A Culture Transformed: Instilling DevOps Ways of Working
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Instilling DevOps ways of working requires transforming a culture from one that is highly siloed and relies on overly complex processes to one that emphasizes collaboration, empowerment, continuous delivery and flow. This transformation is not easy for large enterprises and requires gradually establishing new attitudes while forming expected outcomes. A DevOps "dojo" approach can be used to immerse individuals and teams in the new ways of working through hands-on learning and coaching to help make the changes stick. While challenges will be experienced, the transformation aims to benefit the organization by enabling more frequent delivery of value to customers.
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A Culture Transformed: Instilling DevOps Ways of Working
- 1. Instilling DevOps Ways of Working A Culture is Transformed
- 2. Christine Sills DevOps Delivery Consultant @ChrysSills I “thrive” on change and embrace the discomfort to guide others gracefully through large transformations.
- 3. Deliver fast and exceed customer expectations while ensuring high quality. @ChrysSills
- 4. Enterprise Transformation is not Easy @ChrysSills
- 5. Highly siloed organization 1 Environment setup is manual, complex and error prone 2 Reliance on manual adhoc testing 3 Large Batch using Push Planning 4 Release and Project Delivery requires coordination 5 Standard toolset for release is lacking 6 Limited to No “visibility” of work-in-progress 7 Missing core development and delivery philosophy 8 OVERLY COMPLEX, PAINFUL PROCESSES, STEADFAST IN EXISTING WAYS OF WORKING Large Enterprises are Different @ChrysSills
- 6. In this environment how do you get a product into your customer's hands as frequently as possible
- 7. DevOps got its name 10 years ago, and what started as a hashtag has grown into a cultural movement in IT. This philosophy encourages developers/teams to move fast, experiment, and iterate. Transformation through DevOps
- 8. It’s not just about bringing development and operations together… What is DevOps ? It’s not a teamIt is much more @ChrysSills
- 9. 1 3 Gradually, yet firmly, establish an idea or attitude (especially a desired one) while forming an expected outcome. INSTILL CULTURE TRANSFORM Our dynamic shared qualities, transmitted from person to person, and lived to its fullest in every way. A thorough or dramatic change in the form, appearance, or character of 2 Reference: Some help from www.dictionary.com @ChrysSills
- 10. DevOps Institute (08/22/2019): https://devopsinstitute.com/2019/08/22/how-to-explain-devops-in-plain-english/ External Factors Internal Factors Culture Movement Environmental Solutions Technology Solutions Empowers Teams Collaborative Approach Assembly Line Recipe: People, Process, Automation Continuous Delivery Seamless Flow Automatic Value Owner Together @ChrysSills
- 11. Internal Factors Culture Movement Value Owner Together DevOps is a cultural movement where all key stakeholder groups (software developers, IT operations, business, program delivery, etc.) agree that software is not really adding any value until it is used by somebody – customers, clients, employees, etc Value
- 12. DevOps Toolchain Learn to trust Build autonomy, mastery and purpose Eliminate blame Understand Motivations Embrace smart failure Eliminate unplanned work Be continuous Focus on flow and bottlenecks Form dedicated, cross- functional teams Transparency DevOps as a Culture Our dynamic shared qualities, transmitted from person to person, and lived to its fullest in every way. Internal Factors Value Owner Together Culture Movement
- 13. Culture predicts the way information flows through an organization ~Westrum Pathological (Power-Oriented) Bureaucratic (Rule-Oriented) Generative (Performance-Oriented) Fear and Threat, Withhold, Distort Protect, Rules, By the Book Focus on Mission, Accomplish Goals @ChrysSills
- 14. Internal Factors Value Owner Together DevOps empowers developers to own, run, and manage the end-to-end delivery of an application or piece of software. It eliminates the confusion around ownership and drives team toward an automated, developer-managed infrastructure. Ownership Empowers Teams
- 15. Together Value Owner Together Internal Factors PRE-TRANSFORMATION POST TRANSFORMATION Fear Action Insecurity Self-Confidence Distrust Trust Reactive Proactive Command & Control Open Dialogue Perfection Experimentation Ask Permission Try Follow Blindly Question Value Siloed Inter-team collaboration Project Delivery Product Delivery Release Focused Customer Focused Power Oriented Performance Oriented IndividualTeamOrganization Empowers Teams
- 16. Increased Collaboration Shared Accountability Empowered & Autonomous Resilient Culture is transformed when an organization moves from Power to Performance @ChrysSills
- 17. Internal Factors Collaborative Approach Value Owner Together Simply stated, DevOps is an approach to building and delivering computer software in which everyone works together. Together
- 19. In this environment can you envision delivering a product into your customer's hands as frequently as possible
- 20. External Factors Assembly Line Seamless Flow Automatic Design, build, and deliver pieces of the delivery in such a way that it allows them to fit together. Always thinking about what this change will do for/to the next piece. Seamless
- 21. Ticket Based Engineering ● Provide a mechanism to track work as it flows from ideation to production ● Gain visibility into the delivery process at the individual contributor level ● Enhance work-in-progress observability throughout the value stream ● Increase team progress during sprint by swarming on blockers or areas that need attention. External Factors Assembly Line Seamless Flow Automatic
- 23. External Factors Recipe: People, Process, Automation Seamless Flow Automatic Most of the ingredients can be adapted from other well-known practices and sources such as Lean, Agile, SRE, CI/CD, ITIL, leadership, culture, and tools. The secret behind DevOps is how these ingredients are blended and in the right proportions (like any good recipe) in order to increase flow and value to the customer. Flow
- 24. Holistic change is required to improve FLOW Operating Model Practices TechnologyCulture @ChrysSills
- 25. Remove the barriers that stop work from moving forward Feature intake
- 26. External Factors Seamless Flow Automatic Continuous Delivery CD (Continuous Delivery) is the practice of automatically validating code changes are ready for release to production Automatic
- 27. But we need to start somewhere achievable and at scale! One Code Deploy (To Test) / Developer / Day Uplift teams to DevOps Culture, Process & Pipeline to achieve: One Code Deploy (To Prod) / Developer / Day @ChrysSills Production (To Dev)
- 28. Feature intake Start where you are, work toward weekly, and shift to daily
- 29. Does this get us closer to delivering a product into your customer's hands as frequently as possible
- 30. How: Instill the DevOps Ways of Working
- 31. External Factors Internal Factors Culture Movement Environmental Solutions Technology Solutions Empowers Developers Collaborative Approach Assembly Line Recipe: People, Process, Automation Continuous Delivery Seamless Flow Prepared Value Owner Together Make it Stick and allow for Fast Feedback, Iterative Learning, and Safe Practice
- 32. Our vehicle for transformation is a Dojo @ChrysSills
- 33. The Dojo enables Success for the Individual, Team, and Organization Hands-on Reference PipelineMindset & PracticesPhysical Safe Space @ChrysSills
- 34. 34
- 35. SHOW TEACH COACH EXECUTE EMPOWER USE OF AUTHORITY BY LEADER AREAS OF FREEDOM FOR INDIVIDUALS AND TEAMS Demonstrate the new ways of working Monitor challenges and bring leaders into experience Perform and Demo Results Entrusted to perform Immerse in new ways of working @ChrysSills
- 36. USE OF AUTHORITY BY LEADER AREAS OF FREEDOM FOR SUBORDINATES SEE TEACH INSPIRE MOTIVATE ENTRUST Art of the Possible Expose Challenges Experience Results Empower All Dojo Experience @ChrysSills
- 37. Enterprise Transformation is Ongoing @ChrysSills
- 38. Expect to transform for the benefit of the organization and plan for the Culture to become dynamic @ChrysSills
- 39. Thank you Find me at Liatrio.com ChrysSills @ChrysSills I work with a great group of people and if I don’t have the answers I’m sure I can connect you to someone who can help.
- 40. Transformation done well….. …..experiences some challenges “When we hit against something, we hit against an obstacle, there are obviously lots of processes and things in place for reasons. But we pumped up against them and we have gotten together and said okay, wait a minute, Let's call those people up and get them removed.” Scrum Master “We are not individual roles. I think one of the goals we want to be as was it jack-of-all-trades and master of one. I think was emphasized over and over again in the DOJO. We help each other out. We cross train. We learn how to support the product and using all the tools, the feedback and everything and shifting left.” Architect ● Team Dynamics and Closeness ● IT going without bringing the Business along ● Pilot, Pilot again, Reimagine, and Pilot again ● Organization structure slower to manifest ● Resist Change @ChrysSills