DOES SFO 2016 - Aimee Bechtle - Utilizing Distributed Dojos to Transform a Workforce

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Aimee Bechtle of Capital One’s Card Technology Advanced Engineering team will share how they have utilized Distributed Dojos to transform to a workforce skilled in DevOpsSec, public cloud and automation. Their Distributed Dojo strategy was formed when they needed to quickly and efficiently meet the challenges of a large cloud migration but were limited by local resources. Reaching out to a prominent retail chain they learned how draw from their engineering talent to form short-term, highly focused delivery teams. These teams now work cohesively across multiple locations to solve the challenges introduced when migrating such a large-scale, complex infrastructure to the cloud. They will explain how within weeks several Dojo teams were formed and releasing automation that not only supported Card Technology’s DevOpsSec and cloud mission, but provided associates with new skills that could be proliferated throughout the company.

Technologie

Utilizing Distributed
Dojos to Transform a
Workforce
Aimee Bechtle
Capital One Card Technology
November 8, 2016

“What’s in your Wallet?”
@adbechtle
Capital One is a
innovative
technology company
that happens to
manufacture credit
cards

Capital One
is in the middle
of a massive
technology
transformation
Open-Source
Micro-services
REST APIs DevOps Culture
Public Cloud
@adbechtle

A 2016 Card Technology goal is to
accelerate the technology transformation
Invest in our talent
@adbechtle
Establish Enabling
Organization
Grow resiliently Sustainably well-
managed
Always Secure

In 2015 Card Tech Advanced Engineering was established to
support the Capital One and Card Tech Mission
@adbechtle
CTAE

Early automation
solves problems
and reveals
new opportunities
@adbechtle
DEV Instance
Utilization
IP Address
Consumption
Resource
Encryption
Best Practices,
Policies &
Procedures
Harness
Tagging
Standards

Our backlog was growing and our headcount was not.
We needed to re-think our approach to meet the demand and
continue supporting the Card Tech mission
@adbechtle

After visiting Target CTAE
implemented distributed Dojos across our three locations
@adbechtle
Formed Teams Divided Intent Got Volunteers Established
Parallel Cadence

We have completed 4, 8-week Program Increments utilizing the
Dojo model and are planning on its indefinite continuation
@adbechtle

The CTAE Dojo
model has been
very successful at
upskilling our
associates…
@adbechtle
Programming Languages
Cloud Technologies
Version
Control
Infrastructure
-As-Code
Containerization

…And at delivering
solutions...
@adbechtle
Instance Right-
Sizing
Reference
Implementations
Security Group
Automation
AMI
Compliance
Maturity
Dashboard
Orphan ELBs

…And creating more opportunities. The Dojang is a problem-
solving model useful when working in an economy of scale
@adbechtle
ID
Problem
Form a
Team
Design
Target
System
Form
MVP
Intent
Work
Sprints
Release
MVP
Internal
Open
Source
1
2
3
4
5
6
7
Iterate
Through
8
The Dojang Process

The Dojo and the Dojang are the Yin and Yang of our Card Tech
Transformation
@adbechtle
DOJO
DOJANG
• Korean “place of the way”
• Problem resolution
• Existing skillset
• Ephemeral Operation
• Japanese “place of the way”
• Strategy Fulfillment
• Skills transformation
• Continuous Operation

We are
still learning
and we are
leveraging the
lessons learned
from each
Dojo and Dojang
@adbechtle
Learning >=
Delivering
Onboarding
Checklist
Team Building &
Tooling
Dedication
Recognition,
Praise…Support!
~100%

The CTAE strategy is effective in supporting our technology
transformation
@adbechtle
Enabling
organization
Skilling
Talent
Automation
Strategy
Dojos &
Dojangs
“The best place to start is to start”

At Capital One
we aren’t just
consumers of
open-source
we are also
contributors
@adbechtle
https://developer.capitalone.com/open-source/

DOES SFO 2016 - Aimee Bechtle - Utilizing Distributed Dojos to Transform a Workforce

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In my previous years’ talks at DevOps Enterprise Summit, I spoke about starting and scaling of DevOps at Capital One; importance of Open Source, Open Technology and Innovations in DevOps. This year, I will present Capital One’s journey of maturing in DevOps and Continuous Delivery. My presentation will cover our current areas of focus: Delivery Pipeline, Flow and Measurements. I will also share some of the problems we faced and what we did to solve them.

DOES SFO 2016 - Topo Pal - DevOps at Capital One

Gene Kim

2 years ago at DOES14, I presented “Vision Versus Execution: Implementing Continuous Delivery”. I shared how we achieved a big Continuous Delivery win – increasing software test coverage and delivery velocity and efficiency. Since then, we have been busy scaling DevOps, Continuous Delivery and Lean principles across teams and practices throughout Urban Science. This rollout included both a cultural aspect, as well as an implementation of a centralized, shared, self-service automation solution for our teams – enabling them to “opt-in” to an automated pipeline. In this talk I will present anecdotes and learnings gathered through our experience over the past two years and discuss the challenges and the value of scaling DevOps across the organization.

DOES SFO 2016 - Marc Priolo - Are we there yet?

Gene Kim

Speed as a Prime Directive Ray Krueger, Vice President of Engineering, Hyatt Hotels Corporation Hyatt is transforming into a technology company that delivers digital experiences in the Hospitality industry. We're applying Continuous Delivery in order to achieve our goals faster. In the process, we are simplifying and abstracting legacy environments and building a hospitality technology platform.

DOES SFO 2016 - Ray Krueger - Speed as a Prime Directive

Gene Kim

After an initial DevOps transformation as a company, we had to grapple with how to scale and grow the talent and workforce to build a NextGen DevOps-minded company of 18,000+ people. We have built a number of programs to expand awareness, encourage growth mindsets, and drive workforce development. We will share the different ways we are working to "Build Brilliant Teams" to drive our DevOps transformations.

DOES SFO 2016 - Paula Thrasher & Kevin Stanley - Building Brilliant Teams

Gene Kim

At DOES15, we presented the work we'd done at Salesforce to take their SRE teams to the "blameless cloud." We worked with various roles in the SRE teams so they could start asking the right questions about failure, and through the postmortem and retrospective process, begin to make lasting changes in _how_ Salesforce worked with and remediated identified failures. But DevOps espouses less siloed thinking and more shared responsibilities, so we found postmortems within the SRE organization weren't enough. As Salesforce was moving toward a model of "service ownership," teams along the entire software delivery value stream needed to start to understand their roadblocks to remediation and what aspects of the complex system they worked in were impeding their ability to "own their service." We'll discuss the second phase of our work in helping these operations _and product_ teams gain a deeper understanding of service ownership, and why just "DevOps'ing it up" wasn't quite enough on its own to help. plus we'll introduce an expanded model from last year's talk that incorporates human factors and complexity theory. These additions helped prime the teams to more effectively grapple with the challenges facing them on the road to true service ownership.

DOES SFO 2016 - Kevina Finn-Braun & J. Paul Reed - Beyond the Retrospective: ...

Gene Kim

Equifax powers the financial future of individuals and organizations around the world. Using the combined strength of unique trusted data, technology and innovative analytics, Equifax has grown from a consumer credit company into a leading provider of insights and knowledge that helps its customers make informed decisions. Delivering on that trust requires both business and technical operations excellence. Faced with the growing challenges of the modern marketplace, the Equifax IT organization embarked on a top-to-bottom cultural and technical transformation. This presentation will outline how the Equifax IT team has taken steps towards transforming itself into a nimble, efficient and internally-capable organization. Topics will include key management lessons learned, budget realignment, creating partnerships across organizational boundaries and strategic projects to focus the organization’s transformation efforts. The early results? IT is no longer viewed as a liability to the business, instead IT is now an asset – a strategic partner that is actively helping to close deals.

DOES SFO 2016 - Andy Cooper & Brandon Holcomb - When IT Closes the Deal

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DOES SFO 2016 - Courtney Kissler - Inspire and Nurture the Human Spirit

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Adopting DevOps principles and practices frequently leads enterprises down a path to significant cultural and organizational change. This creates a real barrier for DevOps advocates to overcome, since leading researchers sparked by John Kotter’s claim of a 70% failure rate for organizational change have confirmed through scientific study that these types of transformative efforts are more likely to fail than to succeed. Fortunately, all is not lost! The scientific community has also uncovered a powerful tool that consistently increases the success rate of transformational change. The secret weapon is leadership… but not just any style of leadership… In this session, Steve Mayner will share the research he has uncovered in his own doctoral journey on the power of transformational leadership to drive successful organizational change. How enterprise leaders cast vision, encourage individual growth, demonstrate authenticity, and challenge followers to maximize their creative potential can have a greater influence on the success

DOES SFO 2016 - Steve Mayner - Transformational Leadership

Gene Kim

DOES SFO 2016 - Sam Guckenheimer & Ed Blankenship "Moving to One Engineering ...

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Technology Transformation: How Team Values Boost Customer Value Opal Perry, Divisional CIO, Claims, Allstate Insurance At Allstate, the largest publicly held personal lines property and casualty insurer in America, we constantly innovate for the good of our customers. It’s part of who we are and the legacy we’ve been building since 1931. Recently, we set about recasting the organization's technical and engineering discipline to make it core to the company, and moving technology up the value chain. But technology is just one piece of the transformation. Opal will discuss how an explicit focus on culture and values, together with new ways of working, empower product teams and bring valuable technology to customers with greater speed and agility.

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Gene Kim

Time Theft: How Hidden and Unplanned Work Commit the Perfect Crime Dominica DeGrandis, Director, Training & Coaching, LeanKit Invisible work competes with known work. Invisible work blindsides people, leaving teams unaware of mutually critical information, until it’s too late. Married to this problem, is the question, how does one plan for, or allocate capacity for the invisible? It’s tough to analyze something you can’t see. Incognito work doesn’t show up in metrics. Hidden work stalls and blocks important priorities and masks dependencies. Risk accumulates from work delivered late and started late. The solution is to put conditions in place that allow unplanned work to be seen and measured -- particularly high risk work involving far-reaching decisions. This talk shows you how to do just that. DevOps Enterprise Summit San Francisco 2016

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Gene Kim

SAP’s DevOps Journey: From Building an App to Building a Cloud Marc Ng, Cloud Infrastructure Engineering & Automation, SAP SAP has been using a DevOps & Continuous Delivery approach for building its web and mobile apps for several years, and is now building and running a global cloud at the scale needed to support the digital transformation needs of its customers. This talk recaps the story of how SAP originally adopted DevOps practices before moving on to describe how the Cloud Infrastructure Services team is building and operating its 3rd generation cloud automation system using microservices, containers and open-source software. DevOps Enterprise Summit San Francisco 2016

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Dubai, often portrayed as a shimmering oasis in the desert, faces its own set of challenges, including the occasional threat of flooding. Despite its reputation for opulence and modernity, the emirate is not immune to the forces of nature. In recent years, Dubai has experienced sporadic but significant floods, testing the resilience of its infrastructure and communities. Among the critical lifelines in this bustling metropolis is the Dubai International Airport, a bustling hub that connects the city to the world. This article explores the intersection of Dubai flood events and the resilience demonstrated by the Dubai International Airport in the face of such challenges.

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Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows. We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases. This video focuses on the deployment of external web forms using Jotform for Bonterra Impact Management. This solution can be customized to your organization’s needs and deployed to support the common use cases below: - Intake and consent - Assessments - Surveys - Applications - Program registration Interested in deploying web form automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.

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DOES SFO 2016 - Aimee Bechtle - Utilizing Distributed Dojos to Transform a Workforce

1. Utilizing Distributed Dojos to Transform a Workforce Aimee Bechtle Capital One Card Technology November 8, 2016

2. “What’s in your Wallet?” @adbechtle Capital One is a innovative technology company that happens to manufacture credit cards

3. Capital One is in the middle of a massive technology transformation Open-Source Micro-services REST APIs DevOps Culture Public Cloud @adbechtle

4. A 2016 Card Technology goal is to accelerate the technology transformation Invest in our talent @adbechtle Establish Enabling Organization Grow resiliently Sustainably well- managed Always Secure

5. In 2015 Card Tech Advanced Engineering was established to support the Capital One and Card Tech Mission @adbechtle CTAE

6. Early automation solves problems and reveals new opportunities @adbechtle DEV Instance Utilization IP Address Consumption Resource Encryption Best Practices, Policies & Procedures Harness Tagging Standards

7. Our backlog was growing and our headcount was not. We needed to re-think our approach to meet the demand and continue supporting the Card Tech mission @adbechtle

8. After visiting Target CTAE implemented distributed Dojos across our three locations @adbechtle Formed Teams Divided Intent Got Volunteers Established Parallel Cadence

9. We have completed 4, 8-week Program Increments utilizing the Dojo model and are planning on its indefinite continuation @adbechtle

10. The CTAE Dojo model has been very successful at upskilling our associates… @adbechtle Programming Languages Cloud Technologies Version Control Infrastructure -As-Code Containerization

11. …And at delivering solutions... @adbechtle Instance Right- Sizing Reference Implementations Security Group Automation AMI Compliance Maturity Dashboard Orphan ELBs

12. …And creating more opportunities. The Dojang is a problem- solving model useful when working in an economy of scale @adbechtle ID Problem Form a Team Design Target System Form MVP Intent Work Sprints Release MVP Internal Open Source 1 2 3 4 5 6 7 Iterate Through 8 The Dojang Process

13. The Dojo and the Dojang are the Yin and Yang of our Card Tech Transformation @adbechtle DOJO DOJANG • Korean “place of the way” • Problem resolution • Existing skillset • Ephemeral Operation • Japanese “place of the way” • Strategy Fulfillment • Skills transformation • Continuous Operation

14. We are still learning and we are leveraging the lessons learned from each Dojo and Dojang @adbechtle Learning >= Delivering Onboarding Checklist Team Building & Tooling Dedication Recognition, Praise…Support! ~100%

15. The CTAE strategy is effective in supporting our technology transformation @adbechtle Enabling organization Skilling Talent Automation Strategy Dojos & Dojangs “The best place to start is to start”

16. At Capital One we aren’t just consumers of open-source we are also contributors @adbechtle https://developer.capitalone.com/open-source/

DOES SFO 2016 - Aimee Bechtle - Utilizing Distributed Dojos to Transform a Workforce

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