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DevOps: Why Culture Matters
The document discusses rebooting leadership for DevOps success. It emphasizes creating a team that respects each other and shares values to deliver value to consumers quickly and with high quality. The summary focuses on delivering value to consumers through continuous delivery by empowered autonomous teams that collaborate well and share knowledge.
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DevOps: Why Culture Matters
- 1. Rebooting Your Leadership forDevOps Success Glenn Exton CTO glenn.exton@g2g3.com DevOps Summit Santa Clara, November 3-5
- 2. Producing great products that consumerslove. respects each other trusts each other has shared values Delivered by a team that…
- 3. It’s about the consumer creatingthat WOW moment
- 4. It’s about doingmore, faster and with less
- 5. It’s about businessoutcomes
- 6. It’s about thenumbers… Reduce Costs Increase Revenues Increase Business Value Increase Customer Base Reduce COGS Reduce SG&A Reduce DSO Reduce DIO Improve Fixed Asset Utilization Improve Goodwill Improve DPO Increase Revenues Reduce Fixed Capital Reduce Working Capital Increase Revenue Per Customer Reduce Costs
- 7. It’s about valuedelivery… Ideas to Market Market to Opportunity Opportunity to Order Order to Delivery/Cash Customer Service/Support Procure to Pay Record to Report Hire to Retire NPI Cycle Time Lead Conversion Ratio Order to Delivery Turnaround Time Delivery to First Commit Days in Inventory Days Sales Outstanding Sales/Mktg Cost as a %Rev %Rev of NPI Quote Conversion Ratio Invoice Cycle Time First Time to Resolve Rate Days Payable Outstanding Days to Hire Approved Staff Delivery Cost as a %Rev Voice of the Workforce Score Customer Loyalty Index
- 8. Increase Customer Base Reduce COGS Reduce SG&A Reduce DSO Reduce DIO Improve Fixed AssetUtilization Improve Goodwill Improve DPO Increase Revenues Reduce Costs Reduce Fixed Capital Reduce Working Capital Increase Revenues Reduce Costs Increase Business Value Value Levers Value Delivery NPI Cycle Time Lead Conversion Ratio Order to Delivery Turnaround Time Delivery to First Commit Days in Inventory Days Sales Outstanding Sales/Mktg Cost as a %Rev %Rev of NPI Quote Conversion Ratio Invoice Cycle Time First Time to Resolve Rate Days Payable Outstanding Days to Hire Approved Staff Delivery Cost as a %Rev Voice of the Workforce Score Customer Loyalty Index/Score Operating Metrics It’s about creating a bridge, sense of purpose with your team… Ideas to Market Market to Opportunity Opportunity to Order Order to Delivery/Cash Customer Service/Support Procure to Pay Record to Report Hire to Retire Improve Consumer Value Improve Velocity Improve Predictability Improve Quality Improve Business Value Increase Revenue Per Customer Illustrative
- 9. New Product IntroductionCycle Time Order to Delivery Cycle Time Lifetime Customer Loyalty Index Delivery Cost as a %Revenue Increased Free Cash Flow Increased Revenue Increased EPS Improved ROA Innovation Engine IT’S ABOUT KNOWING THAT EVERY ACTION COUNTS Sprint Velocity Time to Restore Service Successful Build Rate Quality of Code Deployment Frequency
- 10. It’s about creatinga win – win relationship My Interests “I win” Your Interests “You Lose”Win/Win
- 11. Currently, silos limitgreatness, potential & excellence… Development Operations Availability Stability Control Procedures Innovation Agility Frequent Delivery Lean Flow
- 12. What are we goingto do…
- 13. Structure your plan… Increase TeamDelight Increase Consumer Delight Increase Business Value Improve Continuous Integration Increase Continuous Delivery Increase Knowledge & Expertise Increase Leadership Commitment Improve Continuous Deployment Improve Continuous Quality Assurance Increase Team Collaboration Increase Active Sponsorship Improve Alignment Goals/Measures Increase Innovation Excellence Increase Knowledge Champions Increase Knowledge Reuse Increase Active Involvement Improve Consumer Sentiment Insights Improve Consumer Usage Insights Increase Consumer Insights
- 14. Derive approaches thatwork for you… Minimal Viable Product Rapid Prototyping Product/Consumer Centric Team Operating Model Lean / Automated Product Lifecycle Practices Collaborative and Connected ToolChains Empowered Autonomous Teams Actionable Insights & Predictive Analytics OneTeam Approach Digitally Captured Product Knowledge Blueprints Customer Loyalty Index/Score Sentiment/Insights Feedback Cycle Time %Time Leadership Team Involvement Staff Attrition Rate %Products Knowledge Capture Delivery Cost as a %Revenue % of Process Fallouts Usage/Insights Feedback Cycle Time MVPP Cycle Time % Ideas Meeting Invent Criteria % Ideas to New Product Concepts Ratio of Automated Vs Manual Practices New Product Delivery Cycle Time New Feature Delivery Cycle Time %Products Knowledge Reuse Voice of the Workforce Score
- 15. Create team principles… Just in Time Continuous Delivery Demand Driven Production Continuous Insights (Analytics) New Product Ideas Concept Co-Creation Continuous Flow Rapid Line Change-Over DevOps FACTORY Concept 24x7 Availability Delighted Consumers Process Automation Continuous Improvement Continuous Quality OneTeam Approach Continuous Knowledge
- 16.
- 17. Create autonomous teams andlet go who are… multi-skilled passionate create a spark have duty of care are can-do and get results
- 18. Create ways toget people on the same page… Cost%to%Value Engineering Strategic%Enablement%%% Consumer%Delight Reliability% Resilience%% Time%to%Value Responsiveness% Supportability Roadmap Quality%Assurance Team%Delight DevOps Canvas Initiative%Title: Situational%Summary: Sponsor%/%Product%Owner: Date: Version: Designed By: G2G3 What is needed to delight the consumer What could make the consumer go ‘wow’ How long before value is delivered to the consumer What approach will be used to deliver value How will the product be engineered What key components are needed What steps will be taken to shift quality up stream What QA steps will be taken to eliminate manual processing, fall-outs What is needed to delight the team What is the best way to incentivise and reward the team What steps will be taken to maximise uptake What steps will be taken to optimise costs How will the product be supported What will help the consumer use the product What is launched day one and beyond Who is the target audience How does the product fit within the strategic plan How will the product be taken to market What resilience is needed What product reliability is needed What level of responsiveness is required
- 19. Create environments tofoster collaboration… Cost%to%Value Engineering Strategic%Enablement%%% Consumer%Delight Reliability% Resilience%% Time%to%Value Responsiveness% Supportability Roadmap Quality%Assurance Team%Delight DevOps Canvas Initiative%Title: Situational%Summary: Sponsor%/%Product%Owner: Date: Version: DevOps Canvas Cost%to%Value Engineering Strategic%Enablement%%% Consumer%Delight Reliability% Resilience%% Time%to%Value Responsiveness% Supportability Roadmap Quality%Assurance Team%Delight DevOps Canvas Initiative%Title: Situational%Summary: Sponsor%/%Product%Owner: Date: Version: addadd add add add add addadd add add add add add addadd add add add add add add add add add add add add add add add add add add add New Operating Model Design Team Collaboration Cost%to%Value Engineering Strategic%Enablement%%% Consumer%Delight Reliability% Resilience%% Time%to%Value Responsiveness% Supportability Roadmap Quality%Assurance Team%Delight DevOps Canvas Initiative%Title: Situational%Summary: Sponsor%/%Product%Owner: Date: Version: addadd add add add add addadd add add add add add addadd add add add add add add add add add add add add add add add add add add add Cost%to%Value Engineering Strategic%Enablement%%% Consumer%Delight Reliability% Resilience%% Time%to%Value Responsiveness% Supportability Roadmap Quality%Assurance Team%Delight DevOps Canvas Initiative%Title: Situational%Summary: Sponsor%/%Product%Owner: Date: Version: addadd add add add add addadd add add add add add addadd add add add add add add add add add add add add add add add add add add add New Product Concept Planning Current State Analysis Illustrative Scenarios
- 20. Cost%to%Value Engineering Strategic%Enablement%%% Consumer%Delight Reliability% Resilience%% Time%to%Value Responsiveness% Supportability Roadmap Quality%Assurance Team%Delight DevOpsCanvas Initiative%Title: Situational%Summary: Sponsor%/%Product%Owner: Date: Version: launch new product in 3months develop MVP prototype in 2weeks new addition to the product family high availability 24x7 defence against cyber attacks launch internally first auto complete search features guided suggestions on products that fit profile automated spending pattern alerts one click purchase checkout personalised UX New Product Concept Planning An example to show how the DevOps canvas can be used during new product concept planning. launch with lighthouse ‘friendly’ scale with two enterprise customers data encrypted during transit mobile and responsive design user interactions encrypted over a secure connection (HTTPS) automate integration and delivery builds answer support calls under a minute provide 24x7 regional coverage monthly offsites / team outings working on board level project provide user diagnostics for self-help frequent peer to peer code reviews approval to hire critical SME’s cross-sell from existing offerings 1500 potential concurrent users MVP 5x2 week sprints enable new FY16+ revenue growth sell via direct and indirect channels Open Web Application Security Project (OWASP) guidelines use sentiment & predictive analytics deliver value at end of each sprint restore P1 incidents within 60 minutes dedicated workspace for product team CEO sponsorship CTO daily involvement use the newly released toolchain Illustrative microservices architecture device agnostic click to talk for support 20,000 new users per month extreme usage patterns, after 17:30 provide call centre support services use commercially available cloud services collect click charge on each transaction offer a fremium model to start with board CAPEX approval load balancing & failover mgt automate testing – func, stress and security instrument the process
- 21. Keep your teams fresh Jobrotations multi-discipline stand-ups best practice sharing learn from issues, problems hackathons, jams customer days
- 22. Encourage sharing Outcomes of codereviews Product reviews Version control best practices Branching strategies Test scripts Accelerating MVP prototyping TDD/BDD insights Design patterns Unit testing models Agile manifesto principles Expectations of Product Owners Toolchains practices ILLUSTRATIVE Sprint retrospectives Branching approaches Feedback-Analytics:Logging Feedback-Analytics:Customer Sentiment
- 23. Understand your teamSOCIAL DYNAMICS…
- 24. Understand your teamMOTIVES…
- 25. Explore all gameplays…
- 26.
- 27. Change the game… Illustrative GameScience Strategy
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- 31. We are stillon a journey
- 32. Thank-You DevOps Collaborative Teamwork Continuous Delivery ContinuousValue Continuous Improvement Continuous Insight Continuous Flow Continuous Quality
- 33. Rebooting Your Leadership forDevOps Success Glenn Exton CTO glenn.exton@g2g3.com DevOps Summit Santa Clara, November 3-5