To survive in today’s market, organizations need to deliver higher quality, more secure software than ever before, and they need to do it faster. Today’s leaders need to understand what DevOps is all about and how to implement it across the enterprise to remain competitive, react to changing conditions, and facilitate growth. This interactive workshop will explain what DevOps is and isn’t, what benefits we should expect adopting it, and what we need to do to adjust to a DevOps mindset. We’ll look at our current delivery processes and discuss how we can deliver higher quality, more secure software, and how we can do it faster, more reliably, and have more confidence in the result. We will focus on the culture and process, only touching on the tools that enable us to work better. It is not a technical deep dive. This workshop is designed for executives and leaders, managers, project managers, and team leads to help them prepare for successful DevOps transformation and leadership.

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Agility. Security. Delivered.
DevOps for Leadership
Jeff Payne
Gene Gotimer
Coveros, Inc.

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About Coveros
• Coveros helps companies accelerate the delivery of
secure, reliable software using agile methods
• Agile & DevOps Services
• DevOps Implementation
• DevSecOps Integration
• Agile Transformations & Coaching
• Agile Software Development
• Agile Testing & Automation
• Agile, DevOps, Testing, Security Training
• Open Source Products
• SecureCI – Secure DevOps toolchain
• Selenified – Agile test framework
Development Platforms

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Selected Commercial Clients

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Selected Federal Clients

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Brainstorm- What Worries You?
• What are your biggest worries about your software delivery process?
• When someone says "there was a problem with the release,"
what do you immediately guess the problem was?
• If you have to push out a release with no notice,
no prep, cut every corner imaginable,
• what do you think is most likely to go wrong?
• what corners don’t you dare cut?

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Lacking Confidence
• These tests/steps/worries show what is lacking in your process.
• They are:
• Missing
• Incomplete
• Insufficient
• Incorrect
• Success in DevOps means these will be not be significant concerns.

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Your Delivery Pipeline

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Delivery Pipeline
Process of taking a code change
from developers and getting it deployed
into production or delivered to the customer
A-ha
to
Ka-ching

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Value Stream Exercise
• List out steps from developer to production
• That is the delivery pipeline
• whether manual or automated
• Identify time for each task
• work time
• wait time
• List as much as you can
Task
Wait
Work

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Goal of the Delivery Pipeline
Do we have a
viable candidate for production?

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On The Value Stream
• Make sure each task provides feedback
• If it doesn’t, why do we need it?
• Strike tasks that don’t provide feedback
• Note any feedback loop where a failure
doesn’t change the course of action
• If it fails, what do you change?
Task
Wait
Work

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Non-Optimal Effort
• Mura
• unevenness, irregularity, inequality, nonuniformity
• e.g., standards not followed
• Muri
• overburdening, unreasonableness, compulsorily
• e.g., too much work, not enough time
• Muda
• futility, uselessness, wastefulness
• Type I: non-value adding, but necessary for end customers
• e.g., non-functional testing, the -ilities
• Type II: non-value adding and unnecessary for end customers
• e.g., manager rubber-stamp approval processes
無駄
斑
無理

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Process Change
That's the way it's always been done.

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On The Value Stream
• Identify types and sources of waste
• Mura - irregular
• Muri - overburdening
• Muda Type I – no value but necessary
• Muda Type II – no value and unnecessary
• Eliminate Muda Type II
• Or discuss why you can’t
• “It’s the way things are done” is not an excuse
Task
Wait
Work

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Organizational culture
Pathological
Power-oriented
Low cooperation
Blame culture
Experimentation
prohibited
Bureaucratic
Rule-oriented
Modest cooperation
Failure punished
Experimentation
discouraged
Generative
Performance-oriented
High cooperation
Failure is learning
Experimentation
encouraged
Organizational culture is the strongest predictor of IT performance.

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Back On The Value Stream
• Mark any "pathological" or "bureaucratic"
processes
• something we "need", even if other orgs don't
• anything that leads to punishment
• What is a "failure"?
• What does that tell you?
• How do you act upon it?
• Could you get the info/visibility/awareness
in some other way?
Task
Wait
Work

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Back to the Brainstorming
• Add/fix/improve tests to address the
concerns you identified at the beginning
• How soon could you stop the build by
testing early?
• How late should you wait so as not to waste
time?
• What will you do if it fails?
• Will it give you confidence to release?
Task
Wait
Work

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What is DevOps?

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What is DevOps?
DevOps is a human endeavor that creates performance and quality,
through culture change and continuous improvement.
It is not:
• Just about automation
• No rules
• Eliminating testing or ops

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C.A.L.M.S.
Developed by John Willis and Damon Edwards
Lean added by Jez Humble to describe DevOps
• Culture—Own the change to drive collaboration and communication
• Automation—Take manual steps out of your value chain
• Lean—Use lean principles to enable higher cycle frequency
• Metrics—Measure everything and use data to refine cycles
• Sharing—Share experiences to enable others to learn
• successful or not

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Pulling the Andon Cord
• All work on the assembly line is stopped
• Everyone is obligated to pull the cord if you
discover a problem with production
• Team leader immediately finds out why
the rope was pulled. Then, together, the
leader and the team work to solve the
problem and restart production.
• Not only is the defect corrected but the processes is evaluated and
changed to prevent the possibility of making the same mistake

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Continuous Improvement

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Benefits of DevOps
Elite performing (top 7%) vs. low performers (bottom 15%):
• deploy code 46 times more often
• have 2,555 times faster lead time
• changes are 1/7 as likely to fail
• recover from those failures 2,604 times faster

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Benefits of DevOps

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Lean Transformation
1. Find a change agent (how about you?)
2. Find a sensei (a teacher whose learning curve you can borrow)
3. Seize (or create) a crisis to motivate action across your firm
4. Map the entire value stream for all your product families
5. Pick something important and get started removing waste quickly,
to surprise yourself with how much you can accomplish in a very
short period.
from Lean Thinking by Jim Womack and Dan Jones

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Wrap Up

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#Coveros5
• The pipeline is about building confidence that you have a viable
candidate for production. Define process with that in mind.
• Any time spent on transformations the customer is not willing to pay
for is waste and should be considered for elimination.
• Strive for a generative culture, providing team members the
psychological safety to fail. Guide, don't control.
• Encourage team members to pull the Andon cord.
Continuously improve.
• Use value-stream mapping to help you understand your process.

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Value Stream Back at Home
• Per story/feature/task
• Record each step as you do it
• Record actual time
• work time
• wait time
• Make it visible
• post it in the team room or online
• keep it up-to-date
• include it in retrospectives
Task
Wait
Work

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Reading List
• Learning to See: Value-Stream Mapping to Create Value and Eliminate
Muda, by Mike Rother and John Shook.
ISBN-13: 978-0966784305
• The Phoenix Project: A Novel about IT, DevOps, and Helping Your
Business Win, by Gene Kim, Kevin Behr, George Spafford.
ISBN-13: 978-0988262508
• The Art of Business Value, by Mark Schwartz.
ISBN-13: 978-1942788041
• Lean Thinking: Banish Waste and Create Wealth in Your Corporation,
by James P. Womack and Daniel T. Jones.
ISBN-13: 978-0743249270