The document discusses the limitations of DevOps in the context of evolving market dynamics, emphasizing the need for organizations to rethink IT practices due to increasing complexity and rapid changes in technology. It outlines the fundamental principles of DevOps, advocating for a cultural shift towards continuous learning, experimentation, and holistic optimization of IT systems. The paper concludes by suggesting that true implementation of DevOps necessitates a significant organizational restructuring to adapt to new drivers and goals in the post-industrial market.

1. DevOps is not enough
Uwe Friedrichsen
ROME 18-19 MARCH 2016

2. @ufried
Uwe Friedrichsen | uwe.friedrichsen@codecentric.de | http://slideshare.net/ufried

3. What is the current state of affairs?

4. IT today

5. IT today
• Faster
• Cheaper
• Digitization
• Disruption
• New technologies

6. DevOps
“Another buzzword for build and
deployment automation”
“A team that moderates
between Dev and Ops”
“You build it,
you run it!”
“Isn’t that just a
new word for ‘agile’?”
“It’s a mindset thing”
“Of course the new version
of our product is ‘DevOps’!”
Perfect confusion of ideas

7. Let’s check the
“DevOps bible”
http://itrevolution.com/books/phoenix-project-devops-book/

8. DevOps in a nutshell

9. The 3 ways of DevOps
Systems thinking
Amplify feedback loops
Culture of continual experimentation & learning
http://itrevolution.com/the-three-ways-principles-underpinning-devops/

10. • Maximize flow (minimize cycle times)
• Optimize for global goals (holistic view)
• Never pass defects downstream
• Limit work in progress
• Build systems and organizations that are safe to change
Ops
Dev
Business
IT value chain
Customer
Holistic optimization
Systems thinking

11. • Facilitate constant flow of fast feedback from right-to-left
• Create quality at source (provide knowledge where needed)
• Create shared goals and shared pain for everyone involved
• Implement fast automated test suites
• Pervasively measure outcome (customer value), not output
Ops
Dev
Business
IT value chain
Customer
Amplify feedback loops

12. • Create a culture that fosters two things
• Continual experimentation, taking risks and learning from success and failure
• Understanding that repetition and practice is the prerequisite to mastery
• Allocate at least 20% of available cycles to non-business requirements
• Constantly reinforce that improvements are encouraged & celebrated
Ops
Dev
Business
IT value chain
Customer
Continual experimentation and learning

13. Okay, but …

14. Why is DevOps not enough?

15. A bit of background …

16. Evolution of economy & markets

17. Formal part of
value creation
Solution:
machine
Dynamic part
of value
creation
Solution: man
sluggishness/low dynamic high dynamichigh dynamic
The historical course of market dynamics
and the recent rise of highly dynamic and complex markets
The dominance of high dynamics and complexity is neither good nor bad. It‘s a historical fact.
t1970/80 today
Age of
crafts manu-
facturing
Age of
tayloristic
industry
Age of
global
markets
1850/1900
Spacious markets,
little competition
Local markets,
high customi-
zation
Outperformers exercise
market pressure over
conventional companies
We call the graph shown here the “Taylor Bathtub”.
The “bathtub” curve
Source: BetaCodex Network Associates, “Organize for complexity”, BetaCodex Network White Paper 12 & 13

18. Formal part of
value creation
Solution:
machine
Dynamic part
of value
creation
Solution: man
sluggishness/low dynamic high dynamichigh dynamic
The historical course of market dynamics
and the recent rise of highly dynamic and complex markets
The dominance of high dynamics and complexity is neither good nor bad. It‘s a historical fact.
t1970/80 today
Age of
crafts manu-
facturing
Age of
tayloristic
industry
Age of
global
markets
1850/1900
Spacious markets,
little competition
Local markets,
high customi-
zation
Outperformers exercise
market pressure over
conventional companies
We call the graph shown here the “Taylor Bathtub”.
Pre-industrial era
Source: BetaCodex Network Associates, “Organize for complexity”, BetaCodex Network White Paper 12 & 13
Tailor-made
solutions
“Mastery
is key to success”

19. Formal part of
value creation
Solution:
machine
Dynamic part
of value
creation
Solution: man
sluggishness/low dynamic high dynamichigh dynamic
The historical course of market dynamics
and the recent rise of highly dynamic and complex markets
The dominance of high dynamics and complexity is neither good nor bad. It‘s a historical fact.
t1970/80 today
Age of
crafts manu-
facturing
Age of
tayloristic
industry
Age of
global
markets
1850/1900
Spacious markets,
little competition
Local markets,
high customi-
zation
Outperformers exercise
market pressure over
conventional companies
We call the graph shown here the “Taylor Bathtub”.
Industrial era
Source: BetaCodex Network Associates, “Organize for complexity”, BetaCodex Network White Paper 12 & 13
Cost-efficiently
scale production
“Get more done with less people
is key to success”

20. Formal part of
value creation
Solution:
machine
Dynamic part
of value
creation
Solution: man
sluggishness/low dynamic high dynamichigh dynamic
The historical course of market dynamics
and the recent rise of highly dynamic and complex markets
The dominance of high dynamics and complexity is neither good nor bad. It‘s a historical fact.
t1970/80 today
Age of
crafts manu-
facturing
Age of
tayloristic
industry
Age of
global
markets
1850/1900
Spacious markets,
little competition
Local markets,
high customi-
zation
Outperformers exercise
market pressure over
conventional companies
We call the graph shown here the “Taylor Bathtub”.
Post-industrial era
Source: BetaCodex Network Associates, “Organize for complexity”, BetaCodex Network White Paper 12 & 13
Continuously respond
to changing demands
“Continuous
customer communication
is key to success”

21. Key drivers
Industrial era
• Cost-efficiency
• Scalability
• Repeatability
• Stability
• Efficiency & scale
Post-industrial era
• Cycle times
• Adaptability
• Flexibility
• Resilience
• Effectiveness & speed

22. Evolution of IT

23. 1960
1970
1980
1990
2000
2010
2020
Complicated
(Business functions)
Complex
(Business processes)
Highly complex
(Business nervous system)
Software crisis
Software engineering
PC
LAN
Internet
Business
Support
of IT
Selective
Holistic
Complicated
Complex
“Moore’s law”
Mobile
IoT

24. 1960
1970
1980
1990
2000
2010
2020
Complicated
(Business functions)
Complex
(business processes)
Highly complex
(Business nervous system)
Software crisis
Software engineering
PC
LAN
Internet
Business
Support
of IT
Selective
Holistic
Complicated
Complex
“Moore’s law”
Mobile
IoT
We are
here …

25. 1960
1970
1980
1990
2000
2010
2020
Complicated
(Business functions)
Complex
(business processes)
Highly complex
(Business nervous system)
Software crisis
Software engineering
PC
LAN
Internet
Business
Support
of IT
Selective
Holistic
Complicated
Complex
“Moore’s law”
Mobile
IoT
… but we still base most of
our decisions on that
We are
here …

26. Formal part of
value creation
Solution:
machine
Dynamic part
of value
creation
Solution: man
sluggishness/low dynamic high dynamichigh dynamic
The historical course of market dynamics
and the recent rise of highly dynamic and complex markets
The dominance of high dynamics and complexity is neither good nor bad. It‘s a historical fact.
t1970/80 today
Age of
crafts manu-
facturing
Age of
tayloristic
industry
Age of
global
markets
1850/1900
Spacious markets,
little competition
Local markets,
high customi-
zation
Outperformers exercise
market pressure over
conventional companies
We call the graph shown here the “Taylor Bathtub”.
Remember the bathtub curve?
This adds an additional twist …

27. 1960
1970
1980
1990
2000
2010
2020
Complicated
(Business functions)
Complex
(business processes)
Highly complex
(Business nervous system)
Software crisis
Software engineering
PC
LAN
Internet
Business
Support
of IT
Selective
Holistic
Complicated
Complex
“Moore’s law”
Mobile
IoT
… but we still base most of
our decisions on that
We are
here …
Business is very different today …
… than it was back then

28. Business
Market
IT today is a …
… Nervous System
… Medium
… Product
… Differentiator
Disruptive
Technologies
Business
Support
Systems
Continuous
Conversation
Digitization

29. IT today is a key success factor to survive
in a post-industrial market

30. The traditional IT “best practices” are
counterproductive because they solve
a completely different problem

31. We need to rethink IT!

32. Rethinking IT

33. What are the new drivers?

34. IT
Post-Industrialism
Highly dynamic markets
Economic Darwinism
Lean startup/lean enterprise
Continuous design
Digitization
IT as a product
Digital conversation
Social media
Contextual computing
Disruption
Innovation through disruption
Cloud, mobile, IoT, storage class memory
Big data analytics
Data-driven enterprise
force
change
on

35. What are the new goals?

36. IT
… be quick
Short response times
Holistic IT value chain consideration
… be effective
Focus on outcome, not output
… improve continuously
Improvement as planned activity
needs
to …
… be efficient
Provide required throughput
… be reliable
High availability and reliability
… be flexible
Flexible response to changing needs

37. Responsive
… and improve
continuously
Effective
Reliable
Efficient
Flexible
IT needs to be …

38. Responsive
… and improve
continuously
Effective
Reliable
Efficient
Flexible
IT needs to be …
How can we achieve the new goals?

39. What are the building blocks?

40. Adaption
DevOps
Systemic optimization
Inspect and adapt
Quick feedback loops
Continuous improvement
…
Process
DevOps
Agile
Lean
Feature Flow (no projects)
Design Thinking
…
Governance
Beyond Budgeting
Decentralized control
Outcome-driven
Lean EAM
…
Organization
DevOps
Autonomous teams
Cross-functional teams
End-2-end responsibility
Routine task automation
…
People
Craftsmanship
T-shaped
Responsibility
Curiosity
Mastery
…
Technology
Cloud
Automation
Microservice
Heterogeneity
Resilience
…
(Some) Building Blocks

41. The role of DevOps

42. Quick repetition …

43. The 3 ways of DevOps
Systems thinking
Amplify feedback loops
Culture of continual experimentation & learning
http://itrevolution.com/the-three-ways-principles-underpinning-devops/

44. If taken seriously DevOps will eventually
rotate your IT organization by 90°

45. Ops
Dev
IT value chain
Businesscapabilities
Specialistteam(e.g.,productmanager)
Specialistteam(e.g.,UXexpert)
Specialistteam(e.g.,developer)
Specialistteam(e.g.,QAexpert)
Specialistteam(e.g.,sysadmin)
Specialistteam(e.g.,DBA)
…
Traditional IT organization

46. Ops
Dev
IT value chain
Businesscapabilities
Cross-functional product team
…
DevOps IT organization
Cross-functional product team
Cross-functional product team
Cross-functional product team

47. Ops
Dev
IT value chain
Businesscapabilities
Cross-functional product team
…
DevOps IT organization (optimized)
Cross-functional product team
Cross-functional product team
Cross-functional product team
Platformteam
API

48. DevOps also triggers
a lot of additional changes

49. “Okay, let’s start with DevOps …”

50. DevOps

51. “But our IT department is too big.
We need to organize differently.”

52. DevOps
Cross-functional teams
(organized by business capabilities)

53. “How can we enable
the teams to become faster?”

54. DevOps
Cross-functional teams
(organized by business capabilities)
Autonomy
(incl. E2E responsibility)

55. “How can we manage those teams?”

56. DevOps
Cross-functional teams
(organized by business capabilities)
Autonomy
(incl. E2E responsibility)
Decentralized control

57. “How can we control
if the teams are on the right track?”

58. DevOps
Cross-functional teams
(organized by business capabilities)
Autonomy
(incl. E2E responsibility)
Decentralized control
Outcome-driven

59. “We need to rethink our overall
governance model.”

60. DevOps
Cross-functional teams
(organized by business capabilities)
Autonomy
(incl. E2E responsibility)
Decentralized control
Outcome-driven
Beyond budgeting

61. “How can we support autonomy
on the architectural level?”

62. DevOps
Cross-functional teams
(organized by business capabilities)
Autonomy
(incl. E2E responsibility)
Decentralized control
Outcome-driven
Beyond budgeting
Microservices

63. “Can we help teams getting faster
on the technological level?”

64. DevOps
Cross-functional teams
(organized by business capabilities)
Autonomy
(incl. E2E responsibility)
Decentralized control
Outcome-driven
Beyond budgeting
Microservices
Heterogeneity

65. “How can we ensure
the required speed and flexibility
at the infrastructure level?”

66. DevOps
Cross-functional teams
(organized by business capabilities)
Autonomy
(incl. E2E responsibility)
Decentralized control
Outcome-driven
Beyond budgeting
Microservices
Heterogeneity
Cloud and Containers

67. “How can we guarantee
high speed and high quality delivery?”

68. DevOps
Cross-functional teams
(organized by business capabilities)
Autonomy
(incl. E2E responsibility)
Decentralized control
Outcome-driven
Beyond budgeting
Microservices
Heterogeneity
Cloud and Containers
Continuous Delivery

69. “How can we guarantee
high availability in production?”

70. DevOps
Cross-functional teams
(organized by business capabilities)
Autonomy
(incl. E2E responsibility)
Decentralized control
Outcome-driven
Beyond budgeting
Microservices
Heterogeneity
Cloud and Containers
Continuous Delivery
Resilience

71. “How can we manage
all those moving parts in production?”

72. DevOps
Cross-functional teams
(organized by business capabilities)
Autonomy
(incl. E2E responsibility)
Decentralized control
Outcome-driven
Beyond budgeting
Microservices
Heterogeneity
Cloud and Containers
Continuous Delivery
Resilience
Operations automation

73. “How can we make sure
the services of different teams
work smoothly together?”

74. DevOps
Cross-functional teams
(organized by business capabilities)
Autonomy
(incl. E2E responsibility)
Decentralized control
Outcome-driven
Beyond budgeting
Microservices
Heterogeneity
Cloud and Containers
Continuous Delivery
Resilience
Operations automation
Lean EAM

75. “How can we make
our efforts sustainable?”

76. DevOps
Cross-functional teams
(organized by business capabilities)
Autonomy
(incl. E2E responsibility)
Decentralized control
Outcome-driven
Beyond budgeting
Microservices
Heterogeneity
Cloud and Containers
Continuous Delivery
Resilience
Operations automation
Lean EAM
Continuous improvement

77. “How do we get enough input
for improvement?”

78. DevOps
Cross-functional teams
(organized by business capabilities)
Autonomy
(incl. E2E responsibility)
Decentralized control
Outcome-driven
Beyond budgeting
Microservices
Heterogeneity
Cloud and Containers
Continuous Delivery
Resilience
Operations automation
Lean EAM
Continuous improvement
Quick feedback loops

79. “How can we establish those
quick feedback loops?”

80. DevOps
Cross-functional teams
(organized by business capabilities)
Autonomy
(incl. E2E responsibility)
Decentralized control
Outcome-driven
Beyond budgeting
Microservices
Heterogeneity
Cloud and Containers
Continuous Delivery
Resilience
Operations automation
Lean EAM
Continuous improvement
Quick feedback loops
Feature flow

81. “And what does this all mean for
the people involved in this?”

82. DevOps
Cross-functional teams
(organized by business capabilities)
Autonomy
(incl. E2E responsibility)
Decentralized control
Outcome-driven
Beyond budgeting
Microservices
Heterogeneity
Cloud and Containers
Continuous Delivery
Resilience
Operations automation
Lean EAM
Continuous improvement
Quick feedback loops
Feature flow
Craftsmanship & mastery

83. DevOps
Cross-functional teams
(organized by business capabilities)
Autonomy
(incl. E2E responsibility)
Decentralized control
Outcome-driven
Beyond budgeting
Microservices
Heterogeneity
Cloud and Containers
Continuous Delivery
Resilience
Operations automation
Lean EAM
Continuous improvement
Quick feedback loops
Feature flow
Craftsmanship & mastery
T-Shaped people
(being empathic)

84. Cross-functional teams
(organized by business capabilities)
Autonomy
(incl. E2E responsibility)
Decentralized control
Microservices
Continuous Delivery
Heterogeneity
Cloud and Containers
Resilience
Operations automation
Craftsmanship & mastery
Outcome-driven
Beyond budgeting
Feature flow
Lean EAM
Continuous improvement
T-Shaped people
(being empathic)
DevOps
Quick feedback loops
Curiosity

85. Cross-functional teams
(organized by business capabilities)
Autonomy
(incl. E2E responsibility)
Decentralized control
Microservices
Continuous Delivery
Heterogeneity
Cloud and Containers
Resilience
Operations automation
Craftsmanship & mastery
Outcome-driven
Beyond budgeting
Feature flow
Lean EAM
Continuous improvement
T-Shaped people
(being empathic)
DevOps
Quick feedback loops
Curiosity

86. DevOps drives the implementation
of the new IT

87. Wrap-up
• Markets have changed
• IT has changed
• The role of IT has changed
• New drivers
• New goals
• New building blocks
• DevOps results in a re-org of IT
• DevOps drives implementation of a new IT

88. We need to rethink IT!
Join the most disruptive and exciting change
we have seen in IT for many years

89. Some recommended reading

90. @ufried
Uwe Friedrichsen | uwe.friedrichsen@codecentric.de | http://slideshare.net/ufried