Tips & Tricks for DevOps Leaders
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Transcript of Tips & Tricks for DevOps Leaders
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WebcastTips and Tricks for DevOps Leaders
Helen Beal & Malcolm Namey
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Agenda
1. What is a DevOps Leader?
2. Tips and Tricks
3. Training for DevOps Leaders
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What is a DevOps
Leader?
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DevOps is a catalyst for change – there is a
revolution going on in technology
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WHO WANTS CHANGE?
WHO WANTS TO CHANGE?
WHO WANTS TO LEAD THE CHANGE?
www.ranger4.comoptimising the flow from idea to value realisation
WHO WANTS CHANGE?
WHO WANTS TO CHANGE?
WHO WANTS TO LEAD THE CHANGE?
www.ranger4.comoptimising the flow from idea to value realisation
WHO WANTS CHANGE?
WHO WANTS TO CHANGE?
WHO WANTS TO LEAD THE CHANGE?
www.ranger4.comoptimising the flow from idea to value realisation
“Obstacles are not in the path; obstacles are
the path.”John Smart, Barclays
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Are You a Change Leader?Level Capability Focus
1 Accepts Need
for Change
At this level the change leader can publicly describe a change and persuasively defend the need for the
change within the organization. The individual is able to tolerate ambiguity and create an open and receptive
environment.
Level I change leaders can be successful working on
small change initiatives when given clear direction
and access to more experienced change leaders for
advice and confirmation.
2
Defines/Initiate
s Change
This change leader can define a specific area where change is needed and can identify the leverage points for
change in processes and work habits.
Level II change leaders can identify the need for and
initiate change at the local level.
3 Manages
Change
This change leader is able to define an explicit vision for change based on broad organizational visions. They
will make the effort to deliver the message or refine a vision for change to everyone affected. This change
leader is able to redirect individual or team approaches in the face of new opportunities and involve people in
the change. At this level the change leader ensures the success of change through implementation of a
communication strategy, the refinement of work and organizational design models, and the facilitation of
staff development.
Level III change leaders are able to translate the
vision of the organization into the context of a
specific change initiative and bring this message to
the entire organization.
4 Manages
Complex Change
This change leader understands the cultural dynamics of the current state of an organization, including the
hidden assumptions and the differences between the stated values and the values in practice. At this level the
change leader is able to create a strategic practical course, balancing the current reality with the need for
rapid adoption of the desired future reality.
Level IV change leaders are able to generate change
in a productive vs. destructive way.
5 Champions
Change
At this most strategic level, the change leader publicly challenges the status quo by comparing it to an ideal
or a vision of change. This may cause a sense of crisis or imbalance. They support dramatic actions to
implement the change effort. This change leader is responsive to and responsible for planning evolution,
causing change, and transforming the organization.
Level V change leaders are asked to revolutionize
organizations.
http://jimcanterucci.com/change-leader/
Over 68% of the
respondents to an
online poll conducted
by Transition
Management Advisors
seek their change
leadership education
externally.
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POLL!Where are you on the
change leader maturity
scale?
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Tips and Tricks
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ORGANISATIONSTip #1:Take an evolutionary
approach
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The Stages of Change Acceptance
13
From leanchange.org
TRICK
Avoid saying “transformation”
– think incremental
improvements
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ORGANISATIONSTip #2:Use the improvement
kata
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TRICK
Talk about experiments and use hypotheses
– use PDCA
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ORGANISATIONSTip #3:Value Stream
Mapping is your hero
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TRICK
You can start testing VSMs in a
day – set expectations
that many will happen.
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ORGANISATIONSTip #4:Be a transformational
leader
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From The State of DevOps Report 2017
TRICK
There are times in life when it’s
best to seek forgiveness rather than permission.
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ORGANISATIONS
Tip #5:Be a coach – find
tools that work for
you
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TRICK
People feel they do their most rewarding work when they have autonomy, mastery &
purpose. Empower them.
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Karpman Drama Triangle
Rescuer
Victim
Persecutor
I’m blameless
DenialI’m
good
I’m right
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Holacracy Health Triangle
Coach
Creator
Challenger
Here’s my proposal
EvolutionI’ll
support you
What are you going to do?
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Wilbur’s 4 Quadrants
Intentional
‘I’
Behavioral ‘It’
Social ‘It’sCultural ‘We’
Interior
perspective
Exterior
perspective
Indiv
idual
pers
pecti
ve
Collecti
ve
pers
pecti
ve
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Applied to Organizations
From ‘Reinventing Organisations’ by Frederic Laloux
People’s
beliefs and
mindsets
People’s
behavior
Organizational
systems (structures,
processes,
practices)
Organizational
culture
Interior
perspective
Exterior
perspective
Indiv
idual
pers
pecti
ve
Collecti
ve
pers
pecti
ve
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Summary of Tips & TricksTip Trick
1. Take an evolutionary approach Think incrementally
2. Use the improvement kata Make experimentation a habit
3. VSM is your hero Be prepared to do lots & keep repeating
4. Be a transformational leader Sometimes things get done under the radar
5. Be a coach Empower the people with tools
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ORGANISATIONS
BONUS TIP!Get trained and
certified as a
DevOps Leader
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Training for
DevOps Leaders
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The values and behaviours that
contribute to the unique social
and psychological environment
of an organisation.
www.businessdictionary.com
“You can’t directly change culture.
But you can change behaviour, and
behaviour becomes culture.”Lloyd Taylor (formerly VP Ops for LinkedIn)
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EvolveEducateExplore
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DevOps FoundationLondon
February 5/6 2018
DevOps LeaderLondon
March 28/29 2018
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Be DevOpstastic