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Why #DevOps Transformation has to start with you
The document discusses the necessity of cultural change for successful DevOps transformation, highlighting that behavior change is difficult. It outlines a five-step model for facilitating this transformation and emphasizes the importance of individual responsibility in fostering a DevOps culture. The document also provides resources and a checklist for organizations preparing to implement DevOps.
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Why #DevOps Transformation has to start with you
- 1. www.devopsguys.com | Phone:0800 368 7378 | e-mail: team@devopsguys.com | 2016 Why DevOps Transformation has to start with You! Yes, you! Sitting there. In the Back
- 2. 2@DevOpsGuys In the UK,64% of adults are classed as being overweight or obese. The report predicts a "huge increase" in heart attacks, strokes and diabetes. http://www.bbc.co.uk/news/health-25576400
- 3. 3@DevOpsGuys Calories Expended >Calories Consumed
- 4.
- 5.
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- 7.
- 8. 8@DevOpsGuys Of IT workis unplanned or re-work (Geneca)
- 9. 9@DevOpsGuys Of IT projectsover $10M FAIL (The Standish Group)
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- 11.
- 12. 12@DevOpsGuys The DevOps “CALMS”model • Culture • Automation • Lean • Measurement • Sharing
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- 14. 14@DevOpsGuys Culture Defined "A patternof shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems".Edgar H. Schein. Organizational Culture and Leadership" (1992)
- 15. 15@DevOpsGuys Schein’s Framework Artifacts (Visible structure, Processes,Behavior) Espoused Values (Ideals, Goals, Aspirations) Underlying Assumptions (Values, Beliefs, Attitudes) Durabilityofchange Abilitytoinfluence Easy Difficult Short Long Organizational Culture and Leadership, Edgar H. Schein, 2010. http://amzn.to/2ox6Pxz
- 16. 16@DevOpsGuys Reificatio n re·ifi·ca·tion rā-ə-fə-ˈkā-shən toconsider or represent (something abstract) as a material or concrete thing : to give definite content and form to (a concept or idea)
- 17.
- 18. 18@DevOpsGuys Blaming Culture By blaming“The Culture”, We do not have to take Responsibility nor Accountability of our actions (or lack of)
- 19. 19@DevOpsGuys “You Can't ChangeCulture, But You Can Change Behaviour”. Damon Edwards, DevOpsDays, Rome 2012
- 20. DevOps Transformation &You Wake up, I’m getting to the DevOps bit now…
- 21. 21@DevOpsGuys Ain’t no Culturelike a DevOps Culture… From… Key Success Factor To… Command & Control Management Style Autonomous Conservative Attitude to Change Experimental Silo Organisation Structure Collaborative Project-focussed Delivery Focus Product-centric Waterfall Delivery Model Iterative (Agile) Large (Huge) Batch size Smallest possible Monolithic Systems Architecture Loosely coupled Proprietary Technology Open (Source) Manual Processes Automated
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- 23. 24@DevOpsGuys Decisional Balance Sheet ProCon Keepdoing IT the way we currently do • It’s the easiest option • I don’t have tore-train • Businessis still complaining • Dev & Ops are still at war • Job satisfaction isn’t great • Risk of burn out is high • Our competitors will eat our lunch, again. Buy some Enterprise DevOps Automation tools • We can tell Management& the Business this is DevOps and get them off our backs • We might make some incremental improvements • Oooh, Shiny! • Vendor has great swag • We neverimplement Enterprise Suites properly anyway so the ROI is always poor • It’s very expensive • It will takes ages to implement • I’ll probably still hate my job Do a full DevOpsTransformation • DevOps benefits are well documented • We might stay in Business • I might enjoy my job again • Did I mention SHINY! • It’s a complex change • It will be personally uncomfortable • Will they make me redundant afterwards?
- 24. 25@DevOpsGuys Pre-Contemplation (>6 monthsfrom change) • Probably never heard of DevOps • Think everything is OK (in their Silo) • No plans to change (but everyone else should) • The CONS of changing outweigh the PROS • Typically underestimate the PROS of changing, overestimate the CONS
- 25. 26@DevOpsGuys Contemplation (<6 monthsfrom change) • This DevOps stuff sounds interesting • Not really happy with the Status Quo • The PROS and CONS are seen as about Equal • Procrastination & Ambivalence • Paralysis by Analysis
- 26.
- 27. 28@DevOpsGuys Need to overcomeinertia 2:1
- 28. 29@DevOpsGuys DevOps Contemplation PhaseChecklist 1. Read “The Phoenix Project” 2. Attend a DevOpsDays community event 3. Download the “State of DevOps Report” 4. Attend a Breakfast Briefing from a major Vendor to learn about their awesome “DevOps in a Box” Enterprise Suite because DevOps is just Automation… 5. Do an online “DevOps Assessment” - https://devopsassessment.azurewebsites.net/ 6. Read “The DevOps Handbook” 7. Watch a webinar with Gene Kim - https://channel9.msdn.com/Events/TechDaysOnline/MVP-Led-TechDays- Online-February-2017/DevOps-to-Culture-and-Beyond
- 29. 30@DevOpsGuys Preparation (~1 monthfrom change) • OK, we need to do DevOps! • The PROS outweigh the CONS • Lets start planning our 2 year DevOps Transformation using the same Waterfall methods that got us into this mess in the first place… • “WE NEED A ENTERPRISE DEVOPS FRAMEWORK!” • DevOps Discovery Phase (hopefully!)
- 30. 31@DevOpsGuys Action (Start doingDevOps) • Bad… • Senior management imposes DevOps top down on everyone • Start implementing DevOps. Everywhere. Simultaneously. • Create a new DevOps Silo • Solely focus on tools & automation • Good • Theory of Constraints – where is the biggest pain? • Start small – DevOps pilot project • Focus on learning and feedback loops • Communicate the Pros & Cons to help mobilise the Pre-Contemplators • Provide the right information for the Contemplators to tip them over to Planners • Scale it up based on lessons learnt
- 31. 32@DevOpsGuys 10 Change Processes- Cognitive and Affective Experiential 1. Consciousness Raising (Get the Facts) 2. Dramatic Relief (Pay Attention to Feelings) 3. Environmental Re-Evaluation (Notice Your Effect on Others) 4. Self-Re-Evaluation (Create a New Self-Image) 5. Social Liberation (Notice Public Support) Processes https://www.prochange.com/transtheoretical-model-of-behavior- change
- 32. 33@DevOpsGuys 6. Self-Liberation (Makea Commitment) 7. Counter Conditioning (Use Substitutes) 8. Helping Relationships (Get Support) 9. Reinforcement Management (Use Rewards) 10. Stimulus Control (Manage Your Environment) 10 Change Processes - Behavioural Processes https://www.prochange.com/transtheoretical-model-of-behavior- change
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- 34. 35@DevOpsGuys Not everyone isin the same place! Pre-Contemplation Contemplation Planning Action Maintenance Finance PMO DBA’s “Shadow IT” DevOps Skunkworks Developer s OperationsInfoSec
- 35. 36@DevOpsGuys Maintenance (Make itStick) • Align your Hiring – hire for a DevOps Culture • Align your Incentives – Reward the right behaviours & outcomes • Align your Finance models – Agile Delivery needs Agile Finance models • Be aware of Relapse triggers – e.g. a major outage that kicks off a blamestorm! • Feedback Loops – PDSA constantly • Relentless focus on CALMS principles • Present your successes at a Conference
- 36. 37@DevOpsGuys How long canthe Maintenance take? 5
- 37. 38@DevOpsGuys Summary 1.DevOps involves CulturalChange 2.Culture is the Behaviours 3.Changing Behaviour is Hard 4.5 Step TTM model is a useful guide 5.You are part of the Culture 6.So start by changing Yourself!
- 38. 39@DevOpsGuys Further Reading http://amzn.to/2ox6Pxz http://amzn.to/2aY92Zihttp://amzn.to/2nFw3G5
- 39. www.devopsguys.com | Phone:0800 368 7378 | e-mail: team@devopsguys.com | 2016 Thank You Email: steve@devopsguys.com Twitter: @DevOpsGuys
Editor's Notes
- #4 The secret to weight loss is simple, right?
- #7 But what if I said “Drown Less, Swim More”? Is that still useful or helpful advice?
- #8 No, it’s useless… because if I knew how to swim I wouldn’t be drowning…
- #14 But we are starting to see the same kind of banal advice in the DevOps community – particularly around Culture.
- #16 Artifacts – the stuff you would see, hear, and feel when you encounter a new group; tech, products, clothing, ceremonies, etc Values - ultimately reflects someone ’ s original beliefs and values (founder or strong early leaders) become transformed into nondiscussible assumptions as the group learns to trust them Underlying assumptions – things we take for granted When a solution to a problem works repeatedly, it comes to be taken for granted. What was once a hypothesis, supported only by a hunch or a value, gradually comes to be treated as a reality.
- #17 People are starting to treat Culture as a “thing” that has a life of its own…
- #22 It’s a fundamentally new way of thinking, behaving and delivering. It is a pathway for establishing a new operating model for IT. A model that is need to deal with the modern age. And it starts with a vision.
- #28 Is 52% enough to trigger radical change? Yes if you’re Brexit, but for other things…
- #29 The PROS need to outweigh the CONS 2:1 for people to move out of contemplation (at least for behaviour changes like weight loss).
- #33 Consciousness-Raising (Get the Facts) — increasing awareness via information, education, and personal feedback about the healthy behavior. Dramatic Relief (Pay Attention to Feelings) — feeling fear, anxiety, or worry because of the unhealthy behavior, or feeling inspiration and hope when they hear about how people are able to change to healthy behaviors. Self-Reevaluation (Create a New Self-image) — realizing that the healthy behavior is an important part of who they are and want to be. Environmental Reevaluation (Notice Your Effect on Others) — realizing how their unhealthy behavior affects others and how they could have more positive effects by changing. Social Liberation (Notice Public Support) — realizing that society is more supportive of the healthy behavior.
- #34 Self-Liberation (Make a Commitment) — believing in one’s ability to change and making commitments and re-commitments to act on that belief. Helping Relationships (Get Support) — finding people who are supportive of their change. Counter-Conditioning (Use Substitutes) — substituting unhealthy ways of acting and thinking for healthy ways. Reinforcement Management (Use Rewards) — increasing the rewards that come from positive behavior and reducing those that come from negative behavior. Stimulus Control (Manage Your Environment) — using reminders and cues that encourage healthy behavior as substitutes for those that encourage the unhealthy behavior.
- #36 Who is at what stage will depend on your organisation and where you are on your journey but the key point is NOT EVERYONE IS IN THE SAME PLACE AT THE SAME TIME.
- #38 Making the new system “the new normal” can take… ages! Up to 5 years. After 12 months of continuous abstinence, 43% of individuals returned to regular smoking. It was not until 5 years of continuous abstinence that the risk for relapse dropped to 7% (USDHHS).
- #39 Lead by example. Demonstrate the behaviours you want to see.