2017 ushered DevOps into the enterprise mainstream but minimal progress has been made by enterprise organizations in their ability to deliver software value faster with less cost and less risk. To succeed in today’s complex and demanding environment and become a truly digital enterprise, companies need to be just as effective in their digital factories as we have become in our physical manufacturing environments. Join CollabNet’s Logan Daigle, DevOps Strategist and Agile Coach, as he examines some of the current technical challenges within our software value streams and identifies proven approaches that can dramatically accelerate digital transformation. Learn how: The Software Value Stream Is Unique DevOps is Both the Problem and the Solution Value Stream Management (VSM) Benefits Business and Technology Stakeholders VSM Has Advantages for Specific Key Job Roles And, Much More!

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DevOps 2.0 and Beyond
The Integration of Agile and DevOps for Value Stream Management
Tuesday February 20, 2018

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Presenter
Logan Daigle
Director, DevOps Strategy and Delivery
CollabNet
Twitter: @TheDevOpsGuru

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From DevOps To DevOps 2.0

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The emerging professional movement that
advocates a collaborative working
relationship between Development and IT
Operations, resulting in the fast flow of
planned work (i.e., high deploy rates), while
simultaneously increasing the reliability,
stability, resilience and security of the
production environment.
-Gene Kim, The DevOps Handbook
What is DevOps?

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What is DevOps 2.0?
Think of Gene Kim’s definition of
DevOps and use a much more
holistic approach, apply it to the:
Entire Value Stream

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Question 1: Who is doing DevOps?
Source Code Management, Continuous Integration, Continuous Delivery,
Continuous Deployment, Automated Testing, Automated Environment Provisioning

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• Distinguish the key differences in LEAN processes for:
physical manufacturing
vs
software manufacturing
• How to start to resolve the gaps in software assembly:
Value Stream Mapping
Software Value Streams Are Unique

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Still Two Major Challenges

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Challenge #1
Mark Schwartz defines it as “The
hypothesis held by the organization’s
leadership as to what will best
accomplish the organization’s best
goals or desired outcomes”
There is no standard business value
unit, it must be identified and
measured

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There is little Visibility and Traceability
in the DevOps Machine
Challenge #2

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Bold Statement Ahead
Prepare Yourself…

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DevOps is the Solution
(and the problem)

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• Culture && Automation == DevOps Awesomeness
• What does the 2017 State of DevOps Report say?
Why is DevOps The Solution

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• Culture || Automation != DevOps Awesomeness
• What does the 2017 State of DevOps Report say?
Why is DevOps The Problem

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The unintended consequence of automation:
Change Pooling
And Probably the biggest impediment to Awesomeness
Why Is DevOps The Problem?

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Question 2: How Often Do You Release Software
Every change, 1 week, 2 weeks, 1 month, 3 months, 1 year

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Four key capabilities:
1. Provide Visibility and Traceability
2. Comprehensive Workflow Automation
3. Automatically Generate Lean Metrics
4. Self Document “Real Time” Audit and Compliance Reports
What are Value Stream Management Platforms

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The Four VSM Capabilities
Deep Dive

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Visibility and Traceability - Kanban

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Visibility and Traceability – By Feature

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Visibility and Traceability – By Package

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Metrics and Measures - Flow

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Metrics and Measures - Risk

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Comprehensive Workflow Orchestration

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Real Time Audit and Compliance

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The Benefits of VSM
to Business and Technology Stakeholders

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• Understand the level value to the business
• Understand the impact DevOps is having on operations
• Greater visibility into the risk of business disruption through
incidents, unexpected change, errant deployments, missed
dependencies and incomplete releases.
• Gain greater visibility into downstream operations
• Make teams more efficient with data-driven metrics
• Release quicker and with a higher degree of confidence
• Easily take advantage of opportunities
The Benefits

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• Online E-commerce, Very advanced DevOps practice
• Improved visibility in their DevOps machine
• Tool Rationalization and Standardization
• Data-driven data used to improve their processes
The Customer Stories – Large Athletic Retailer

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• Traditional, risk-averse company with zero automation
• Used data-driven decision making to improve their process
• Using Lean Metrics – able to prove reduction in cycle time
The Customer Stories – Large Insurance Company

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• Traditional, highly-regulated, with some automation
• Enabled automation innovation for teams that had none
• “Single Pane of Glass” to view all DevOps data in one place
• Tool Rationalization and Standardization
The Customer Stories – A Railway Company

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• Traditional, global firm with pockets of good practices
• Using flow and risk metrics to show work item improvements
• Using flow and risk metrics to show process improvement
• Using visibility and visualization to improve culture
The Customer Stories – A Global Staffing Firm

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VSM For Your Job Role
The Executive, The Product Owner, The Quality Assurance Manager, The
Compliance and Audit Officer

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• New and higher level of visibility
• Insights to make incremental investments
• Greater confidence in team delivery
Benefits for The Executive

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• Better level of visibility
• Know where business value is at all times with confidence
• Plan with confidence and report progress to stakeholders
Benefits for the Product Owner

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• Automated release notes
• Provides data-driven feedback
• Make incremental investments in team, training or resources
Benefits for the Quality Assurance Manager

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• Shift compliance left
• Real time compliance: “doing compliance in smaller iterations”
• Less time preparing for or administering audits
Benefits for the Compliance And Audit Officer

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Summary and Conclusion

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