correlations between devops and holacracy

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Correlations BetweenDevOps and Holacracy

Helen BealDevOpsologist@helenranger4

www.ranger4.comDevOpstasticAnyone in the audience with DevOps in their jobtitle? Works as part of a devops team?1

Fanatical about making life on earth fantastic.



SuccessLearningWhats in a name?

The first US spacecraft to reach a celestial bodyCrash landed on the dark side!DEVOPSExperimentationFailure

www.ranger4.comDevOpstasticAtlassian Atlassian Users?3

Principles of official jurisdictional areasEvery bureaucracy has its own special area: firemen do not arrest criminals, doctors do not empty bedpans, professors do not deliver mail. Max Weber


The authority to give commands is distributed in a formal way and regulated.

Max Weber


Certain people have the right to control others, and this is spelled out clearly.Max Weber


The work is a duty.Max Weber

www.ranger4.comDevOpstasticCulture and the Flow of InformationSource: Westrum, A Typology of Organizational Cultures, 2004PathologicalBureaucraticGenerative

Information is hiddenInformation may be ignoredInformation is actively soughtMessengers are shotMessengers are isolatedMessengers are trainedResponsibilities are shirkedResponsibility is compartmentalizedResponsibilities are sharedBridging is discouragedBridging is allowed but discouragedBridging is rewardedFailure is covered upOrganization is just and mercifulFailure causes enquiryNovelty is crushedNovelty creates problemsNovelty is implemented









The most exciting breakthroughs of the twenty-first century will not occur because of technology, but because of an expanding concept of what it means to be human.

John Naisbitt

www.ranger4.comDevOpstasticJohn Naisbitt (born January 15, 1929 in Salt Lake City, Utah) is an American author and public speaker in the area of futures studies. His first book Megatrends was published in 1982. It was the result of almost ten years of research. It was on the New York Times bestseller list for two years, mostly as No. 1. Megatrends was published in 57 countries and sold more than 14 million copies.[1] John Naisbitt studied at Harvard, Cornell and Utah Universities. He gained business experience working for IBM and Eastman Kodak. In the world of politics he was assistant to the Commissioner of Education under President John F. Kennedy and served as special assistant to HEW Secretary John Gardner during the Johnson administration. He left Washington in 1966 and joined Science Research Associates. In 1968 he founded his own company, the Urban Research Corporation. Naisbitt founded the Naisbitt China Institute, a non-profit, independent research institution studying the social, cultural and economic transformation of China located at Tianjin University. In 2009, Naisbitt published China's Megatrends, a book analyzing China's rise. Adviser on Agricultural development to the royal government of Thailand, former visiting fellow at Harvard University, visiting professor at Moscow State University, faculty member at the Nanjing University in China, distinguished International Fellow, Institute of Strategic and International Studies (ISIS), Malaysia the first non-Asian to hold this appointment, professor at Nankai University, Tianjin University of Finance and Economics, member of the advisory Board of the Asia Business School, Tianjin, recipient of 15 honorary doctorates in the humanities, technology and science. John Naisbitt and his wife Doris are based in Vienna and Tianjin/China.[1]





Self-organising teams

www.ranger4.comDevOpstasticAgile is one of the three evolutionary drivers we cite that 'cause' devops (the other two being ITSM and Lean) and which really encourages us to have fluidity in the way people are able to choose what work to do rather than being directed by those given managerial authority. Holacracy has the same principle - it wants the doers to decide what to do when and how.

Interesting fact: When a city doubles in size, innovation or productivity per resident increases by 15%

But when companies get bigger, innovation or productivity per employee generally goes down. Credit

Why? City consists of multple self organising businesses. An organisation is still that 1 business


www.ranger4.comDevOpstasticfavourite examples of an approach to scaling agile structures is detailed in Spotify's model ofTribes, Squads, Chapters and Guilds

'Squad', a small, nimble, multi functional, automous self-organising team designed to feel like a mini start up. A small business in their own right.

Squads focus on specific areas of the product, incorporating all the tools and skills they need to take an idea from design all the way through to production.

Amazon has a similar Two-Pizza teams, - Squads are clearly focused on a specific task and KPI.

Squads are grouped together into related product areas called 'Tribes'. Tribes - no larger than 100 people. Specific processes help minimise the potential of dependencies to slow things down.'Chapters' and 'Guilds' link Squads horizontally together, enabling some economies of scale without sacrificing autonomy, and acting like the glue that binds the company together. Chapters group together people with similar functional expertise and meet regularly to share learnings. The chapter lead is the line manager for chapter members and has more traditional man-management responsibilities, but is also a member of a Squad themselves so stays in touch with reality.'Guilds' are looser, more organic and wide-reaching communities of interest that can stretch across the whole company (rather than just a Tribe like a Chapter does). They enable knowledge and tool sharing across a wider group.16

No job titles, focus on roles

www.ranger4.comDevOpstasticIf you have teams that are self organising using a variety of skills for the greater good. Does it make sense to give them a job title? Especially in the traditional sense.17

Stephen Williams, VP EngineeringHaving the right vision and ability to choose your path has created motivation and desire to succeed across our teams. Its inspiring them to want to deploy faster and create opportunities for the business to learn quicker about new features. Having standards for tooling and best practices is helping to create a culture where more collaboration and sharing of ideas is starting to happen so we only solve problems the one time.


Deploy fasterThe business learns quickerMore collaboration and sharing of ideasBarriers broken downSpeaking the same language, sharing ideas

Our TM DevOps Strategy has provided goals and a shared vision for our Teams.


Continuous Delivery EngineersScrum mastersProduct OwnersTechnical LeadsDBAsDevelopersQA and testersSys admins

www.ranger4.comDevOpstasticFlattened hierarchies and distributed authority



www.ranger4.comDevOpstasticJames Daunt: The Man Who Saved Waterstones


Staff are now in control of their own shops. Hopefully theyre enjoying their work more. Theyre creating something very different in each store. In the Kensington branch they sell a lot of Scrabble and Monopoly. In St Pancras its novellas that you might finish on your journey: Those sell in huge quantities. In Trafalgar Square its Union Jacks; in Walthamstow, they shift a ton of camera-lens mugs.James Daunt

www.ranger4.comDevOpstasticPeer based reviews





Amplified feedback loops / processing tensions



The Three Ways

www.ranger4.comDevOpstastichearing the customer or user more frequently, more clearly allowing business decisions on what to do next to be better informed, more timely, more frequent. This all leads to business agility.In Holacracy, the talk is of 'processing tensions' and allowing doers to sense problems and opportunities and work through them. Same thing?26

Continuous funding

www.ranger4.comDevOpstasticWho works in sprints of less than 3 months? Keep your hands up if you are budgeted in a yearly or 18 month basis?How can you plan like that? How do you schedule unplanned work, how do you make improvements.

All you need to do is call up finance get the CFO on the phone and just tell him that you want to be drip fed every 2 weeks! Easy right?


www.ranger4.comDevOpstasticDOES Jonathan Smart (Barclays) Last 12 months gone from 4% to 50% of strategic change projects being Agile. Helen asked on Twitter if he was continually funding these projects. This is what he said not perfect but small enough to make an impovement

Stephen Williams, create a bet instead of asking for a ton up front make a bet with say 20k im going to deliver these features with these outcomes. If you win that bet you ask for more as youve now proved it.28


Shorter Cycles and Frequent Reviews