Presentation by Damon Edwards at DevOpsDays Rome 2012.
Topics:
• What do we mean by "Culture"?
• DevOps Vision defined
1. See the system
2. Focus on flow
3. Recognize feedback loops
4. Look for continuous improvement opportunities
• Examples of techniques that high performing companies use
Keynote at Dockercon Europe Amsterdam Dec 4th, 2014.
Speeding up development with Docker.
Summary of some interesting web scale microservice architectures.
Please send me updates and corrections to the architecture summaries @adrianco
Thanks Adrian
What does it take to get an application into production? Many processes, tools and automation surround that application to deliver it to the customer. As it becomes more common for development teams to autonomously deliver and run their software, the focus of the traditional operational teams shifts towards an as-a-service mindset. But how is such a team positioned within the company? And is Platform Engineering any different from Software Engineering?
In this talk I’ll share my experiences as a platform engineer and explain why I believe that every company should be conscious about why and how to setup this responsibility. I’ll also discuss the biggest challenges surrounding it - and how to tackle them.
In this updated slideshare, Principal Security Engineer, Eric Johnson shows engineers, developers and application security professionals how to start conversations on implementing security into the DevOps workflow.
You’ll learn about:
1) Cloud and DevSecOps Practices
2) Pre-Commit: The Paved Road
3) Commit: CI / CD Security Controls
4) Acceptance: Supply Chain Security
5) Operations: Continuous Security Compliance
For questions, please contact our team at sales [at] pumascan [dot] com.
Thanks for taking time to further your understanding of DevSecOps!
Discussion of how security is in crisis but DevSecOps offers a new playbook and gives security a path to influence. Taking a look at the WAF space, we look at how Signal Sciences has created feedback between Dev and Ops and Security to create new value.
Continuously Deploying Culture: Scaling Culture at Etsy - Velocity Europe 2012Patrick McDonnell
There was a time not long ago when Etsy was laden with barriers, silos, broken communication, and noncooperation. This talk will focus on the various stages of Etsy's cultural development from the early days to present. We will tell of how Etsy overcame numerous challenges and built a strong company culture while continuing to scale.
Putting People First - Building and Sustaining Awesome Distributed Teams at S...Thoughtworks
Building and sustaining happy, productive, successful distributed teams is hard.
Using a mix of theory and interesting at-the-coalface stories, Mike Breeze from REA and Qiang Ma from ThoughtWorks discuss how the two organisations have partnered to achieve this at scale over the last four years, with many teams happily Delivering, Innovating and Thinking for them - simply by putting people first.
Delight 2015 | More Than a Feeling: Designing for Digital ComplexityDelight Summit
This presentation was given by Erin Moore from Twitter at Delight 2015 on Oct. 5, 2015.
Designing and building products that have a meaningful impact on people’s lives is an exorbitant amount of work. Yet products that do this successfully are the ones we return to again and again. Despite their complexity, these products make interactions with others and environments seem effortless, desirable—and even addictive. How do we as designers do the hard work of creating products that are useful and relevant? What repeatable process can we look toward to solve problems for people whose motivations and behaviors can be hard to predict? Erin will share how coaching collegiate athletics helped her understand complex systems, and how that experience still influences her daily design process at Twitter.
http://delight.us/conference
Keynote at Dockercon Europe Amsterdam Dec 4th, 2014.
Speeding up development with Docker.
Summary of some interesting web scale microservice architectures.
Please send me updates and corrections to the architecture summaries @adrianco
Thanks Adrian
What does it take to get an application into production? Many processes, tools and automation surround that application to deliver it to the customer. As it becomes more common for development teams to autonomously deliver and run their software, the focus of the traditional operational teams shifts towards an as-a-service mindset. But how is such a team positioned within the company? And is Platform Engineering any different from Software Engineering?
In this talk I’ll share my experiences as a platform engineer and explain why I believe that every company should be conscious about why and how to setup this responsibility. I’ll also discuss the biggest challenges surrounding it - and how to tackle them.
In this updated slideshare, Principal Security Engineer, Eric Johnson shows engineers, developers and application security professionals how to start conversations on implementing security into the DevOps workflow.
You’ll learn about:
1) Cloud and DevSecOps Practices
2) Pre-Commit: The Paved Road
3) Commit: CI / CD Security Controls
4) Acceptance: Supply Chain Security
5) Operations: Continuous Security Compliance
For questions, please contact our team at sales [at] pumascan [dot] com.
Thanks for taking time to further your understanding of DevSecOps!
Discussion of how security is in crisis but DevSecOps offers a new playbook and gives security a path to influence. Taking a look at the WAF space, we look at how Signal Sciences has created feedback between Dev and Ops and Security to create new value.
Continuously Deploying Culture: Scaling Culture at Etsy - Velocity Europe 2012Patrick McDonnell
There was a time not long ago when Etsy was laden with barriers, silos, broken communication, and noncooperation. This talk will focus on the various stages of Etsy's cultural development from the early days to present. We will tell of how Etsy overcame numerous challenges and built a strong company culture while continuing to scale.
Putting People First - Building and Sustaining Awesome Distributed Teams at S...Thoughtworks
Building and sustaining happy, productive, successful distributed teams is hard.
Using a mix of theory and interesting at-the-coalface stories, Mike Breeze from REA and Qiang Ma from ThoughtWorks discuss how the two organisations have partnered to achieve this at scale over the last four years, with many teams happily Delivering, Innovating and Thinking for them - simply by putting people first.
Delight 2015 | More Than a Feeling: Designing for Digital ComplexityDelight Summit
This presentation was given by Erin Moore from Twitter at Delight 2015 on Oct. 5, 2015.
Designing and building products that have a meaningful impact on people’s lives is an exorbitant amount of work. Yet products that do this successfully are the ones we return to again and again. Despite their complexity, these products make interactions with others and environments seem effortless, desirable—and even addictive. How do we as designers do the hard work of creating products that are useful and relevant? What repeatable process can we look toward to solve problems for people whose motivations and behaviors can be hard to predict? Erin will share how coaching collegiate athletics helped her understand complex systems, and how that experience still influences her daily design process at Twitter.
http://delight.us/conference
A Practical Guide for Startups.
Presented at True University, June 12, 2012.
The first half of the presentation covers how to hire a designer at a startup. The slides are fairly sparse, so read more on designstaff.org
The second half start to talk about some ideas I've had about how to build a design culture in a startup. Stay tuned for more articles on this topic...
Every software team writes code, but some teams produce fewer bugs than others. Every software team creates new features, but some teams develop features users love and others don't. What do high performance teams do differently, and why are team members more focused, satisfied and relaxed? They truly work together. No 10x programmer can achieve what a well rounded, enthusiastic team can.
Sven Peters, Technical Evangelist, will examine how the best software teams
set and follow goals
integrate new members fast
ensure diversity
monitor and continually improve team health
embrace transparency
use a playbook to guide them through every phase of development
and much more
He shares techniques including: bugfix rotations, OKRs, feature buddies, open demos, focus days, sanity checks and many more that help teams and team members to work more effectively together, and produce awesome results.
Products covered:
Confluence
This presentation brochure is a primer from C4E. The aim of this presentation is to let you establish your desire to be coached, what to expect - process and goals.
Managing for Happiness by Jurgen Appelo at DCSUG on 8/9/2016Excella
Here are the slides from Jurgen Appelo's talk, "Managing for Happiness." This was delivered on 8/9/2016.
Event Details - https://www.meetup.com/DC-Scrum/events/232784456/
The Washington DC Scrum User Group (DCSUG) and Agile Ashburn welcomed Jurgen Appelo on August 9, 2016 to present on "Managing for Happiness"
Abstract:
The research is clear: happy workers are more productive workers. Managing for Happiness is about concrete management advice for all workers. Practical things that people can do next Monday morning in order to make the organization a happier place to work, with people who run experiments and drive innovation. In this session, you will see how to manage the system, not the people. This is not only relevant for managers, but for everyone who is concerned about the organization.
I wanted to start a training business and created this as one of the courses I would offer. I have the training guide and all of the materials needed to conduct this course. I didn't push through with the business so it would be a shame not to have any use for this.
I'll upload the others soon.
[DEISER Day Conferences] "The Secret Sauce of Successful Teams" - Vlad Caval...Deiser
"The Secret Sauce of Successful Teams"
El EMEA Partner Manager de Atlassian, contó, durante el DEISER Enterprise Day Barcelona 2017, cuáles son los elementos claves para que la sinergia en el lugar de trabajo logre el éxito.
Asiste al DEISER Enterprise Madrid 2018, el próximo 14 y 15 de noviembre; suscríbete al newsletter oficial para obtener toda la información que buscas - https://deiser-enterprise-day.deiser.com/
-------------------------------------------------------------------------------------
Twitter.com/deiser
Facebook.com/deiserteam
LinkedIn.com/company/deiserteam
Instagram.com/deiserteam
blog.deiser.com
www.deiser.com
Bimodal IT: Shortcut to Innovation or Path to Dysfunction?dev2ops
Damon Edwards (DTO Solutions) presentation at Pink16 in Las Vegas on February 16, 2016.
Key takeaway: "Bimodal IT describes the problem, not the solution"
More Related Content
Similar to You Can't Change Culture, But You Can Change Behavior (DevOpsDays Rome 2012)
A Practical Guide for Startups.
Presented at True University, June 12, 2012.
The first half of the presentation covers how to hire a designer at a startup. The slides are fairly sparse, so read more on designstaff.org
The second half start to talk about some ideas I've had about how to build a design culture in a startup. Stay tuned for more articles on this topic...
Every software team writes code, but some teams produce fewer bugs than others. Every software team creates new features, but some teams develop features users love and others don't. What do high performance teams do differently, and why are team members more focused, satisfied and relaxed? They truly work together. No 10x programmer can achieve what a well rounded, enthusiastic team can.
Sven Peters, Technical Evangelist, will examine how the best software teams
set and follow goals
integrate new members fast
ensure diversity
monitor and continually improve team health
embrace transparency
use a playbook to guide them through every phase of development
and much more
He shares techniques including: bugfix rotations, OKRs, feature buddies, open demos, focus days, sanity checks and many more that help teams and team members to work more effectively together, and produce awesome results.
Products covered:
Confluence
This presentation brochure is a primer from C4E. The aim of this presentation is to let you establish your desire to be coached, what to expect - process and goals.
Managing for Happiness by Jurgen Appelo at DCSUG on 8/9/2016Excella
Here are the slides from Jurgen Appelo's talk, "Managing for Happiness." This was delivered on 8/9/2016.
Event Details - https://www.meetup.com/DC-Scrum/events/232784456/
The Washington DC Scrum User Group (DCSUG) and Agile Ashburn welcomed Jurgen Appelo on August 9, 2016 to present on "Managing for Happiness"
Abstract:
The research is clear: happy workers are more productive workers. Managing for Happiness is about concrete management advice for all workers. Practical things that people can do next Monday morning in order to make the organization a happier place to work, with people who run experiments and drive innovation. In this session, you will see how to manage the system, not the people. This is not only relevant for managers, but for everyone who is concerned about the organization.
I wanted to start a training business and created this as one of the courses I would offer. I have the training guide and all of the materials needed to conduct this course. I didn't push through with the business so it would be a shame not to have any use for this.
I'll upload the others soon.
[DEISER Day Conferences] "The Secret Sauce of Successful Teams" - Vlad Caval...Deiser
"The Secret Sauce of Successful Teams"
El EMEA Partner Manager de Atlassian, contó, durante el DEISER Enterprise Day Barcelona 2017, cuáles son los elementos claves para que la sinergia en el lugar de trabajo logre el éxito.
Asiste al DEISER Enterprise Madrid 2018, el próximo 14 y 15 de noviembre; suscríbete al newsletter oficial para obtener toda la información que buscas - https://deiser-enterprise-day.deiser.com/
-------------------------------------------------------------------------------------
Twitter.com/deiser
Facebook.com/deiserteam
LinkedIn.com/company/deiserteam
Instagram.com/deiserteam
blog.deiser.com
www.deiser.com
Similar to You Can't Change Culture, But You Can Change Behavior (DevOpsDays Rome 2012) (20)
Bimodal IT: Shortcut to Innovation or Path to Dysfunction?dev2ops
Damon Edwards (DTO Solutions) presentation at Pink16 in Las Vegas on February 16, 2016.
Key takeaway: "Bimodal IT describes the problem, not the solution"
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Abstract:
IT organizations are feeling the squeeze from seemingly conflicting business mandates. At one moment the message is “Go Go Go. DevOps, Lean Startup, Continuous Delivery… move faster and give more people access”. The next moment the message is “Be more secure. Compliance above all. Keep us out of the press!”. Damon Edwards and Alex Honor work with many enterprises who are facing these challenges. This talk is an in the trenches view of how these companies are responding and learning to go faster and be more secure.
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Damon Edwards (DTO Solutions) presentation at Cloud Expo 2014 Santa Clara.
We are all here because we are sold on the transformative promise of The Cloud. But what good is all of this ephemeral, on-demand infrastructure if your usage doesn't actually improve the agility and speed of your business? How must Operations adapt in order to avoid stifling your Cloud initiative?
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Link to the webcast:
https://www.youtube.com/watch?v=eHaEEBEMRA8
Lloyd Taylor’s talk at SVDevOps Meetup on Dec 8, 2010. Diagnosing and transforming the culture of your organization.
Video:
http://vimeo.com/17661043
Lloyd Taylor:
http://www.linkedin.com/in/lloydtaylor
SVDevOps:
http://www.meetup.com/SVDevOps/
Generative AI Deep Dive: Advancing from Proof of Concept to ProductionAggregage
Join Maher Hanafi, VP of Engineering at Betterworks, in this new session where he'll share a practical framework to transform Gen AI prototypes into impactful products! He'll delve into the complexities of data collection and management, model selection and optimization, and ensuring security, scalability, and responsible use.
The Metaverse and AI: how can decision-makers harness the Metaverse for their...Jen Stirrup
The Metaverse is popularized in science fiction, and now it is becoming closer to being a part of our daily lives through the use of social media and shopping companies. How can businesses survive in a world where Artificial Intelligence is becoming the present as well as the future of technology, and how does the Metaverse fit into business strategy when futurist ideas are developing into reality at accelerated rates? How do we do this when our data isn't up to scratch? How can we move towards success with our data so we are set up for the Metaverse when it arrives?
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Alt. GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using ...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
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Speakers:
Bob Boule
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Welcome to the first live UiPath Community Day Dubai! Join us for this unique occasion to meet our local and global UiPath Community and leaders. You will get a full view of the MEA region's automation landscape and the AI Powered automation technology capabilities of UiPath. Also, hosted by our local partners Marc Ellis, you will enjoy a half-day packed with industry insights and automation peers networking.
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7. Where do we put our efforts?
ORGANIZATION
ORGANIZATION ORGANIZATION ORGANIZATION
TEAM TEAM
TEAM TEAM TEAM
TEAM TEAM TEAM
TEAM
TEAM TEAM TEAM
TEAM
TEAM TEAM TEAM
TEAM
TEAM TEAM TEAM
EASIER MORE DIFFICULT VERY DIFFICULT
8. Where do we put our efforts?
ORGANIZATION ORGANIZATION ORGANIZATION
TEAM TEAM TEAM TEAM TEAM TEAM
TEAM TEAM TEAM
TEAM TEAM TEAM
TEAM TEAM TEAM
EASIER MORE DIFFICULT VERY DIFFICULT
9. Where do we put our efforts?
ORGANIZATION ORGANIZATION ORGANIZATION
TEAM TEAM TEAM TEAM TEAM TEAM
TEAM TEAM TEAM
TEAM TEAM TEAM
TEAM TEAM TEAM
EASIER MORE DIFFICULT VERY DIFFICULT
10. Where do we put our efforts?
ORGANIZATION ORGANIZATION ORGANIZATION
TEAM TEAM TEAM TEAM TEAM TEAM
TEAM TEAM TEAM
TEAM TEAM TEAM
TEAM TEAM TEAM
EASIER MORE DIFFICULT VERY DIFFICULT
11. Where do we put our efforts?
ORGANIZATION ORGANIZATION ORGANIZATION
TEAM TEAM TEAM TEAM TEAM TEAM
TEAM TEAM TEAM
TEAM TEAM TEAM
TEAM TEAM TEAM
EASIER MORE DIFFICULT VERY DIFFICULT
DevOps problems live here!
12. State of the Art DevOps Culture Talk in One Slide!
13. State of the Art DevOps Culture Talk in One Slide!
14. State of the Art DevOps Culture Talk in One Slide!
+
15. What your mother told you was culture
Culture (n.):
Culture (adj.):
16. “Culture” really means “Organizational Culture”
“Set of shared mental assumptions
that guide interpretation and action in
organizations by defining appropriate
behavior for various situations.”
17. “Culture” really means “Organizational Culture”
“Set of shared mental assumptions
that guide interpretation and action in
organizations by defining appropriate
behavior for various situations.”
Why we do it the way we do it.
20. Be not afraid!
• It’s not as squishy as it seems
• There is actually some solid academic
work to grab onto
• There are tools to at least describe, if not
comprehend, organizational culture
28. What to do?
• Option #1: Change your company
If you can’t then...
29. What to do?
• Option #1: Change your company
If you can’t then...
• Option #2: Change your company
30. What to do?
• Option #1: Change your company
If you can’t then...
• Option #2: Change your company
If you can’t then...
31. What to do?
• Option #1: Change your company
If you can’t then...
• Option #2: Change your company
If you can’t then...
• Option #3: (see Option #1)
37. What is DevOps Vision?
1. See the system
2. Focus on flow
38. What is DevOps Vision?
1. See the system
2. Focus on flow
3. Recognize feedback loops
39. What is DevOps Vision?
1. See the system
2. Focus on flow
3. Recognize feedback loops
4. Look for continuous improvement opportunities
40. What is DevOps Vision?
™
EA
THE BIG ID
1. See the system
2. Focus on flow
3. Recognize feedback loops
4. Look for continuous improvement opportunities
41. Infuse DevOps Vision into every cultural artifact
• values 1. See the system
• vision
• norms 2. Focus on flow
• language
• systems
3. Recognize feedback loops
• symbols
• beliefs
4. Look for continuous improvement
• habits opportunities
42. Now is the time to make the business case for
DevOps behavior changes!
1. See the system
• values
2. Focus on flow • vision Better TTM
• norms
• language Better Quality
• systems
3. Recognize feedback loops
• symbols
• beliefs
• habits
4. Look for continuous
improvement opportunities
45. Infusing DevOps Vision into an Organization
• What doesn’t work: The Big Bang™
• What does work: Recruit, Educate, Drill, Repeat
46. Now for some interesting examples on
bringing DevOps Vision to life...
47. Banish the word “done”
DONE
Why?: Owner: Dev / Project Mgmt
Drives “system thinking” and
Impact: Developers, QA
“focus on flow”
Difficulty: Easy
48. Banish the word “done”
DONE
• You run a service. It never stops, so you are never
“done”.
Why?: Owner: Dev / Project Mgmt
Drives “system thinking” and
Impact: Developers, QA
“focus on flow”
Difficulty: Easy
49. Banish the word “done”
DONE
• You run a service. It never stops, so you are never
“done”.
• “Code complete” is an anti-pattern, not a milestone
Why?: Owner: Dev / Project Mgmt
Drives “system thinking” and
Impact: Developers, QA
“focus on flow”
Difficulty: Easy
50. Banish the word “done”
DONE
• You run a service. It never stops, so you are never
“done”.
• “Code complete” is an anti-pattern, not a milestone
• At best, you have fulfilled your most recent obligation
Why?: Owner: Dev / Project Mgmt
Drives “system thinking” and
Impact: Developers, QA
“focus on flow”
Difficulty: Easy
51. Make operational requirements first class citizens
Why?: Owner: Program Management
Drives systems thinking, improves
Impact: Schedule Owner
predictability of flow, reduces
technical debt creation Difficulty: Easy
52. Make operational requirements first class citizens
• Operational requirements (“non-functional
requirements) are just as important to running
service as any business feature requirement
Why?: Owner: Program Management
Drives systems thinking, improves
Impact: Schedule Owner
predictability of flow, reduces
technical debt creation Difficulty: Easy
53. Make operational requirements first class citizens
• Operational requirements (“non-functional
requirements) are just as important to running
service as any business feature requirement
• Include those operational requirements in whatever
tools and processes your business feature
requirements go through
Why?: Owner: Program Management
Drives systems thinking, improves
Impact: Schedule Owner
predictability of flow, reduces
technical debt creation Difficulty: Easy
54. Visualize the flow
Why?: Owner: Release (?)
Drives systems thinking and
focusing on the flow, makes Impact: Everyone
bottlenecks obvious
Difficulty: Easy
55. Collaboratively map the value stream Core business service delivery process
Steering
Current state value stream map
Committee
Erica Switzer
Full L/T Lead time
Projects /
Expedites P/T Process time
H/C Head count
S/R Scrap rate
Business Analyst
Erica Switzer
D Defects
Estimates
and EP Extra processes
requirements M Motion
PD Partially done
Project Manager TS Task switching
W Waiting
Erica Switzer
Business
Change
Creative
request
Daily Scrum Change
Program Management
meeting Request QA Control Forms
Mx3 build Development
Dx3 Develop Technical
Specification Daily Scrum Deployment
web assets meeting QA
Meeting Business Systems
Jira issues RT tickets Support Release Engineering
L/T 6 weeks
Web Assets, Deployment
P/T 4 weeks Technical Operations
flows and Jira issues Document Stan Walters
H/C 12 wireframes
S/R 5%
Bob McNulty Wx2 PDx4 Wx2 RT tickets Change
TSx5 Dx2
Delta Development Development D Release Control
Development features and Build and deploy Integration testing Build and deploy
Set of fixes
EP service L/T 8 weeks L/T 2 days L/T 1 day L/T 8 hours
Cut project branch branches P/T 4 weeks P/T 4 hours P/T 1 day P/T 7 hours
H/C 5 H/C 1 H/C 5 H/C 1 W
D D Mx2
S/R 25% S/R 10% S/R 95% S/R 2% PDx3 D Mx8 Dx2
L/T 15 minutes
Joe Harbaugh Joe Harbaugh Joe Harbaugh Fernando Gomez EP PD Deploy to EP
P/T 5 minutes Acceptance testing Feature testing Tested Merge project
Deploy to Staging Staging testing
H/C 1 packages Production branch
S/R 0%
L/T 5 days L/T 4 weeks L/T 6 days L/T 1 week L/T 9 hours L/T 30 minutes
Chris Holmes
Development P/T 5 hours P/T 2.5 weeks P/T 90 minutes P/T 3.5 days P/T 8 hours P/T 30 minutes
Environments H/C 2 H/C 4 H/C 3 H/C 4 H/C 6 H/C 1
Documented S/R 10% S/R 20% S/R 66% S/R 66% S/R 66% S/R 33%
test plans Raj Lee Raj Lee Frances Middleton Frances Middleton Allen Cannata Fernando Gomez
and cases
PDx2
QA Staging Production
Build test plan Build test cases Environments Environment Environment
L/T 5 days L/T 2 weeks
P/T 4 days P/T 8 days
H/C 1 H/C 2
S/R 10% S/R 20%
Deploy to Performance
Raj Lee Raj Lee
Performance testing
L/T 6 days L/T 1 week
P/T 90 minutes P/T 3 days
H/C 3 H/C 1
S/R 66% S/R 66%
Frances Middleton Allen Cannata
Performance
Environment
Process Time
4 weeks 4 weeks 4 hours 1 day 7 hours 5 hours 2.5 weeks 90 minutes = 62 days
3.5 days 8 hours
2 weeks 4 weeks 1.5 days 1 hours 4.5 days 1.5 weeks 5.75 days 1.5 days 1 hour Lead Time =
113 days
Why?: Owner: Anyone
Aligns understanding of the full
system, highlights wastes Impact: Everyone
(problems)
Difficulty: Low /Medium
56. Turn information flows into artifact flows
M
Service pack
review
email Current state value stream map
Customer
L/T = 56d
P/T = 7d communication L/T Lead time
H/C = 6 P/T Process time
S/R = 100% L/T = 28d
Suresh Wu P/T = 7d H/C Head count
crit bugs H/C = 1
S/R = S/R Scrap rate
M(2) W Stephen / Xi Customer
derived Release Program D Defects
reqs. Management
Release EP Extra processes
M W
Schedule
L/T = M Motion
Estimates PRD P/T = Product Program
H/C = Planning PD Partially done
S/R = TS Task switching
Erica Smith L/T = 105d
P/T = 46d W Waiting
PD H/C = 15
S/R = 100% Lockdown Technical Support
M(2) EP John Robert control Product Management
Engineering Engineering
Planning Cloud Services
Process Design
PRD Specs PRD
L/T = 45d EP(2) TS(2)
P/T = 18d Documentum
M EP H/C = 23 M(3) W(2)
S/R = PD
Preliminary Bob Smith ERR Cloud Services
Development Release BRD M(3) W
Release PRD
ERR Server
L/T = 45d Memos L/T = 60d
Provisioning
P/T = 21d P/T = 16d
H/C = 140 D MOP, SOP H/C = 3
QA L/T = 24d
S/R = S/R = 3%
Environment Remedy P/T = 4d
Bob Smith QA Forum M(3) EP Reggie / Carlos
Ticket H/C = 3
Ticket QA forum Engineering S/R = 50% BRD
checklist Release Jen Garza
M W EP Patch
L/T = 60d Calendar
D P/T = 1d Change Control EP
H/C = 1 README
QA Forum S/R = >5% Rollout Server
M EP(3) L/T = 42d
Ticket Victoria Doe Schedule Acceptance
Tasks P/T =
QA Test
H/C = L/T = 14d
S/R = P/T = 1d
L/T = 105d MOP MOP Peter Lee H/C = 4.5
P/T = 11d ERR S/R = 15%
H/C = 42 PD(3)
Lynn A. etc
S/R = Selective
Sam Young Promotion
L/T = 90d
P/T = 15d Remedy
New Targets H/C = 5 Ticket
S/R =
Steve Young
BTS
README
M W(2) EP Deploy Release
Full
M(2) PD(3)
Development Shared
Commits Build Release L/T = 90d
Drive Prod Packages P/T = 8d
L/T = 75d Shared Drive Promotion
P/T = 43d L/T = 1d Test H/C = 8
H/C = 130 P/T = 0.3d L/T = 60d S/R = 2%
S/R = H/C = 2 P/T = 0.2d XML Lewis S./Peter Y.
Production
Bob Smith S/R = 33% H/C = 1 M W(2) EP
John Doe S/R = >5% Single
Victoria Doe Image PD D(3) TS
Server
Why?: Owner: Development
Removes barriers to flow, smooths
Impact: Dev and Ops
handoffs, improves quality
Difficulty: High
57. Turn information flows into artifact flows
M
Service pack
review
email Current state value stream map
Customer
L/T = 56d
P/T = 7d communication L/T Lead time
H/C = 6 P/T Process time
S/R = 100% L/T = 28d
Suresh Wu P/T = 7d H/C Head count
crit bugs H/C = 1
S/R = S/R Scrap rate
M(2) W Stephen / Xi Customer
derived Release Program D Defects
reqs. Management
Release EP Extra processes
M W
Schedule
L/T = M Motion
Estimates PRD P/T = Product Program
H/C = Planning PD Partially done
S/R = TS Task switching
Erica Smith L/T = 105d
P/T = 46d W Waiting
PD H/C = 15
S/R = 100% Lockdown Technical Support
M(2) EP John Robert control Product Management
Engineering Engineering
Planning Cloud Services
Process Design
PRD Specs PRD
L/T = 45d EP(2) TS(2)
P/T = 18d Documentum
M EP H/C = 23 M(3) W(2)
S/R = PD
Preliminary Bob Smith ERR Cloud Services
Development Release BRD M(3) W
Release PRD
ERR Server
L/T = 45d Memos L/T = 60d
Provisioning
P/T = 21d P/T = 16d
H/C = 140 D MOP, SOP H/C = 3
QA L/T = 24d
S/R = S/R = 3%
Environment Remedy P/T = 4d
Bob Smith QA Forum M(3) EP Reggie / Carlos
Ticket H/C = 3
Ticket QA forum Engineering S/R = 50% BRD
checklist Release Jen Garza
M W EP Patch
L/T = 60d Calendar
D P/T = 1d Change Control EP
H/C = 1 README
QA Forum S/R = >5% Rollout Server
M EP(3) L/T = 42d
Ticket Victoria Doe Schedule Acceptance
Tasks P/T =
QA Test
H/C = L/T = 14d
S/R = P/T = 1d
L/T = 105d MOP MOP Peter Lee H/C = 4.5
P/T = 11d ERR S/R = 15%
H/C = 42 PD(3)
Lynn A. etc
S/R = Selective
Sam Young Promotion
L/T = 90d
P/T = 15d Remedy
New Targets H/C = 5 Ticket
S/R =
Steve Young
BTS
README
M W(2) EP Deploy Release
Full
M(2) PD(3)
Development Shared
Commits Build Release L/T = 90d
Drive Prod Packages P/T = 8d
L/T = 75d Shared Drive Promotion
P/T = 43d L/T = 1d Test H/C = 8
H/C = 130 P/T = 0.3d L/T = 60d S/R = 2%
S/R = H/C = 2 P/T = 0.2d XML Lewis S./Peter Y.
Production
Bob Smith S/R = 33% H/C = 1 M W(2) EP
John Doe S/R = >5% Single
Victoria Doe Image PD D(3) TS
Server
Why?: Owner: Development
Removes barriers to flow, smooths
Impact: Dev and Ops
handoffs, improves quality
Difficulty: High
58. Turn information flows into artifact flows
M
Service pack
review
email Current state value stream map
Customer
L/T = 56d
P/T = 7d communication L/T Lead time
H/C = 6 P/T Process time
S/R = 100% L/T = 28d
Suresh Wu P/T = 7d H/C Head count
crit bugs H/C = 1
S/R = S/R Scrap rate
M(2) W Stephen / Xi Customer
derived Release Program D Defects
reqs. Management
Release EP Extra processes
M W
Schedule
L/T = M Motion
Estimates PRD P/T = Product Program
H/C = Planning PD Partially done
S/R = TS Task switching
Erica Smith L/T = 105d
P/T = 46d W Waiting
PD H/C = 15
S/R = 100% Lockdown Technical Support
M(2) EP John Robert control Product Management
Engineering Engineering
Planning Cloud Services
Process Design
PRD Specs PRD
L/T = 45d EP(2) TS(2)
P/T = 18d Documentum
M EP H/C = 23 M(3) W(2)
S/R = PD
Preliminary Bob Smith ERR Cloud Services
Development Release BRD M(3) W
Release PRD
ERR Server
L/T = 45d Memos L/T = 60d
Provisioning
P/T = 21d P/T = 16d
H/C = 140 D MOP, SOP H/C = 3
QA L/T = 24d
S/R = S/R = 3%
Environment Remedy P/T = 4d
Bob Smith QA Forum M(3) EP Reggie / Carlos
Ticket H/C = 3
Ticket QA forum Engineering S/R = 50% BRD
checklist Release Jen Garza
M W EP Patch
L/T = 60d Calendar
D P/T = 1d Change Control EP
H/C = 1 README
QA Forum S/R = >5% Rollout Server
M EP(3) L/T = 42d
Ticket Victoria Doe Schedule Acceptance
Tasks P/T =
QA Test
H/C = L/T = 14d
S/R = P/T = 1d
L/T = 105d MOP MOP Peter Lee H/C = 4.5
P/T = 11d ERR S/R = 15%
H/C = 42 PD(3)
Lynn A. etc
S/R = Selective
Sam Young Promotion
L/T = 90d
P/T = 15d Remedy
New Targets H/C = 5 Ticket
S/R =
Steve Young
BTS
README
M W(2) EP Deploy Release
Full
M(2) PD(3)
Development Shared
Commits Build Release L/T = 90d
Drive Prod Packages P/T = 8d
L/T = 75d Shared Drive Promotion
P/T = 43d L/T = 1d Test H/C = 8
H/C = 130 P/T = 0.3d L/T = 60d S/R = 2%
S/R = H/C = 2 P/T = 0.2d XML Lewis S./Peter Y.
Production
Bob Smith S/R = 33% H/C = 1 M W(2) EP
John Doe S/R = >5% Single
Victoria Doe Image PD D(3) TS
Server
Why?: Owner: Development
Removes barriers to flow, smooths
Impact: Dev and Ops
handoffs, improves quality
Difficulty: High
59. Metrics with a mission: Situational Awareness
Organization
& Process
Data
Application Situational Infrastructure
Data Awareness Data
Business
Data
Why?: Owner: Metrics (?)
Feedback. Aligns organizational
Impact: Everyone
efforts.
Difficulty: Medium
60. Turn everything into a change correlation chart
Why?: Owner: Metrics (?)
Raise awareness of change. Impact: Everyone
Difficulty: Medium
61. Paint the walls with awareness
Why?: Owner: Metrics (?)
Feedback. Aligns organizational
Impact: Everyone
efforts.
Difficulty: Easy
62. Realign Ownership and Control
Why?: Owner: Technology Managers
Removes bottlenecks (improves
flow), pushes the pain forward, aligns Impact: Everyone
activities with those best suited to
execute Difficulty: Medium / High
63. Realign Ownership and Control
• Dev owns... uptime for their own code
Ops owns... uptime for platforms and tooling
Why?: Owner: Technology Managers
Removes bottlenecks (improves
flow), pushes the pain forward, aligns Impact: Everyone
activities with those best suited to
execute Difficulty: Medium / High