019/proposal/8174/expand-contract-pattern-for-continuous-delivery-of-databases Conference link: https://2019.agileindia.org

Re-thinking how power is organized in businesses to thrive in a rapidly chang...

Agile Software Community of India

I'll present how the dynamics of today's world means that old ways of organizing power in businesses are no longer working. We need to re-look at our organization structures so that the emerging culture allows for more effective ways of using power. I'll cover: The Decay of Power and What It Means For Your Organization Current Structures Make it Difficult to Get Things Done Holacracy — A New Social Technology To Organize Power in Pursuit of Purpose 5 Ways Holacracy Organizes Power to Thrive in a Rapidly Changing World 1. The purpose is the new Boss 2. Autonomy: Everyone is a Leader (but lead roles not people) 3. Create Fractal structures (not Hierarchical or Flat) 4. Power vested in rules (not people) 5. Dynamic org structure that evolves (instead of rigid top-down ones) More details: https://confengine.com/agile-india-2019/proposal/8145/re-thinking-how-power-is-organized-in-businesses-to-thrive-in-a-rapidly-changing-world Conference link: https://2019.agileindia.org

Open Salaries: from employees to managing partners by Alexey Voronin at #Agil...

Agile Software Community of India

Do you want to hire the best? I suppose yes. Do you want them to grow, to improve their skills continuously and to develop your company? Hope so? But what happens if people grow quicker than the company itself? That might be an issue and you need serious changes in your company to keep employees interested to stay, to grow and to develop your company. We are using open salaries, money transparency and an advice process in ScrumTrek company to retain interest, to have a new source of enthusiasm and motivation of our employees. We started our journey 2.5 years ago and we are happy to share how it feels from inside. More details: https://confengine.com/agile-india-2019/proposal/8090/open-salaries-from-employees-to-managing-partners Conference link: https://2019.agileindia.org

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Devops counselling

1. DevOps Counselling Or: How to help your developers and sysadmins learn to love each other (again) TOM SULSTON http://thoughtworks.com @tomsulston

2. Counselling?

3. Most problems are non-technical

4. Values Common purpose Sharing Helpfulness Technical rigour Rich communication

6. Top Ten Tips

7. Agile development Good analysis & stories. Iterative development + deployment Continuous Integration then Continuous Delivery Automated testing Bigger ﬁsh to fry

8. Sit together Communication as a factor of distance Make time to talk Have open channels Talk to individuals

9. Knowledge-sharing Don’t create knowledge silos Build special interest groups ‘irrelevant’ learning Exploit Conway’s Law

10. Don’t tear down the silos (yet!) Give individuals time to work in their area Reduce silo’d work Don’t have big central services teams

11. Management structure Similar reporting for whole team Small number of hops Reduce hand-offs Value-stream mapping

12. Incentives Are your incentives helping or hurting? Focus on delivery Reward everyone fairly Don’t get gamed

13. Celebrate good times! Come on! Include everyone Be thoughtful Celebrate failure

14. laughingsquid.com

15. Share access to systems Everyone has RW to Puppet/Chef Share the pain when breakages happen Use tests rather than restricting access Pair to overcome mistrust You are not in the sudoers file. This incident will be reported.

16. Information-sharing systems Developers should see into production SAs should see new features Big visible displays Go to each other’s meetings

17. Gather metrics What happens at release time? How can we measure the system? Evidence-based decision making. Share the data!

18. Change Agents Go and make friends Stir things up Break existing organisational boundaries Internal or external?

19.

20. How about you?

21. TOM SULSTON http://thoughtworks.com @tomsulston

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