chocolate, lego and scrum jambalaya at sgnola2014
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Chocolate, LEGO and Scrum Jambalaya ( introduction to DevOps simulation game) has been presented by Dana Pylayeva and Bryan Beecham #SGNOLA 2014TRANSCRIPT
Dana Pylayeva, Bryan Beecham Chocolate, LEGO and Scrum Jambalaya
Chocolate, LEGO and Scrum Jambalaya
What is this all
about?
@DanaPylayeva, @BillyGarnet
Dana Pylayeva
Scrum Master and ThinkShare host at
Rakuten Marketing.
Survived 2 years of managing DBAs
(and fighting production fires on 60TB)
Top 3 on my list:
Continuous learning (through people,
places and experiences)
Flexibility (through Agile and Yoga)
Fun (as defined by Nicole Lazzaro)
@DanaPylayeva, @BillyGarnet
Bryan Beecham
Agile Coach and Trainer at Iceberg Ideas Inc.
Learned to code on a Commodore VIC-20
(with 3583 bytes of RAM)
Top 3 on my list:
Get one thing done every day
Learn one new thing every day
Do one thing for someone else every day
@DanaPylayeva, @BillyGarnet
Inspiration
@DanaPylayeva, @BillyGarnet
Scrum framework
@DanaPylayeva, @BillyGarnet
What happens when production releases are limited?
Work in Progress
( WIP)
@DanaPylayeva, @BillyGarnet
From local optimization to global degradation?
Production
D
E
V
D
E
V
Customers
@DanaPylayeva, @BillyGarnet
Deployments results in post-deployment
chaos and disruption.
@DanaPylayeva, @BillyGarnet
Is there a conflict of interest?
Customers
@DanaPylayeva, @BillyGarnet
What is the problem?
“The velocity of change in business
requirements is undeniably increasing
at a frightening rate for those
organizations unable to keep pace” The Seven Habits Of Highly Effective DevOps
by Glenn O’Donnell and Kurt Bittner, Forrester Research, Inc, September 3, 2013
@DanaPylayeva, @BillyGarnet
A change again?
@DanaPylayeva, @BillyGarnet
We must change to survive!
To change is to change twice:
Source: "The forgotten half of change“, L. de Brabandere
Changing Perception
Time
Change
Changing Reality Change
Time
CREATIVITY INNOVATION
@DanaPylayeva, @BillyGarnet
What is The Goal?
@DanaPylayeva, @BillyGarnet
Theory of constraints - Systems thinking
1. Identify the system's constraint(s)
2. Decide how to exploit the system's constraint(s)
3. Subordinate everything else to the above decision
(align the whole system or organization to support
the decision made above)
4. Elevate the system's constraint(s) (make other
major changes needed to increase the constraint's
capacity)
5. Warning! If in the previous steps a constraint has
been broken, go back to step 1, but do not
allow inertia to cause a system's constraint.
@DanaPylayeva, @BillyGarnet
Theory of constraints - Systems thinking
1. Identify the system's constraint(s)
2. Decide how to exploit the system's constraint(s)
3. Subordinate everything else to the above decision
(align the whole system or organization to support
the decision made above)
4. Elevate the system's constraint(s) (make other
major changes needed to increase the constraint's
capacity)
5. Warning! If in the previous steps a constraint has
been broken, go back to step 1, but do not
allow inertia to cause a system's constraint.
@DanaPylayeva, @BillyGarnet
Theory of constraints - Systems thinking
1. Identify the system's constraint(s)
2. Decide how to exploit the system's constraint(s)
3. Subordinate everything else to the above decision
(align the whole system or organization to support
the decision made above)
4. Elevate the system's constraint(s) (make other
major changes needed to increase the constraint's
capacity)
5. Warning! If in the previous steps a constraint has
been broken, go back to step 1, but do not
allow inertia to cause a system's constraint.
@DanaPylayeva, @BillyGarnet
Theory of constraints - Systems thinking
1. Identify the system's constraint(s)
2. Decide how to exploit the system's constraint(s)
3. Subordinate everything else to the above decision
(align the whole system or organization to support
the decision made above)
4. Elevate the system's constraint(s) (make other
major changes needed to increase the constraint's
capacity)
5. Warning! If in the previous steps a constraint has
been broken, go back to step 1, but do not
allow inertia to cause a system's constraint.
@DanaPylayeva, @BillyGarnet
Theory of constraints - Systems thinking
1. Identify the system's constraint(s)
2. Decide how to exploit the system's constraint(s)
3. Subordinate everything else to the above decision
(align the whole system or organization to support
the decision made above)
4. Elevate the system's constraint(s) (make other
major changes needed to increase the constraint's
capacity)
5. Warning! If in the previous steps a constraint has
been broken, go back to step 1, but do not
allow inertia to cause a system's constraint.
@DanaPylayeva, @BillyGarnet
Different kinds of bottlenecks?
@DanaPylayeva, @BillyGarnet
Truly cross functional teams – expand your skills!
@DanaPylayeva, @BillyGarnet
Invite Ops to your Scrum team!
Next Sprint!
@DanaPylayeva, @BillyGarnet
Simplify deployments with automation
O
P
S
O
P
S
@DanaPylayeva, @BillyGarnet
The Three Ways
“The First Way, helps us understand how
to create fast flow of work as it moves
from Development into IT Operations,
because that’s what’s between the
business and the customer.”
@DanaPylayeva, @BillyGarnet
The Three Ways
“The Second Way shows us how to
shorten and amplify feedback loops, so
we can fix quality at the source and avoid
rework. “
@DanaPylayeva, @BillyGarnet
The Three Ways
“The Third Way shows us how to create a
culture that simultaneously fosters
experimentation, learning from failure,
and understanding that repetitions and
practice are the prerequisites to
mastery.”
@DanaPylayeva, @BillyGarnet
@DanaPylayeva, @BillyGarnet
Using games for education and learning
@DanaPylayeva, @BillyGarnet
Incorporating four types of fun
• Easy fun
• Hard fun
• People fun
• Serious fun
Source: Nicole Lazzaro http://xeodesign.com/xeodesign_whyweplaygames.pdf
@DanaPylayeva, @BillyGarnet
Welcome to the Magic Circle!
- a boundary that
divides the world of the
game from the real
world
- the rules of the game
matter not the rules of
the real world
@DanaPylayeva, @BillyGarnet
Treats4U.com simulation framework:
•Three sister companies compete
in a global market.
•Scrum framework
•Product:
1) LEGO animal
2) 2 candies
•Value of products fluctuates
based on market demands.
The company that delivers the most value wins!
@DanaPylayeva, @BillyGarnet
Introducing the team:
@DanaPylayeva, @BillyGarnet
Let the fun
begin!
@DanaPylayeva, @BillyGarnet
What did you think?
@BillyGarnet
@DanaPylayeva
How can we
improve this
session?
