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The Evolution of the
Enterprise Operating
Model
Ryan Lockard
300+
People
The deepest pool of
DevOps & cloud
transformation talent
in the industry
5
Global offices
We can scale rapidly
to support diverse
client requirements
across the globe
200+
Engagements
More DevOps
transformation executed
than any other professional
services firm
$70m USD
Funding
Invested by VC Columbia
Capital and Top Tier who
are supporting our rapid
global growth
About Contino
We work with the World’s Leading Brands to help them with measurable transformation, through the adoption of
Enterprise DevOps, Cloud Native Computing and Data Platforms.
We help our clients build their own innovation engine which allows them deliver better software faster and more
efficiently as part of their digital transformation ambitions.
@_lockard 3
The Momentum Framework
NURTURE IT
Problem
Alignment
PLAN IT
PROVE IT
SCALE IT
IMPROVE IT
Stakeholder
Education
DevOps & Cloud
Maturity
Assessment
Cloud TCO & ROI
Business Case
Development
Cloud Strategy
Development
Lighthouse Projects
Application Re-Architect for
Cloud Native Development
Cloud Center Of
Excellence
Mass Workload
Migration to Cloud
DevOps & Cloud
Academy
Continuous
Improvement
Business Case
Validation
Momentum is Contino's approach to customizing the transformation journeys for our clients. It recommends starting small,
proving the “Art of the Possible” and scaling the unique-to-Fiserv best practices throughout the organization.
Cloud Migration
Strategy
Cloud Operating
Model Design
Marketing
Strategy
Breaking Away from
the Monolith
DevSecOps Pipeline
Builds
Targeted
Initiatives
4
Support
Directly interface with the end user to
ensure tighter feedback loops.
Infrastructure
Provide a reliable trusted interface for the
platform team to the on-prem and cloud
offerings.
Product Owner
Persona that merges business
understanding with technical needs and
execution to prioritize work items into a
cohesive backlog.
Project Management
Coordinate and manage interaction
between product teams and future state
strategy group.
Application Development
Developers and QA working towards the
specific product goals.
Platform
Hosts infrastructure either in the cloud or
datacenter and stitches it together into a
singular offering to be consumed by
developers.
Security
Ensure compliance, auditability and
protection posture of the applications and
platform.
Delivery Teams
Our Approach
5
Typical Upskilling and Embedding Capabilities
Premier Project
Team
Process
- Visual management systems
- Setting and respecting WIP limits/cumulative flow diagrams
- Development and improvement of work visualization systems such as
Jira, dashboards, Slack, and physical boards for planning and
roadmapping.
Technology
- Version control fundamentals
- Continuous integration pipelines
- Microservice and Container Best Practices
- Test automation frameworks
- Empowered to own development through the value stream
Culture
- Create a culture for learning (run lunch and learns, internal marketing,
scaled feedback)
- Cross team collaboration (Slack, Confluence, Scaled Retrospectives, etc.)
- Work made meaningful (Mapping tasks to market feedback, Product
Owner responsibilities)
- Participating in transformational leadership (contribution to future state
strategy group)
People
- Working in small batches (2-weeks or less)
- Communicating openly in pods and on Chat Tools
- Practicing Lean/Agile methods (story mapping, shared estimating,
retrospectives, etc.)
- Following product centric Squad based operating model
6
Why?
Why?
✓ Cost center to value center
✓ Attract and retain top talent
✓ Faster time to market
✓ Lower operating costs
✓ Higher product quality
✓ Faster feedback loops
✓ More team autonomy
✓ Reduce defects
✓ Improved mean time to recovery
✓ Pride of work
✓ Making engineering safe for
engineers
Dominant CulturePeopleOriented
Company
Oriented
Reality Oriented
Possibility Oriented
Cultivation
Collaboration Control
Competence
“We succeed by getting and keeping
control”
“We succeed by finding and
keeping people who
fulfill our vision”
“We succeed by working together”
“We succeed by being the best”
- SLAs
- Performance output
Incept
Change
Define
Experiment
Research Provision
Develop
Test
Measure
Learn
Elicit
Feedback
- Ephemeral Infrastructure
- Configuration
- Declarative Dependencies
- BDD/TDD
- Daily builds
- BDD/TDD
- Daily builds
- Pivot/Pursue
- Usability
- Compliance
Agile
Team
What is an Agile Team?
Product
Owner
UX
QA
Ops
Dev
Data
Security
Infra
Customer
● Board of
Directors
● Regulators
● Associations
● Owners of PII
● The larger
organization
1212
Service Level
Objective
Service Level
Objective
Service Level
Objective
Service Level
Objective
Service
Level
Agreement
Service Level indicator
Service Level indicator
Service Level indicator
Service Level
indicator
Service Level
indicator
Service Level
indicator
Service Level
indicator
SLI
Business Product Engineering
SLI
SLI
SLI
SLI
SLI
SLI
SLI
Service Level Indicators (SLIs) are
metrics used to measure service
performance.
13
Here are some common kinds of
SLIs to think about...
14
1515
Availability
How often is this
service available?
Latency
How long does it
take for the service
to respond?
Throughput
How many
requests can the
service process?
Yield
How many
responses from
the service return
correctly?
Availability
How often is this service available?
1616
Availability
How often is this service
available?
Latency
How long does it take
for the service to
respond?
Throughput
How many requests can
the service process?
Yield
How many responses
from the service return
correctly?
● How often can customers use the APP and DSS tools?
● How often can Customer Engagement use these tools internally?
● How often can PRIME requests be submitted?
● How long does it take for a DSS form to be completed?
● How long does it take to submit a PRIME request?
● How long does it take for the customer to receive a notification?
● How many decommission requests can APP receive?
● How many notifications can APP or DSS send?
● How many PRIME requests via the app correctly?
● How many responses from are sent correctly?
Availability
How often is this service available?
1717
Availability
How often is this service
available?
Latency
How long does it take
for the service to
respond?
Throughput
How many requests can
the service process?
Yield
How many responses
from the service return
correctly?
● # of HTTP 200s to /APP
● # of HTTP 200s to /APP from within
● # of HTTP 200s to /prime
● Average transaction time of a HTTP POST to /dss with JSON payload
● Average transaction time of a HTTP POST to /prime with JSON payload
● Average transaction time for notification acceptance test to complete from
JPM AaaS
● Number of successful transactions to before receiving HTTP 500s
● Number of successful notifications sent by notification service before receiving
HTTP 500s
● Number of HTTP 422s received from payloads sent to /APP
● Number of HTTP 422s received from payloads sent to /dss
● Number of failed
There are four classes of metrics that tend to be
strong indicators of performance.
We call these the Four Golden
Signals.
18
1919
Latency Throughput Saturation Errors
Service Level Objectives (SLOs) are
agreements between engineering,
product and the business on service
availability, as informed by SLIs.
20
Availability
How often is this service available?
2121
Availability
How often is this service
available?
Latency
How long does it take
for the service to
respond?
Throughput
How many requests can
the service process?
Yield
How many responses
from the service return
correctly?
● How often can customers use the APP and DSS tools?
● How often can Customer Engagement use these tools internally?
● How often can PRIME requests be submitted?
● How long does it take for a DSS form to be completed?
● How long does it take to submit a PRIME request?
● How long does it take for the customer to receive a notification?
● How many decommission requests can APP receive?
● How many notifications can APP or DSS send?
● How many PRIME requests process correctly?
● How many responses from APP are sent correctly?
Availability
How often is this service available?
2222
Availability
How often is this service
available?
Latency
How long does it take
for the service to
respond?
Throughput
How many requests can
the service process?
Yield
How many responses
from the service return
correctly?
● 99.99% availability for the APP and PRIME services, yearly
● DSS forms should be generated within 10 seconds of request
● PRIME requests should be raised within 300 seconds of initial request
● APP and DSS can send up to 10,000 notifications per second
● APP can submit up to 300 PRIME forms per minute
● 99.995% of PRIME forms valiAPPe successfully
● 99.995% of APP page renders complete successfully
These numbers shouldn't be
arbitrary.
They should be agreed upon by
Business, Product and Engineering.
23
Service Level Agreements (SLAs)
are monetary or legal agreements
that enforce SLOs.
24
SLAs are agreed upon between the
business and their customers.
Engineers typically aren't involved
here.
25
SLAs can be explicit (customer-
facing) or implicit (LOB-facing).
26
The Error Budget
2828
Availability
SLO
● 20,420,520 total requests
● 20,419,499 requests completed with HTTP 200s.
● 99.995% availability # 20419499/20420520 = 0.99995
Availability
SLA
● 99.99% availability for /APP
● Exceeded SLO by 0.005% 😎
/APP Metrics Last Six Months
2929
Availability
SLO
● 20,420,520 total requests
● 20,419,499 requests completed with HTTP 200s.
● 99.995% availability # 20419499/20420520 = 0.99995
Availability
SLA
● 99.99% availability for /APP
● Exceeded SLO by 0.005% 😎
/APP Metrics Last Six Months
The Error Budget is the difference
between the target specified by
the SLO and the service's actual
availability for a given period.
30
3131
Calculating Production
Risk
Controlling Operational
Toil
Prioritizing Stability
Over Features
How much risk can we get away with in our production
releases before we start missing SLO targets?
How do we prioritize operational readiness against
feature work?
When do we stop releasing and start focusing on
stability?
How Error Budgets Are Useful
Here's an example of how error
budgets can guide team velocity
and development cadence.
32
3333
If /APP error budget for the quarter is... Then we can...
100% Releases faster/push experimental
features
80% - 100% Continue releasing per normal cadence
20% - 80% Release at half-speed; prioritize restoring
the error budget
0% - 20% Halt releases; prioritize restoring the error
budget
Consider having a table of error
budgets per period, like this one:
34
3535
/APP
Availability SLO
Per
Annum
Per Quarter Per Month Per Week Per Day
99.9% HTTP 200s,
20M requests/year
amortized
2,000,000 500,000 166,666 38,462 5,470
If developers are spending more time
fixing than building, then your error
budget has likely been exceeded.
This is called operational toil.
36
Operating Model Principles
1
Prioritize Value
over Activity
3
Autonomy over Decision
by Committee
5
Sense and Respond
over Governance and
Control
2
Objective Data over
Subjective Opinion
4
Orientate to Products
over Projects
Wrap Up
1. Every organization has an operating model, even if they are not
proud of it
2. Ticket based model are being disrupted heavily by self service
models
3. If you do not know who your customer is, and/or do not have a
contract you instrument and review - you should
4. Inspect and adapt
The Evolution of the Enterprise Operating Model - Ryan Lockard
The Evolution of the Enterprise Operating Model - Ryan Lockard
The Evolution of the Enterprise Operating Model - Ryan Lockard
The Evolution of the Enterprise Operating Model - Ryan Lockard
The Evolution of the Enterprise Operating Model - Ryan Lockard
The Evolution of the Enterprise Operating Model - Ryan Lockard
Cost Savings
of $3.5M/yr
Team Productivity
Increase: 200%
Case Study
Project
duration: 12
weeks
Reduce
Cycle
Time
to 4
Weeks
Cost Savings
of $3.5M/yr
Team Productivity
Increase: 200%
Case Study
Project
duration: 12
weeks
Reduce
Cycle
Time
to 4
Weeks
5X ROI in year 1!
Atlanta
atlanta@contino.io
Thank You
contino.io continohq contino
London
london@contino.io
New York
newyork@contino.io
Melbourne
melbourne@contino.io
Sydney
sydney@contino.io

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The Evolution of the Enterprise Operating Model - Ryan Lockard

  • 1. The Evolution of the Enterprise Operating Model Ryan Lockard
  • 2. 300+ People The deepest pool of DevOps & cloud transformation talent in the industry 5 Global offices We can scale rapidly to support diverse client requirements across the globe 200+ Engagements More DevOps transformation executed than any other professional services firm $70m USD Funding Invested by VC Columbia Capital and Top Tier who are supporting our rapid global growth About Contino We work with the World’s Leading Brands to help them with measurable transformation, through the adoption of Enterprise DevOps, Cloud Native Computing and Data Platforms. We help our clients build their own innovation engine which allows them deliver better software faster and more efficiently as part of their digital transformation ambitions. @_lockard 3
  • 3. The Momentum Framework NURTURE IT Problem Alignment PLAN IT PROVE IT SCALE IT IMPROVE IT Stakeholder Education DevOps & Cloud Maturity Assessment Cloud TCO & ROI Business Case Development Cloud Strategy Development Lighthouse Projects Application Re-Architect for Cloud Native Development Cloud Center Of Excellence Mass Workload Migration to Cloud DevOps & Cloud Academy Continuous Improvement Business Case Validation Momentum is Contino's approach to customizing the transformation journeys for our clients. It recommends starting small, proving the “Art of the Possible” and scaling the unique-to-Fiserv best practices throughout the organization. Cloud Migration Strategy Cloud Operating Model Design Marketing Strategy Breaking Away from the Monolith DevSecOps Pipeline Builds Targeted Initiatives 4
  • 4. Support Directly interface with the end user to ensure tighter feedback loops. Infrastructure Provide a reliable trusted interface for the platform team to the on-prem and cloud offerings. Product Owner Persona that merges business understanding with technical needs and execution to prioritize work items into a cohesive backlog. Project Management Coordinate and manage interaction between product teams and future state strategy group. Application Development Developers and QA working towards the specific product goals. Platform Hosts infrastructure either in the cloud or datacenter and stitches it together into a singular offering to be consumed by developers. Security Ensure compliance, auditability and protection posture of the applications and platform. Delivery Teams Our Approach 5
  • 5. Typical Upskilling and Embedding Capabilities Premier Project Team Process - Visual management systems - Setting and respecting WIP limits/cumulative flow diagrams - Development and improvement of work visualization systems such as Jira, dashboards, Slack, and physical boards for planning and roadmapping. Technology - Version control fundamentals - Continuous integration pipelines - Microservice and Container Best Practices - Test automation frameworks - Empowered to own development through the value stream Culture - Create a culture for learning (run lunch and learns, internal marketing, scaled feedback) - Cross team collaboration (Slack, Confluence, Scaled Retrospectives, etc.) - Work made meaningful (Mapping tasks to market feedback, Product Owner responsibilities) - Participating in transformational leadership (contribution to future state strategy group) People - Working in small batches (2-weeks or less) - Communicating openly in pods and on Chat Tools - Practicing Lean/Agile methods (story mapping, shared estimating, retrospectives, etc.) - Following product centric Squad based operating model 6
  • 7. Why? ✓ Cost center to value center ✓ Attract and retain top talent ✓ Faster time to market ✓ Lower operating costs ✓ Higher product quality ✓ Faster feedback loops ✓ More team autonomy ✓ Reduce defects ✓ Improved mean time to recovery ✓ Pride of work ✓ Making engineering safe for engineers
  • 8. Dominant CulturePeopleOriented Company Oriented Reality Oriented Possibility Oriented Cultivation Collaboration Control Competence “We succeed by getting and keeping control” “We succeed by finding and keeping people who fulfill our vision” “We succeed by working together” “We succeed by being the best”
  • 9. - SLAs - Performance output Incept Change Define Experiment Research Provision Develop Test Measure Learn Elicit Feedback - Ephemeral Infrastructure - Configuration - Declarative Dependencies - BDD/TDD - Daily builds - BDD/TDD - Daily builds - Pivot/Pursue - Usability - Compliance Agile Team
  • 10. What is an Agile Team? Product Owner UX QA Ops Dev Data Security Infra Customer ● Board of Directors ● Regulators ● Associations ● Owners of PII ● The larger organization
  • 11. 1212 Service Level Objective Service Level Objective Service Level Objective Service Level Objective Service Level Agreement Service Level indicator Service Level indicator Service Level indicator Service Level indicator Service Level indicator Service Level indicator Service Level indicator SLI Business Product Engineering SLI SLI SLI SLI SLI SLI SLI
  • 12. Service Level Indicators (SLIs) are metrics used to measure service performance. 13
  • 13. Here are some common kinds of SLIs to think about... 14
  • 14. 1515 Availability How often is this service available? Latency How long does it take for the service to respond? Throughput How many requests can the service process? Yield How many responses from the service return correctly?
  • 15. Availability How often is this service available? 1616 Availability How often is this service available? Latency How long does it take for the service to respond? Throughput How many requests can the service process? Yield How many responses from the service return correctly? ● How often can customers use the APP and DSS tools? ● How often can Customer Engagement use these tools internally? ● How often can PRIME requests be submitted? ● How long does it take for a DSS form to be completed? ● How long does it take to submit a PRIME request? ● How long does it take for the customer to receive a notification? ● How many decommission requests can APP receive? ● How many notifications can APP or DSS send? ● How many PRIME requests via the app correctly? ● How many responses from are sent correctly?
  • 16. Availability How often is this service available? 1717 Availability How often is this service available? Latency How long does it take for the service to respond? Throughput How many requests can the service process? Yield How many responses from the service return correctly? ● # of HTTP 200s to /APP ● # of HTTP 200s to /APP from within ● # of HTTP 200s to /prime ● Average transaction time of a HTTP POST to /dss with JSON payload ● Average transaction time of a HTTP POST to /prime with JSON payload ● Average transaction time for notification acceptance test to complete from JPM AaaS ● Number of successful transactions to before receiving HTTP 500s ● Number of successful notifications sent by notification service before receiving HTTP 500s ● Number of HTTP 422s received from payloads sent to /APP ● Number of HTTP 422s received from payloads sent to /dss ● Number of failed
  • 17. There are four classes of metrics that tend to be strong indicators of performance. We call these the Four Golden Signals. 18
  • 19. Service Level Objectives (SLOs) are agreements between engineering, product and the business on service availability, as informed by SLIs. 20
  • 20. Availability How often is this service available? 2121 Availability How often is this service available? Latency How long does it take for the service to respond? Throughput How many requests can the service process? Yield How many responses from the service return correctly? ● How often can customers use the APP and DSS tools? ● How often can Customer Engagement use these tools internally? ● How often can PRIME requests be submitted? ● How long does it take for a DSS form to be completed? ● How long does it take to submit a PRIME request? ● How long does it take for the customer to receive a notification? ● How many decommission requests can APP receive? ● How many notifications can APP or DSS send? ● How many PRIME requests process correctly? ● How many responses from APP are sent correctly?
  • 21. Availability How often is this service available? 2222 Availability How often is this service available? Latency How long does it take for the service to respond? Throughput How many requests can the service process? Yield How many responses from the service return correctly? ● 99.99% availability for the APP and PRIME services, yearly ● DSS forms should be generated within 10 seconds of request ● PRIME requests should be raised within 300 seconds of initial request ● APP and DSS can send up to 10,000 notifications per second ● APP can submit up to 300 PRIME forms per minute ● 99.995% of PRIME forms valiAPPe successfully ● 99.995% of APP page renders complete successfully
  • 22. These numbers shouldn't be arbitrary. They should be agreed upon by Business, Product and Engineering. 23
  • 23. Service Level Agreements (SLAs) are monetary or legal agreements that enforce SLOs. 24
  • 24. SLAs are agreed upon between the business and their customers. Engineers typically aren't involved here. 25
  • 25. SLAs can be explicit (customer- facing) or implicit (LOB-facing). 26
  • 27. 2828 Availability SLO ● 20,420,520 total requests ● 20,419,499 requests completed with HTTP 200s. ● 99.995% availability # 20419499/20420520 = 0.99995 Availability SLA ● 99.99% availability for /APP ● Exceeded SLO by 0.005% 😎 /APP Metrics Last Six Months
  • 28. 2929 Availability SLO ● 20,420,520 total requests ● 20,419,499 requests completed with HTTP 200s. ● 99.995% availability # 20419499/20420520 = 0.99995 Availability SLA ● 99.99% availability for /APP ● Exceeded SLO by 0.005% 😎 /APP Metrics Last Six Months
  • 29. The Error Budget is the difference between the target specified by the SLO and the service's actual availability for a given period. 30
  • 30. 3131 Calculating Production Risk Controlling Operational Toil Prioritizing Stability Over Features How much risk can we get away with in our production releases before we start missing SLO targets? How do we prioritize operational readiness against feature work? When do we stop releasing and start focusing on stability? How Error Budgets Are Useful
  • 31. Here's an example of how error budgets can guide team velocity and development cadence. 32
  • 32. 3333 If /APP error budget for the quarter is... Then we can... 100% Releases faster/push experimental features 80% - 100% Continue releasing per normal cadence 20% - 80% Release at half-speed; prioritize restoring the error budget 0% - 20% Halt releases; prioritize restoring the error budget
  • 33. Consider having a table of error budgets per period, like this one: 34
  • 34. 3535 /APP Availability SLO Per Annum Per Quarter Per Month Per Week Per Day 99.9% HTTP 200s, 20M requests/year amortized 2,000,000 500,000 166,666 38,462 5,470
  • 35. If developers are spending more time fixing than building, then your error budget has likely been exceeded. This is called operational toil. 36
  • 36. Operating Model Principles 1 Prioritize Value over Activity 3 Autonomy over Decision by Committee 5 Sense and Respond over Governance and Control 2 Objective Data over Subjective Opinion 4 Orientate to Products over Projects
  • 37. Wrap Up 1. Every organization has an operating model, even if they are not proud of it 2. Ticket based model are being disrupted heavily by self service models 3. If you do not know who your customer is, and/or do not have a contract you instrument and review - you should 4. Inspect and adapt
  • 44. Cost Savings of $3.5M/yr Team Productivity Increase: 200% Case Study Project duration: 12 weeks Reduce Cycle Time to 4 Weeks
  • 45. Cost Savings of $3.5M/yr Team Productivity Increase: 200% Case Study Project duration: 12 weeks Reduce Cycle Time to 4 Weeks 5X ROI in year 1!
  • 46. Atlanta atlanta@contino.io Thank You contino.io continohq contino London london@contino.io New York newyork@contino.io Melbourne melbourne@contino.io Sydney sydney@contino.io

Editor's Notes

  1. Introduce functional test automation by introducing to the CI piece of the pipeline Identify and define Container strategies for best practices, configurations, secrets, and logging K8s log aggregation Automation of docker images creation Container Scan automation Deployment automation Upskilling model Develop application onboarding pattern Establish a set of standards around k8s Current and Future state VSM to capture and eliminate pain points Develop Operational support model for applications running on gaia k8s Provide Containers and K8s strategies for best practices Refactor application by extrapolating configurations and replacing them with config maps Refactor application by extrapolating secrets and replacing them k8s secrets or integrate with cyber ark Evaluation of dockerfiles and system components for the FHACID application Refactoring application repositories to adhere to 12 factor code Tested alpha cluster basic functionality
  2. It helps to explain how these work backwards Focus on the top bar and the one-to-many relationship of SLOs to SLIs
  3. This is all you get for downtime A few ways you can spend five minutes: Someone pushes a bug into Production Production suffers a sustained Denial of Service attack A squirrel eats through one of your company's fiber lines (true story) Very easy way for a company to lose money inadvertently
  4. This is all you get for downtime A few ways you can spend five minutes: Someone pushes a bug into Production Production suffers a sustained Denial of Service attack A squirrel eats through one of your company's fiber lines (true story) Very easy way for a company to lose money inadvertently
  5. These are example endpoints and services; don't take this as truth Focus on how the SLIs defined previously turn into things that can actually be monitored
  6. This is all you get for downtime A few ways you can spend five minutes: Someone pushes a bug into Production Production suffers a sustained Denial of Service attack A squirrel eats through one of your company's fiber lines (true story) Very easy way for a company to lose money inadvertently
  7. Use this as an example
  8. What do we do with this extra availability?
  9. This is all you get for downtime A few ways you can spend five minutes: Someone pushes a bug into Production Production suffers a sustained Denial of Service attack A squirrel eats through one of your company's fiber lines (true story) Very easy way for a company to lose money inadvertently
  10. This is all you get for downtime A few ways you can spend five minutes: Someone pushes a bug into Production Production suffers a sustained Denial of Service attack A squirrel eats through one of your company's fiber lines (true story) Very easy way for a company to lose money inadvertently
  11. This is all you get for downtime A few ways you can spend five minutes: Someone pushes a bug into Production Production suffers a sustained Denial of Service attack A squirrel eats through one of your company's fiber lines (true story) Very easy way for a company to lose money inadvertently
  12. This is all you get for downtime A few ways you can spend five minutes: Someone pushes a bug into Production Production suffers a sustained Denial of Service attack A squirrel eats through one of your company's fiber lines (true story) Very easy way for a company to lose money inadvertently
  13. This is all you get for downtime A few ways you can spend five minutes: Someone pushes a bug into Production Production suffers a sustained Denial of Service attack A squirrel eats through one of your company's fiber lines (true story) Very easy way for a company to lose money inadvertently
  14. This is all you get for downtime A few ways you can spend five minutes: Someone pushes a bug into Production Production suffers a sustained Denial of Service attack A squirrel eats through one of your company's fiber lines (true story) Very easy way for a company to lose money inadvertently
  15. This is all you get for downtime A few ways you can spend five minutes: Someone pushes a bug into Production Production suffers a sustained Denial of Service attack A squirrel eats through one of your company's fiber lines (true story) Very easy way for a company to lose money inadvertently
  16. Principle 1: Detect & Respond over Governance & Control The current approach to compliance is constraining the pace of change and inhibiting the delivery of value. A change of approach to detect and respond will be an enabler of compliance in a dynamic fast paced environment. Principle 2: Orientate to Products over Projects The focus on projects is frustrating attempts to build strategic capability. Shift to products to facilitate a simplified resourcing model focused on building a sustainable capability. Principle 3: Autonomy over Decision by Committee Decision by committee is obscuring responsibility and frustrating those accountable for change. Shift to a model that encourages individual responsibility and accountability with appropriate oversight. Principle 4: Objective Data over Subjective Opinion Subjective opinion is allowing personal bias and groupthink to influence critical decisions. Evolve to more robust decisions driven by data.. Principle 5: Prioritise Value over Activity Unmanaged WIP is leading to a lack of focus on high value outcomes. Manage WIP by optimising for cycle time.