Overcoming Organizational Obstacles to DevOps and Continuous Delivery

June 21, 2016 Kurt Bittner, Forrester Research Tim Buntel, XebiaLabs

2

Housekeeping

▪ Thiswebinarisbeingrecorded

▪ Linkstotheslidesandtherecordingwillbemadeavailablea6erthepresenta8on

▪ Youcanpostques8onsviatheGoToWebinarControlPanel

3

Presenters

TimBuntel

@tbuntel

▪ ResponsibleforXebiaLabsproductmanagementandevangelism

▪  Involvedwithso6wareproductmanagement,strategyandmarke8ngwithemphasisondevelopertoolsandplaGormsfor20+years

▪ Long8mestartupmentorandadvisor

KurtBi4ner

@ksbiKner

▪ KurtBiKnerisaPrincipalAnalystservingApplica8onDevelopmentandDeliveryprofessionals

▪ Hisresearchfocusinonhelpingorganiza8onsimprovetheirspeedandqualityofdeliverywhilereducingcostandimprovingbusinessperformance.HefocusesprimarilyonCon8nuousDeliveryandDevOpsprac8ces

4

§  Continuous Delivery and DevOps pioneer, authority and technology leader

§  Global team in US, Europe & APAC

§  Consistently recognized by leading industry analysts

Connecting the dots for Continuous Delivery at enterprise scale

About XebiaLabs

VISIBILITY

AUTOMATION

CONTROL

© 2016 Forrester Research, Inc. Reproduction Prohibited

http://upload.wikimedia.org/wikipedia/commons/1/14/Horse_drawn_US_Mail_car.jpg

Organizations have to change the way they work to deliver faster

7

Delivering value faster requires organizing differently

8 https://media.glassdoor.com/l/7c/1e/99/2d/floor-of-non-manager-cubicles-and-supervisor-manager-offices-from-the.jpg

Changing from this…

© 2016 Forrester Research, Inc. Reproduction Prohibited ›  http://genome.wustl.edu/image/2/800/360/5/images/sections/homepage-carousel/cloverfield_3rdfloor_sm.jpg

… to this

© 2016 Forrester Research, Inc. Reproduction Prohibited

Most Bottlenecks Are Organizational

› Wait Time typically > Task Time • Frequently 2x greater

› Root Causes • Role Silos • Sharing Resources Across Projects • Lack of a “Product Team” model

© 2016 Forrester Research, Inc. Reproduction Prohibited

People

Process

Technology

Organizations Improve In Three Dimensions

© 2016 Forrester Research, Inc. Reproduction Prohibited

People

Process

Technology

› Culture •  Customer-focused

•  Reinforced by measures and goals

› Skills •  Diverse, cross-functional

•  Bias toward automation

› Organization •  Cross-functional teams

People Make The Biggest Difference

© 2016 Forrester Research, Inc. Reproduction Prohibited

People

Process

Technology

› Lean •  Minimize hand-offs and

non-value add activities

•  Agile teaming models

› Automated •  Delivery pipeline

•  Environment provisioning

•  Governance •  Testing

•  Transparency

… but Process and Technology Affect Behavior

© 2016 Forrester Research, Inc. Reproduction Prohibited

Line

ofB

usiness

Ope

ra8o

ns

Busin

essA

nalysts

Develope

rs

QualityAssurance

Enterprise

Archite

cture

CIO

Custom

er

Expe

rience

CMO

Most Organizations Are Functionally Aligned

© 2016 Forrester Research, Inc. Reproduction Prohibited

Project A

Project B

Project C

The Problem:

é  Utilization = ê Throughput

Functional Alignment Produces Utilization Focus

© 2016 Forrester Research, Inc. Reproduction Prohibited

IntegratedProductTeams

Communities of Practice

Servant- Leadership

LOBCMO

CIO …

Product-Centric Organizations Work Differently

© 2016 Forrester Research, Inc. Reproduction Prohibited

How Product Teams Work

› Fluid roles – cross-functional, multi-skilled team members › Agile teaming model › Measured on customer value delivered

IntegratedProductTeams

© 2016 Forrester Research, Inc. Reproduction Prohibited

skill Dev I&O QA Architects CX Product Managers

Cyber Security

Discovering outcomes ✔︎ ✔︎ Designing capabilities ✔︎ ✔︎ ✔︎ ✔︎ Writing code/scripts ✔︎ ✔︎ ✔︎ ✔︎ ✔︎ Testing code/scripts ✔︎ ✔︎ ✔︎ ✔︎ ✔︎ Assessing usability ✔︎ ✔︎ ✔︎

Optimizing experiences ✔︎ ✔︎ ✔︎ ✔︎ Optimizing application &

operational platforms ✔︎ ✔︎ Reviewing analytic data ✔︎ ✔︎ ✔︎ ✔︎ ✔︎ ✔︎ ✔︎ Securing applications ✔︎ ✔︎ ✔︎ ✔︎ Architecting solutions,

patterns, and IaC ✔︎ ✔︎ ✔︎

Product Team Skills and Traditional Roles

© 2016 Forrester Research, Inc. Reproduction Prohibited

DevOps changes skills and roles over time

› Deploy application code › Support application code

› Write test cases › Test application code

› Write application code

Developer Tester Ops

Skills gradually shift “left”

› Write application code › Write test automation

using APIs › Configure containers › Deploy code to containers › Execute test automation

via CI › Support applications

› Test usability › Exploratory testing › Test test cases that

can’t be (or haven’t yet been) automated

› Create and maintain operational platforms

© 2016 Forrester Research, Inc. Reproduction Prohibited

What to look for when hiring, recruting

› Customer-focused › Experience, or at least

interest in, writing code › Adaptable

› Customer-focused › Experience, or at least

interest in, writing code › Adaptable

› Customer-focused › Exposure to, or

experience in, test, ops ›  Interest in taking on

traditional testing, ops tasks › Adaptable

Developer Tester Ops

© 2016 Forrester Research, Inc. Reproduction Prohibited

Warning signs

›  “I don’t want to write code” ›  “Developers shouldn’t do

Ops work”

›  “I don’t want to write code” ›  “Testers don’t write

code”

›  “I just write code; testing is for testers” ›  “I don’t do support

work” ›  “I don’t want to be on

call”

Developer Tester Ops

© 2016 Forrester Research, Inc. Reproduction Prohibited

How To Change: Product By Product, Team By Team ht

tp://

ww

w.n

etso

lutio

nsin

dia.

com

/blo

g/w

p-co

nten

t/upl

oads

/201

3/08

/Cor

e-A

gile

-Tea

m.jp

g

› Expand team by team, application by application › Select volunteers; don’t coerce › Re-set goals › Managers: clear obstacles › Automate pipeline

› Gradually assemble a common platform › Establish a common

delivery pipeline with standard governance automation › Continuously improve

practices, skills, and automation

© 2016 Forrester Research, Inc. Reproduction Prohibited

Customers

Operational Platform Services

Software Platform Services Teams

Shared Service Teams

Integrated __ Product Teams___

Business Offering Teams

Project Teams

Sourcing

•  One or more products •  Integrated customer experience •  Integrated business processes

•  Single release •  Shared resources •  Finite scope

•  Ongoing releases •  Dedicated resources •  Aligned with business

offering funding

•  Ideally deliver via automated self-service

•  Resources shared across products and projects

•  Ideally staffed or automated for “zero wait-time”

•  Common components and services

•  Common architectural patterns

•  Computing as-a-utility

Organizations Need Different Kind Of Teams

© 2016 Forrester Research, Inc. Reproduction Prohibited

Cultural Change Is The BIGGEST Challenge

› Managers: Directive ➠ Servant-leader › Organization: Mistake-punishing ➠ Learning › Individuals: Specialized ➠ Multi-skilled

› Goals: Individual ➠ Team › Focus: Internal ➠ External

› Productivity: Utilization ➠ Throughput

25 http://successify.net/2013/04/01/john-f-kennedys-case-for-dreaming-big/

What Leaders Need To Do

› Create and promote a vision for a new way of working › Make it safe, and even rewarding, to learn › Alter the rules to incent and reward the change

› Level the playing field by supporting the change › Challenge their organizations to adapt

› Break down organizational silos to drive better results

Thank you

forrester.com

Kurt Bittner kbittner@forrester.com @ksbittner

27

Orchestrate, automate and get visibility into release pipelines

Automate and standardize complex application deployments

Analyze test results across multiple test tools

XebiaLabs Solutions: Connecting the dots for Continuous Delivery at enterprise scale

28

NextSteps

▪ DownloadtheITManager’sGuidetoConAnuousDelivery:xebialabs.com/it-manager-guide

▪ LearnmoreaboutXebiaLabsproducts:hKps://xebialabs.com/products/

▪ Stayinformed:

blog.xebialabs.com

@xebialabs

youtube/xebialabs

29

Questions?

VISIBILITY

AUTOMATION

CONTROL

Thankyou!