xp days kyiv 11th november 2016
TRANSCRIPT
www.ranger4.com
DevOpstastic
DevOps: The Harmonious, Polygamous Marriage
Helen BealDevOpsologist@helenranger4
www.ranger4.com
DevOpstastic
www.ranger4.com
DevOpstastic
High Performers Are More Agile
30x 200xmore frequent deployments
faster lead times than their peers
Source: Puppet Labs 2015 State Of DevOps: https://puppetlabs.com/2015-devops-report
www.ranger4.com
DevOpstastic
High Performers Are More Reliable
60x 168xthe change success rate
faster mean time to recover (MTTR)
Source: Puppet Labs 2015 State Of DevOps: https://puppetlabs.com/2015-devops-report
www.ranger4.com
DevOpstastic
High Performers Win In The Marketplace
2x 50%more likely to exceed profitability, market share & productivity goals
higher market capitalization growth over 3 years*
Source: Puppet Labs 2014 State Of DevOps
www.ranger4.com
DevOpstastic
A Short History of DevOps
2007
2008
2009 2013
Andrew ShaferAgile Conference, Toronto
Patrick Dubois
Agile System AdministratorGroup
DevOps Days Belgium#devops
John Allspaw &Paul HammondFlickR
‘Gartner ExploresDevOps’Cameron Haight
Mike Gualateri, Forrester– ‘NoOps’
Ronnie Colville of Gartner: ‘ARA is a Key to DevOps’
20142010
2011
2012
2015
2016
DevOps Days Belgium5 Year anniversary Ghent
The Phoenix Project GAME!
DevOps
www.ranger4.com
DevOpstastic
The Things that Drive DevOps
I’m all about change
I’m in charge of stability
Development Operations
CONFLICT
www.ranger4.com
DevOpstastic
“DevOps is the merger of the realms of development and operations (and if truth be told elements of product management, QA, and *winces* even sales should be thrown into the mix too).”
James Turnbull, Puppet Labs
www.ranger4.com
DevOpstastic
Google Trends search result for search term “DevOps”
www.ranger4.com
DevOpstastic
"The world as we have created it is a process of our thinking. It cannot be changed without changing our thinking."
Albert Einstein
www.ranger4.com
DevOpstastic
DevOps StartsCIO
Head of Development Head of Operations
PMO/BAs Dev DBAs
The rest of the business
Test Security Release SupportInfrastructure
DevOps often starts as grassroots thinking and can start anywhere
www.ranger4.com
DevOpstastic
www.ranger4.com
DevOpstastic
www.ranger4.com
DevOpstastic
www.ranger4.com
DevOpstastic
What’s Different About DevOps?
Digi
tizat
ion
Tools
Agile + ITSM +
Lean
DevOps
www.ranger4.com
DevOpstastic
"It may be hard for an egg to turn into a bird: it would be a jolly sight harder for it to learn to fly while remaining an egg."
CS Lewis
www.ranger4.com
DevOpstastic
Google Trends search result for search terms “DevOps”, “ITSM”, “ITIL”, Agile”, “LeanIT”
www.ranger4.com
DevOpstastic
"Change is the process by which the future invades our lives."
Alvin Toffler
www.ranger4.com
DevOpstastic
www.ranger4.com
DevOpstastic
www.ranger4.com
DevOpstastic
www.ranger4.com
DevOpstastic
Where is Agile at?
www.ranger4.com
DevOpstastic
Agile #Fails• Are you really product centric?• Do the Product Owners get it?• Have you thrown away
documentation?• Are you speaking a common
language? Do you have a shared vocabulary?
• When do you test?• Are Ops ready? Is your service
management Agile?
www.ranger4.com
DevOpstastic
ScrumBan
www.ranger4.com
DevOpstastic
Where is ITSM at?
www.ranger4.com
DevOpstastic
Who v’sITIL?
www.ranger4.com
DevOpstastic
"If you want to make enemies, try to change something.”
Woodrow Wilson
www.ranger4.com
DevOpstastic
The Agile Manifesto
While there is value in the items on the right, we value the items on the left more.
The underlying concepts of agile software development were first laid out in the Agile Manifesto.
WE VALUE
Individualsand interactions
Workingsoftware
Customer collaboration
Respondingto change
OVER
Processesand tools
Comprehensive documentation
Contract negotiations
Following a plan
www.ranger4.com
DevOpstastic
Are these contrary to ITSM values?
Individualsand interactions
Workingsoftware
Customer collaboration
Respondingto change
Processesand tools
Comprehensive documentation
Contract negotiations
Following a plan
OVER
DOES ITSM VALUE
While there is value in the items on the left, do we really value the items on the right more?
www.ranger4.com
DevOpstastic
Where is Lean at?
www.ranger4.com
DevOpstastic
Lean IT is the extension of lean manufacturing and lean services principles to the development and management of information technology products and services. Its central concern, applied in the context of IT, is the elimination of waste, where waste is work that adds no value to a product or service.
www.ranger4.com
DevOpstastic
Value Stream Mapping
www.ranger4.com
DevOpstastic
www.ranger4.com
DevOpstastic
www.ranger4.com
DevOpstastic
www.ranger4.com
DevOpstastic
Ideation
Integration
ValidationOperation
Realisation
DevO
ps
The DevOps Loop ©Ranger4
www.ranger4.com
DevOpstastic
Organizing around people...
www.ranger4.com
DevOpstastic
www.ranger4.com
DevOpstastic
From Eduards Sisovs’ talk: ‘Beyond Software Craftsmanship’
www.ranger4.com
DevOpstastic
DevOps NirvanaCIO
Customer Innovation Management
Product A Product B Product C Product D
IT IS the business. Everyone is on board with the DevOps way of thinking.
Product F Product G Product H Product I
Product E
Product J
The Board
The
Busin
ess
Dashboards and automation alignment
www.ranger4.com
DevOpstastic
AgileDevelopment
Service Management
Organisational Management
www.ranger4.com
DevOpstastic
“Holacracy structures your organisation for
evolution.”
www.ranger4.com
DevOpstastic
Organisational EvolutionStage Typified by Current
ExamplesKey
BreakthroughsGuiding
Metaphor
REDConstant exercise of power by chief to keep troops in line. Fear is the glue of the organisation. Highly reactive, short-term focus. Thrives in chaotic environments.
• Mafia• Street Gangs• Tribal militia
• Division of labour• Command
authority
Wolf pack
AMBERHighly formal roles within a hierarchical pyramid. Top-down command and control (what and how). Stability valued above all through rigorous processes. Future is repetition of past.
• Catholic church• Military• Most government
agencies• Public school
systems
• Formal roles (stable and scalable hierachies)
• Processes (long-term perspectives)
Army
ORANGEGoal is to beat competition, achieve profit and growth. Innovation is key to staying ahead. Management by objectives (command and control on what; freedom on the how).
• Multinational companies
• Charter schools
• Innovation• Accountability• Meritocracy
Machine
GREENWithin the classic pyramid structure, focus on culture and empowerment to achieve extraordinary employee motivation.
• Culture driven organisations (e.g. Southwest Airlines, Ben & Jerry’s…)
• Empowerment• Values-driven
culture• Stakeholder
models
Family
TEALSelf-organising and self-managed teams with coaches when needed. Coaches do not have P&L responsibility or managerial authority.
• Spotify, FAVI, Morning Star, Waterstones
• Trusting those doing the job
• Autonomy, mastery and purpose
SystemFrom ‘Reinventing Organisations’ by Frederic Laloux
www.ranger4.com
DevOpstastic
Correlations Between DevOps and Holacracy
• Self-organising teams• No job titles – focus on roles• Continuous funding• Amplified feedback loops / processing
tensions• Flattened hierarchies and distributed
authority• Incremental, iterative improvement
https://www.linkedin.com/pulse/8-correlations-between-devops-holacracy-helen-beal
www.ranger4.com
DevOpstastic
www.ranger4.com
DevOpstastic
StructureOrange Practices Teal Practices
1. Organisation Structure Hierarchical pyramid - Self-organising teams- When needed, coaches (no P&L
responsibility, no management authority) cover several teams
2. Coordination Coordination through fixed meetings at every level (from executive team downward), often leading to meeting overload
- No executive team meetings- Coordination and meetings mostly ad
hoc when needs arise
3. Projects Heavy machinery (program & project managers, Gantt charts, plans, budgets, etc.) to try and control complexity and prioritise resources
- Radically simplified project management
- No project managers, people self-staff projects
- Minimum (or no) plans and budgets, organic prioritisation
4. Staff Functions Plethora of central staff functions for HR, IT, purchasing, finance, controlling, quality, safety, risk management, etc.
- Most functions performed by teams themselves, or by voluntary task forces
- Few staff remaining have only advisory role
From ‘Reinventing Organisations’ by Frederic Laloux
www.ranger4.com
DevOpstastic
Human ResourcesOrange Practices Teal Practices
1. Recruitment Interviews by trained HR personnel, focus is on fit with job description - Interviews by future colleagues, focus is on fit with organisation and with purpose
2. Onboarding (Mostly administrative onboarding process) - Significant training in relational skills and in company culture- Rotation programs to immerse oneself in the organisation
3. Training - Training trajectories designed by HR- Mostly skill and management training
- Personal freedom and responsibility for training- Critical importance of common training that everybody attends
4. Job Titles and Job Descriptions
Every job has job title and job description - No job titles- Fluid and granular roles instead of fixed job descriptions
5. Individual purpose (It’s not the organisation’s role to help employees identify their personal calling)
- Recruitment, training, and appraisals used to explore juncture of individual calling and organisational purpose
6. Flexibility and time commitment
- Honest discussion about individual time commitment to work vs. other meaningful commitments in life
- High degree of flexibility in working hours, as long as commitments are upheld
7. Performance Management - Focus on individual performance- Appraisals established by hierarchical superior- Appraisal discussion aims for objective snapshot of past
performance
- Focus on team performance- Peer-based processes for individual appraisals- Appraisal discussion turned into personal inquiry into one’s learning journey
and calling
8. Compensation - Decision made by hierarchical superior- Individual incentives- Meritocratic principles can lead to large salary differences
- Self-set salaries with peer calibration for base pay- No bonuses, but equal profit sharing- Narrower salary differences
9. Appointment and promotions
- Intense jockeying for scarce promotion leads to politics and dysfunctional behaviour
- Silos – every manager is king of his castle
- No promotions, but fluid rearrangement of roles based on peer agreement- Responsibility to speak up about issues outside of one’s scope of authority
10. Dismissal - Boss has authority (with JR approval) to dismiss a subordinate- Dismissal mostly a legal and financial process
- Dismissal last step in mediated conflict resolution mechanism- In practice very rare- Caring support to turn dismissal into a learning opportunity
www.ranger4.com
DevOpstastic
Daily LifeOrange Practices Teal Practices
1. Office Spaces - Standardised, soulless professional buildings- Abundant status markers
- Self-decorated, warm spaces, open to children, animals, nature- No status markers
2. Meetings (Many meetings but few meeting practices) - Specific meeting practices to keep ego in check and ensure everybody’s voice is heard
3. Decision-making - High up in the pyramid- Any decision can be invalidated by hierarchical superior
- Fully decentralised based on advice process (or on holacratic decision-making mechanisms)
4. Conflicts (Conflict often glossed over, no conflict resolution practices) - Regular time devoted to bring to light and address conflicts- Multi-step conflict resolution process- Everyone trained in conflict management- Culture restricts conflict to the conflicting parties and mediators; outsiders are
not dragged in
5. Information Flow - Information is power and is released on a need-to-know basis- Secrecy toward the outside world is the default position
- - All information available in real-time to all, including about company financials and compensation
- Total transparency invites outsiders to make suggestions to better bring about purpose
6. Values (Values often only a plaque on the wall) - Clear values translated into explicit ground rules of (un)acceptable behaviours to foster safe environment
- Practices to cultivate discussions about values and ground rules
7. Reflective Spaces - Quiet room- Group meditation and silence practices- Large group reflection practices- Team supervision and peer coaching
8. Mood Management - Conscious sensing of what mood would serve the organisation’s purpose
9. Community Building - Storytelling practices to support self-disclosure and build community
www.ranger4.com
DevOpstastic
Major Organisational Processes
Orange Practices Teal Practices1. Purpose (No practices to list to the purpose; self-preservation against
competition is the key driver of decision-making)- Organisation is seen as a living entity with its own evolutionary purpose- The concept of competition is irrelevant; “competitors” are embraced to pursue
purpose- Practices to listen into the organisation’s purpose
- Everyone’s a sensor- Large group processes- Meditations, guided visualisations etc- Responding to outside prompting
2. Strategy Strategy course charted by top leadership - Strategy courses organically from the collective intelligence of self-managing employees
3. Innovation and Product Development
- Outside in: customer surveys and segmentation define the offer- Client needs are created if necessary
- Inside out: offer is defined by purpose- Guided by intuition and beauty
4. Supplier Management Suppliers chosen based on price and quality - Suppliers chosen also by fit and purpose
5. Purchasing and Investments
- Authorisation limits linked to level in hierarchy- Investment budgets steered by top management
- Anybody can spend any amount provided advice process is respected- Peer based challenging of team’s investment budget
6. Sales and marketing - Brands positioned to fit consumer segmentation (outside in)- Sales force driven by targets and incentives
- Marketing as a simple proposition: this is our offer to the world (inside out)- No sales targets
7. Planning, Budgeting and Controlling
- Based on “predict and control”- Painful cycles of mid-term planning, yearly and monthly budgets- Stick to the plan is the rule, deviations must be explained and gaps
closed- Ambitious targets to motivate employees
- Based on “sense and respond”- No or radically simplified budgets, no tracking of variance- Workable solutions and fast iterations instead of searching for “perfect”
answers- Constant sensing of what’s needed- No targets
8. Environmental and Social Initiatives
- Money as extrinsic yardstick: Only if it doesn’t cost too much initiate- Only the very top can begin initiatives with financial consequences
- Integrity as intrinsic yardstick: What is the right thing to do?- Distributed initiative taking, everyone senses the right thing to do
9. Change Management - Whole arsenal of change management tools to get organisation from A to B
- (“Change” no longer a relevant topic because organisation constantly adapts from within)
10. Crisis Management - Small group of advisors meet confidentially to support CEO in top-down decision making
- Communication only when decision is made
- Everyone involved to let the best response emerge from the collective intelligence
- If advice process needs to be suspended, scope and time of suspension is defined
www.ranger4.com
DevOpstastic
The Three Ways
www.ranger4.com
DevOpstastic
The Three Ways
www.ranger4.com
DevOpstastic
The Three Ways
www.ranger4.com
DevOpstastic
The Three Ways
www.ranger4.com
DevOpstastic
The Three Ways1.
Flow
2.Feedback loops
3. Experimentation
and learning
www.ranger4.com
DevOpstastic
DevOps
Lean
Agile
ITSM
The Harmonious, Polygamous Marriage
Time / Evolution
www.ranger4.com
DevOpstastic
Be DevOpstastic