Pyramid Discussion: DevOps Adoption in Large, Slow Organizations

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Notes from Pyramid Discussion: DevOps Adoption in Large, Slow Organizations at Agile + DevOps West 2019. Are you in a large, plodding enterprise that's beginning, in the midst of, or considering a move toward DevOps? Unsure how or even if it will work, but know you have to make a move anyway? Do you want to hear from your peers about how they've managed so far? A pyramid discussion starts as a series of one-on-one conversations between the participants. After each pair hashes out their thoughts with each other, they join another couple to refine their points and hear pros and cons. After a while, those four join with four more, and so on until there is only one discussion, with everyone sharing and discussing. All attendees will get a chance to have their ideas and experiences heard while building on the thoughts and experiences of others. Even if you aren't ready to take over the discussion in a room of peers, you can proceed through the pyramid of smaller debates to get answers to your questions and hear how others are bringing DevOps to a large, slow organization.

Software

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Agility. Security. Delivered.
DevOps Adoption in Large,
Slow Organizations
A pyramid discussion

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Pyramid Discussion
• Pair up to discuss, strengthen your ideas
• 2 pairs join to discuss,
• Then 4 pairs,
• And so on…

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Discussion
• What are your biggest impediments?

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Discussion
• What are your biggest impediments?
• What makes your organization especially challenging?

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Discussion
• What are your biggest impediments?
• What makes your organization especially challenging?
• Do you have or can you find a champion to clear impediments for
you? Who is that?

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Discussion
• What are your biggest impediments?
• What makes your organization especially challenging?
• Do you have or can you find a champion to clear impediments for
you? Who is that?
• How can you get the champion involved?

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Organizational culture
Pathological
Power-oriented
Low cooperation
Failure leads to
scapegoating
Experimentation
prohibited
Novelty crushed
Bureaucratic
Rule-oriented
Modest cooperation
Failure leads to
justice
Experimentation
discouraged
Novelty leads to problems
Generative
Performance-oriented
High cooperation
Failure leads to
learning
Experimentation
encouraged
Novelty implemented

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Discussion
• What are your biggest impediments?
• What makes your organization especially challenging?
• Do you have or can you find a champion to clear impediments for
you? Who is that?
• How can you get the champion involved?
• Do you have a pathological, bureaucratic, or generative culture?

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Discussion
• What are your biggest impediments?
• What makes your organization especially challenging?
• Do you have or can you find a champion to clear impediments for
you? Who is that?
• How can you get the champion involved?
• Do you have a pathological, bureaucratic, or generative culture?
• Are you an island of DevOps and Agile, or is the rest of the
organization transforming with you?

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Discussion
• What are your biggest impediments?
• What makes your organization especially challenging?
• Do you have or can you find a champion to clear impediments for
you? Who is that?
• How can you get the champion involved?
• Do you have a pathological, bureaucratic, or generative culture?
• Are you an island of DevOps and Agile, or is the rest of the
organization transforming with you?
• How can you build a culture of learning?

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Discussion
• …
• Do you have a pathological, bureaucratic, or generative culture?
• Are you an island of DevOps and Agile, or is the rest of the
organization transforming with you?
• How can you build a culture of learning?
• What are your transformation goals? Are you focused on outcomes
or outputs?

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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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Discussion
• …
• Do you have a pathological, bureaucratic, or generative culture?
• Are you an island of DevOps and Agile, or is the rest of the
organization transforming with you?
• How can you build a culture of learning?
• What are your transformation goals? Are you focused on outcomes
or outputs?

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Metrics as Targets
“People with targets and
jobs dependent upon
meeting them will probably
meet the targets –
even if they have to destroy
the enterprise to do it.”
– W. Edwards Deming

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Principles of Measures
• Principle 1:
Measures should encourage desired behavior by the front lines.
• Principle 2:
Measures should provide information for senior managers to make
decisions.
• Principle 3:
Principle 1 takes precedence over Principle 2.
from Learning to See: Value-Stream Mapping to Create Value
and Eliminate Muda by Mike Rother and John Shook

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Discussion
• …
• Do you have a pathological, bureaucratic, or generative culture?
• Are you an island of DevOps and Agile, or is the rest of the
organization transforming with you?
• How can you build a culture of learning?
• What are your transformation goals? Are you focused on outcomes or
outputs?
• Do you have metrics to support your progress?

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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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Transformation
"Consider business stakeholders as
your customer during a transformation."
"Find your biggest adversary.
Then find out what their boss is asking them to do.
Make them look good by providing that value."
- Cheryl Hammond @bsktcase

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Discussion
• …
• Do you have a pathological, bureaucratic, or generative culture?
• Are you an island of DevOps and Agile, or is the rest of the
organization transforming with you?
• How can you build a culture of learning?
• What are your transformation goals? Are you focused on outcomes or
outputs?
• Do you have metrics to support your progress?
• Can you identify where you might find a quick win?

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Wrap Up

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hub.techwell.com
Join the
TechWell Hub
Continue the
discussion
#agiledevopswest

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W. Edwards Deming noted that “people with targets and jobs dependent upon meeting them will probably meet the targets – even if they have to destroy the enterprise to do it.” While metrics can be a great tool for evaluating performance and software quality, becoming beholden to reaching metrics goals, especially the wrong ones, can be detrimental to the project. Each team needs to take care and understand what targets are appropriate for their project. They also need to consider the current and desired states of the source code and product and the capabilities and constraints of the team. As one of the lead architects working with a huge codebase on a government project, I often have the opportunity to influence the teams around me into watching or ignoring various metrics. I will walk through some measures that are available to most projects and discuss what they really mean, various misconceptions about their meaning, the tools that can be used to collect them, and how you can use them to help your team. I’ll discuss experiences and lessons learned (often the hard way) about using the wrong metrics and the damage they can do. This session is aimed at development leads and others that are trying to choose the right metrics to measure or trying to influence what metrics to avoid.

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Developing a delivery pipeline means more than just adding automated deploys to the development cycle. To be successful, quality testing of all types must be incorporated throughout the process to ensure that problems aren’t slipping through. Those checks must include security, or you risk developing insecure software. Fortunately, the delivery pipeline opens up opportunities to add more security testing to the delivery process. Continuous integration builds can add static analysis tools to test for simple security errors and check if components with known vulnerabilities are being used. Gene Gotimer introduces several types of open-source and free security testing tools, that can be quickly added to a delivery pipeline. Security tools reduce the initial investment of both time and money, and help eliminate some barriers to adding security testing to the process.

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The continuous delivery pipeline is the process of taking new or changed features from developers, and getting features deployed into production and delivered quickly to the customer. Gene Gotimer says testing within continuous delivery pipelines should be designed so the earliest tests are the quickest and easiest to run, giving developers the fastest feedback. Successive rounds of testing lead to increased confidence that the code is a viable candidate for production and that more expensive tests—time, effort, cost—are justified. Manual testing is performed toward the end of the pipeline, leaving computers to do as much work as possible before people get involved. Although it is tempting to arrange the delivery pipeline in phases (e.g., functional tests, then acceptance tests, then load and performance tests, then security tests), this can lead to serious problems progressing far down the pipeline before they are caught. Gene shows how to arrange your tests so each round provides just enough testing to give you confidence that the next set of tests is worth the investment. He explores how to get the right types of testing into your pipeline at the right points.

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Not every continuous delivery initiative starts with someone saying "drop everything. Let's do DevOps." Sometimes you have grow your practice incrementally. And sometimes, you don’t set out to grow a practice at all-- you are just fixing problems with your process, trying to make things better. I'll walk through a case study of how our team worked on an exemplar project for the Department of Defense to show that agile could work in a decidedly waterfall culture. I’ll also discuss techniques and tools we used to bring a DevOps mindset and continuous delivery practices into an environment that wasn't already Agile. I'll talk about how we were able to start in development, where we had the most control, with a "let's starting being Agile" initiative and working on "why is continuous integration important?" From there, we tackled one problem after another, each time making the release a little easier and a little less risky. We incrementally brought our practices through other environments until the project was confidently delivering working, QA-tested, security-tested releases that were ready for production every two weeks. I’ll discuss the journey we took and the tools we used to get to build quality into our product, our releases, and our release process. This session is aimed at people that are trying to adopt agile and continuous delivery, but might be worried that it can’t work in their particular environment due to the enterprise, the culture, or the regulations that surround them.

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2. © COPYRIGHT 2019 COVEROS, INC. ALL RIGHTS RESERVED. 2@CoverosGene #AgileDevOpsCon Pyramid Discussion • Pair up to discuss, strengthen your ideas • 2 pairs join to discuss, • Then 4 pairs, • And so on…

5. © COPYRIGHT 2019 COVEROS, INC. ALL RIGHTS RESERVED. 5@CoverosGene #AgileDevOpsCon Discussion • What are your biggest impediments? • What makes your organization especially challenging? • Do you have or can you find a champion to clear impediments for you? Who is that?

6. © COPYRIGHT 2019 COVEROS, INC. ALL RIGHTS RESERVED. 6@CoverosGene #AgileDevOpsCon Discussion • What are your biggest impediments? • What makes your organization especially challenging? • Do you have or can you find a champion to clear impediments for you? Who is that? • How can you get the champion involved?

7. © COPYRIGHT 2019 COVEROS, INC. ALL RIGHTS RESERVED. 7@CoverosGene #AgileDevOpsCon Organizational culture Pathological Power-oriented Low cooperation Failure leads to scapegoating Experimentation prohibited Novelty crushed Bureaucratic Rule-oriented Modest cooperation Failure leads to justice Experimentation discouraged Novelty leads to problems Generative Performance-oriented High cooperation Failure leads to learning Experimentation encouraged Novelty implemented

8. © COPYRIGHT 2019 COVEROS, INC. ALL RIGHTS RESERVED. 8@CoverosGene #AgileDevOpsCon Discussion • What are your biggest impediments? • What makes your organization especially challenging? • Do you have or can you find a champion to clear impediments for you? Who is that? • How can you get the champion involved? • Do you have a pathological, bureaucratic, or generative culture?

9. © COPYRIGHT 2019 COVEROS, INC. ALL RIGHTS RESERVED. 9@CoverosGene #AgileDevOpsCon Discussion • What are your biggest impediments? • What makes your organization especially challenging? • Do you have or can you find a champion to clear impediments for you? Who is that? • How can you get the champion involved? • Do you have a pathological, bureaucratic, or generative culture? • Are you an island of DevOps and Agile, or is the rest of the organization transforming with you?

10. © COPYRIGHT 2019 COVEROS, INC. ALL RIGHTS RESERVED. 10@CoverosGene #AgileDevOpsCon Discussion • What are your biggest impediments? • What makes your organization especially challenging? • Do you have or can you find a champion to clear impediments for you? Who is that? • How can you get the champion involved? • Do you have a pathological, bureaucratic, or generative culture? • Are you an island of DevOps and Agile, or is the rest of the organization transforming with you? • How can you build a culture of learning?

11. © COPYRIGHT 2019 COVEROS, INC. ALL RIGHTS RESERVED. 11@CoverosGene #AgileDevOpsCon Discussion • … • Do you have a pathological, bureaucratic, or generative culture? • Are you an island of DevOps and Agile, or is the rest of the organization transforming with you? • How can you build a culture of learning? • What are your transformation goals? Are you focused on outcomes or outputs?

12. © COPYRIGHT 2019 COVEROS, INC. ALL RIGHTS RESERVED. 12@CoverosGene #AgileDevOpsCon 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

14. © COPYRIGHT 2019 COVEROS, INC. ALL RIGHTS RESERVED. 14@CoverosGene #AgileDevOpsCon Discussion • … • Do you have a pathological, bureaucratic, or generative culture? • Are you an island of DevOps and Agile, or is the rest of the organization transforming with you? • How can you build a culture of learning? • What are your transformation goals? Are you focused on outcomes or outputs?

15. © COPYRIGHT 2019 COVEROS, INC. ALL RIGHTS RESERVED. 15@CoverosGene #AgileDevOpsCon Metrics as Targets “People with targets and jobs dependent upon meeting them will probably meet the targets – even if they have to destroy the enterprise to do it.” – W. Edwards Deming

16. © COPYRIGHT 2019 COVEROS, INC. ALL RIGHTS RESERVED. 16@CoverosGene #AgileDevOpsCon Principles of Measures • Principle 1: Measures should encourage desired behavior by the front lines. • Principle 2: Measures should provide information for senior managers to make decisions. • Principle 3: Principle 1 takes precedence over Principle 2. from Learning to See: Value-Stream Mapping to Create Value and Eliminate Muda by Mike Rother and John Shook

17. © COPYRIGHT 2019 COVEROS, INC. ALL RIGHTS RESERVED. 17@CoverosGene #AgileDevOpsCon Discussion • … • Do you have a pathological, bureaucratic, or generative culture? • Are you an island of DevOps and Agile, or is the rest of the organization transforming with you? • How can you build a culture of learning? • What are your transformation goals? Are you focused on outcomes or outputs? • Do you have metrics to support your progress?

18. © COPYRIGHT 2019 COVEROS, INC. ALL RIGHTS RESERVED. 18@CoverosGene #AgileDevOpsCon 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

19. © COPYRIGHT 2019 COVEROS, INC. ALL RIGHTS RESERVED. 19@CoverosGene #AgileDevOpsCon Transformation "Consider business stakeholders as your customer during a transformation." "Find your biggest adversary. Then find out what their boss is asking them to do. Make them look good by providing that value." - Cheryl Hammond @bsktcase

20. © COPYRIGHT 2019 COVEROS, INC. ALL RIGHTS RESERVED. 20@CoverosGene #AgileDevOpsCon Discussion • … • Do you have a pathological, bureaucratic, or generative culture? • Are you an island of DevOps and Agile, or is the rest of the organization transforming with you? • How can you build a culture of learning? • What are your transformation goals? Are you focused on outcomes or outputs? • Do you have metrics to support your progress? • Can you identify where you might find a quick win?

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