Selling DevOps Style

Paul Peissner v5a Please use this with the DevOps Style Survey at https://www.surveymonkey.com/s/DevOps-style

DevOps Style

A New IT Model That's Gaining Traction

Agile

Autom

ation

Cloud

Collaboration Business

agility

This was designed to be taken with the DevOps Style Survey at https://www.surveymonkey.com/s/DevOps-style

Selling ‘Just-Enough’ DevOps

Is there…

• Vision & Awareness

• Compelling Events

• Support & Sustainability

Don’t try to boil the ocean…

Do you have…

• Driving Pain or Need

• Means & Motive

• Champions & Sponsors

3 Layers & 3 Roles in Enterprise DevOps

• People & Culture

• Process & Flows

• Products & Tools

• Practitioners (Engineer, etc..)

• Managers/Team leaders

• Executives/Line of Bus.

Know what you want to do and who needs to be involved…

IT Layers… IT Roles…

PeopleCulture

ProcessFlows

ProductsTool-chains

Practitioner Mgr/Leader Exec/LOB

Playing Enterprise DevOps - Tic Tac Toe

Define “your” success…

STANDARIZATION

Exploration

PeopleCulture

ProcessFlows

ProductsTool-chains

Practitioner Mgr/Leader Exec/LOB

Me/Myself - Practice

Personal EducationSocialize Collaboration

Cross-team trainings Explore beyond legacy

Collaboration CoachingInnovative pilots& new hybrid flows

MineMine

Mine

Playing Enterprise DevOps - Tic Tac Toe

Dev OpsBus

Prob

lem Solved

Is it just another “special silo” or is it viral DevOps success?

PeopleCulture

ProcessFlows

ProductsTool-chains

Practitioner Mgr/Leader Exec/LOB

Playing Enterprise DevOps - Tic Tac Toe

DevOps

Legacy

Us vs. Them - Project(s)Avoid fighting with the 30 year old,

800 pound, legacy gorilla, if you can!

Personal EducationSocialize Collaboration

Cross-team trainings Explore beyond legacy

Collaboration CoachingInnovative pilots& new hybrid flows

PeopleCulture

ProcessFlows

ProductsTool-chains

Practitioner Mgr/Leader Exec/LOB

Playing Enterprise DevOps - Tic Tac Toe

Corp Initiative - New IT Models

SystemsThinking

Leadership

Leaders & innovation can be destroyed when there is no support!

Personal EducationSocialize Collaboration

Cross-team trainings Explore beyond legacy

Collaboration CoachingInnovative pilots& new hybrid flows

SystemsThinking

Leadership

Personal EducationSocialize Collaboration

Collaboration CoachingInnovative pilots& new hybrid flows

Prob

lem

PeopleCulture

ProcessFlows

ProductsTool-chains

Practitioner Mgr/Leader Exec/LOB

Me/Myself - Practice

Us vs. Them - Project(s)

Corp Initiative - New IT Models

MineMine

Mine

Playing Enterprise DevOps - Tic Tac Toe

Dev OpsBus

STANDARIZATION

Exploration

Legacy

DevOps

Solved

What is DevOps success?You, team, dept., company?

Cross-team trainings Explore beyond legacy

The BIG “CHANGE” Challenges

• Software, Technologies, Architectures…• Methodologies, Processes, Deployment modes…• Organizational structures, IT responsibilities, IT reward systems…• Business models, customer needs, market dynamics, security…

• Established practices, routines, legacy systems, incumbent

projects…• Blind-spots, Schools of thought, legacy Best-Practice, dated

knowledge…• Protecting vested interests, politics, loyalties and fear of the

unknown…

• Executives vs. Employees (Too much, too little, too fast, too slow, unneeded, critical, viral…)

• R&D / Development vs. the Business teams (Needs more, needs less, new direction…)

Be patient, Win support, in the right time and the right way!

Change-inevitable evolutions

Change-resistant (organizational) tendencies

Change-balancing tensions – Change Cadences & Needed Stability

The BIG “Culture and Community” Challenges

Managing 4 Types of Work Exploring flexible Agile modelsBusiness Projects & Internal Projects Scrum, Kanban,Planned Changes & Unplanned Changes Lean, XP, Scrumfall…

- Unplanned Changes Lean, XP, Kanban?Business Projects

- Planned Changes Scrum, Scrumfall, Lean?Internal Projects

- Unplanned Changes Kanban?

Community Motivation / Culture Shaping

1. WHAT – Provides logical process guidelines – Efficiency & skills mastery2. HOW – Empowers ownership and innovation – Effectiveness &

collaboration3. WHY – Evokes emotion and vision loyalty – Motivation & significance

Community vs. Culture• Community – group of people…• Culture – the shared values and

beliefs …

Simon Sinek’sGolden Circle

Cultural Transformation in the Enterprise

The BIG “Culture and Community” ChallengesCommunity vs. Culture• Community – group of people…• Culture – the shared values and

beliefs …

1. Core VALUES

2. Business benefiting GOALS that align with your values

3. PRACTICES, PROCESSES & FLOWS that support your goals

4. PEOPLE, SKILLS and NEW REWARD SYSTEMS that can support the practices, processes and flows

Managing “Power” Transitions

(Collaborative vs. defensive/competitive)

Getting

Monitor and evaluate the adapting and changing cultures

Started Define

Established vs. Emerging (Communities, Cultures and

Beliefs)

Typical feature “use” of

traditional BIG software

Standish Group StudyReported at XP2002 By Jim Johnson Chairman

The BIG Traditional Software Challenges… (Waterfall, Complex Mega-projects & Feature-rich Legacy Apps)

Limit Scope, Optimize Dev & Teach the business

Agile’s iterative cycles and the “chunking” efforts…

…helps development and the business to prioritize for the best ROI…

…and know when to stop!

Agile – Process Alignment (Development & Customers)

The Lean StartupSteve Blank and Eric Ries

Business Agility and Competitive Advantages requires:

• Continuous Innovation (Agile efforts are optimal to facilitate this)

• Agile starts with user stories and design goals• And it allows non-tech/dev to learn how the software and process works• It simultaneously explores customer needs and continuous product definition

• Agile does not begin by…• Whimsically “understanding” one customer • Writing an exhaustive/definitive product plan

Customer Development

Agile ProductDevelopment

Some Agile / DevOps Innovation Ideas to consider

Big picture – systems fixing is the slowest but best way to change the organization

Leverage “systems thinking” and… • Re-use existing assets or processes in new, improved or novel ways…

• Re-use projects templates, resources and build inter-related, self-reinforcing eco-systems. Avoid building one-off, net-new or stand alone projects

• Support and promote ideas that “create value” for existing offerings/markets

• Avoid “new non-aligned” widgets that promote random and “zone” disrupting (less continuous train-of-thought). The lack of continuous (flowing) innovation can have a long-term impact

• Involve business users in design and development conversations – teach them about software capabilities

• Address individual issues and then figure out how to fit them together

What is your organization ready to address?

1) Agile IT culture enablement – Open Source & Tools, Collaboration, EDU. & Vision

2) IT process alignment – Integrations, Training, Process & Standardization

3) IT performance optimization – Pilots, Coaching, Simplify Platforms/System flows

4) Business Value and/or Business Growth - Dev Code re-use, project templates, process optimization … - Ops automation, monitoring, standardization & simplification…

Corporate EffortAmount of organizational support needed

Business ROIVisible Business value and benefits

$

Going Viral – Getting Support and Buy-inExample: Agile / DevOps 2- Way Agreement (Leader to a Developer)

Company-wide…- we’re investing in Software to drive a high value ROI- we’re embracing Agile (DevOps) to drive hyper-productivity

As a team leader… - I will promote, preserve and enhance our team and…

• Protect our team’s knowledge and learnings for years to come…

• …for the sake of our future needs - the org., users and not-yet-hired co-workers

- I will invest in your Agile (DevOps) development

As a developer… - even if we fail…your NEW skills will be of high “career” value

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Selling DevOps Style

Have fun…

You may find the DevOps Style Survey helpful too…

https://www.surveymonkey.com/s/DevOps-style