Getting to Daily Releases with Agile IT Operations. Devin Hedge, Enterprise Transformation Consultant talks to a group at Triagile about the Six Key Areas to focus on when attempting to transform IT Operations with Lean and Agile principles. The talk covers Service Engineering, IT Operations, and the Tier 1 Support/NOC organizations. Kanban, Service Management (ITSM), and what it means to have a DevOps orientation.

1. TriAgile 2017 - Agile IT Operations - Getting to
Daily Releases
By Devin B. Hedge
TriAgile 2017

2. Principal Transformation Consultant
devin.hedge@leadingagile.com
+1 (703) 625-1172
www.leadingagile.com
twitter.com/devinhedge
facebook.com/leadingagile
linkedin.com/in/devinhedge
Devin B. Hedge

3. The outcomes so far have been:
• Significant improvement in Customer Lead Time (Time to Market)
• Significant improvement in Production Lead Time (Server
Provisioning Time)
• The ability to respond to immediate need to provide capacity due
to events such as downed airplanes, regulatory changes, and
market launches
• Prevention of system-related Production Incidents (PIs)
3

4. What is Agile IT Operations?
An organizational construct that plans for,
designs, implements a supports a Dynamic
Infrastructure Platform using a DevOps
orientation.
4

5. What is a DevOps orientation?
The Mashup of Development and Operations that implements…
• The Technical Practices of Flow
• The Technical Practices of Feedback
• The Technical Practices of Continual Learning and Experimentation
And it is Grokked to the extent that DevOps is a part of everyone’s DNA.
5
Inspired by The DevOps Handbook: How to Create World-Class Agility, Reliability, and Security in Technology Organizations
by Gene Kim, Jez Humble;,Patrick Debois, and John Willis; IT Revolution Press.

6. 6
The Agility Journey

7. Predictability
Adaptability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Traditional Agile
Lean Startup
7

8. Predictability
Adaptability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
Org
Slice
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
8

9. Predictability
Adaptability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
Org
Slice
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
Phase
One
9

10. Predictability
Adaptability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
Org
Slice
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
Phase
One
Phase
Two
10

11. Predictability
Adaptability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
Org
Slice
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
Phase
One
Phase
Three
Phase
Two
11

12. Predictability
Adaptability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
Org
Slice
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
Phase
One
Phase
Three
Phase
Four
Phase
Two
12

13. Predictability
Adaptability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
Org
Slice
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
Phase
One
Phase
Three
Phase
Four
Phase
Two
Phase
Five
13

14. Typical Traditional IT Operations Structure
14

15. Typical Traditional IT Operations Structure
Sales Systems Billing Systems Back Office ERP Systems
Data Center
Storage
Server Operations
Network Operations
Security
NOC
15

16. Typical Traditional IT Operations Structure
Sales Systems Billing Systems Back Office ERP Systems
Service Strategy
Service Design
Service Transition
Service Operations
Continuous Service Improvement
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17. The Three Horizons Framework for Investment Themes
h1 h2 h3
Today’s
Revenue
Tomorrow’s
Revenue
Innovation,
Ideas, and Future
Revenue
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18. The Three Horizons Framework for Investment Themes
h1 h2 h3
Today’s
Revenue
Tomorrow’s
Revenue
Innovation,
Ideas, and Future
Revenue
Service Operations
Service Design/
Service Transition
Service Strategy
Continuous Service Improvement
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19. Match the Agile Framework to the Type of Work
h1 h2 h3
Today’s
Revenue
Tomorrow’s
Revenue
Innovation,
Ideas, and Future
Revenue
Service Operations
Service Design/
Service Transition
Service Strategy
Continuous Service Improvement
Kanban or
Scrumban
Scrum
Scrumban
Lean Startup +
Scrum
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20. Agile IT Operations at Basecamp 2
Sales Systems Billing Systems Back Office ERP Systems
Development
Service Operations
DevOps
Development Development Development
ITOperations
Demand Management
Service Design
Service Operations
ServiceStrategy
Continuous
Service
Improvement
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21. Agile IT Operations at Basecamp 2
Sales Systems Billing Systems Back Office ERP Systems
Development
Service Operations
DevOps
Development Development Development
ITOperations
Demand Management
Service Design
Service Operations
ServiceStrategy
Continuous
Service
Improvement
Cross Functional Teams
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22. Agile IT Operations at Basecamp 3
Sales Systems Billing Systems Back Office ERP Systems
Development Development Development Development
ITOperations
Service Design
Service Operations
ServiceStrategy
DevOps DevOps DevOps DevOps
Demand
Management
Service Design Service Design Service Design
Tier 1 Spt Tier 1 Spt Tier 1 Spt Tier 1 Spt
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23. Agile IT Operations at Basecamp 3
• Build Quality
• InWork in Small Batches
• Computers Perform
Repetitive Tasks, People Solve
Problems
• Relentlessly Pursue
Continuous Improvement
• Everyone is Responsible -- No
Handoffs between Functions
(Servers, Network, Security,
Storage, etc)
The Build Pipeline Now Includes
Provisioning Automation and Environment
Orchestration
Continuous Integration
Bamboo, Jenkins, Anthill Pro, Teamcity, etc.
Planning and Lifecycle Management
VersionOne, CA Rally, Jira, AgileCraft
Provisioning Automation and
Orchestration
Capistrano, Cobbler, Puppet, Chef, Bcfg2,
Vagrant, AWS Cloud Formation, Windows
Azure
Service Catalog
through a Self-
Service Portal
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24. Agile IT Operations at Basecamp 3
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Cloud
On-Prem
Virtualization
On-Prem Bare
Metal
GitLab
Jenkins
Puppet
Server

25. Agile IT Operations at Basecamp 4/5
Sales Systems Billing Systems Back Office ERP Systems
Development
w/ DevOps
Skills
ITOperations
Service Design
ServiceStrategy
Demand
Management
Service Design Service Design Service Design
Tier 1 Spt Tier 1 Spt Tier 1 Spt Tier 1 Spt
Development
w/ DevOps
Skills
Development
w/ DevOps
Skills
Development
w/ DevOps
Skills
Demand
Management
Demand
Management
Demand
Management
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26. Agile IT Operations at Basecamp 4/5
• IT Operations is Federated
with Centralized Standards
• It is easier to Provision and
Replace Existing
Environments than to
”Migrate Software” and
“Apply Patches”
• Everything is “Prod-Like”
The Build Pipeline Now Includes
Provisioning Automation and Environment
Orchestration
Continuous Integration
Bamboo, Jenkins, Anthill Pro, Teamcity, etc.
Planning and Lifecycle Management
VersionOne, CA Rally, Jira, AgileCraft
Provisioning Automation and
Orchestration
Capistrano, Cobbler, Puppet, Chef, Bcfg2,
Vagrant, AWS Cloud Formation, Windows
Azure
Service Catalog
tailored to each
Business Capability
Area
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27. 27
Six Key Areas

28. Area 1
Cross-Functional
Teams along a Value
Stream of Service
Management
Engineering and Administration
Servers
Security
Performance
Storage
Network
Middleware
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29. Area 2
Differentiate Work
Types and Separate
into Backlogs
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30. Area 2
Differentiate Work
Types and Separate
into Backlogs
•Product Work
•IT Project Work
•Changes/Maintenance
•Unplanned
Source: The Phoenix Project
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31. Area 3
Use Metrics to Drive
Decisions
31

32. Area 3
Use Metrics to Drive
Decisions
32

33. Area 4
Control the
Environment
(Hands Free)
Source: carscoops.com
Source: carscoops.com
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34. Area 5
Control the Flow using
Management and
Technical Practices
Source: howstuffworks.com
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35. Management
Practices
Scrum, Kanban and
Scrumban
35

36. Technical
Practices
XP meets IT Ops
(PaaS/IaaS and IaC)
36

37. Area 6
Continuous Feedback,
Improvement,
Learning and
Experimentation as a
Structure and a Habit
Service
Strategy
Service Design
[Service Development]Service Transition
Service Operations
Continual
Service
Improvement
Based on ITIL v2011
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38. Gotchas Source: twitter.com
38

39. Trying to be at
Basecamp 3 or 4
without the
organizational
discipline of
Basecamp 2
Phase
One
Phase
Four
Phase
Two
Phase
Five
Your Org is Here
Your Tools are Here
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40. System
Administrators
or
Engineers
Who Can’t
Code
Source: microsoft.com
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41. Lack of
Complex
Tactic Skills
• Lean Thinking
• Differentiate Between Agile Adoption & Agile
Transformation
• Divergent Thinking over Convergent Thinking
• Principle Focus over Practice Focus Over
Process Focus
• Awareness
• Action Inquiry
• Stewardship/Craftsmanship
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42. Summary
• Area 1 - Cross-Functional Teams along a Value Stream of
Service Management
• Area 2 - Differentiate Work Types and Separate into Backlogs
• Area 3 - Use Metrics to Drive Decisions
• Area 4 - Control the Environment (Hands Free)
• Area 5 - Control the Flow using Management and Technical
Practices
• Area 6 - Continuous Feedback, Improvement, Learning and
Experimentation as a Structure and a Habit
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43. 43
Questions?

44. Resources
• LeadingAgile Blog and Newsletter: http://leadingagile.com
• Personal Blog: http://devinhedge.com (Not much there.)
• Books, Blogs and Downloads…
• Kim, Gene; George Spafford; Kevin Behr (2005-06-15). The Visible Ops Handbook: Implementing ITIL in 4 Practical and
Auditable Steps. IT Process Institute, Inc..
• Kim, Gene; Behr, Kevin ; Spafford, George (2013-01-10). The Phoenix Project: A Novel About IT, DevOps, and Helping Your
Business Win. IT Revolution Press.
• Kniberg, Henrik (2011-12-14). Lean from the Trenches: Managing Large-Scale Projects with Kanban.
• Morris, Kief (2016-06-09). Infrastructure as Code: Managing Servers in the Cloud. O'Reilly Media.
• Gene Kim and the IT Revolution Team, The IT Revolution DevOps Guide Selected Resources to Start Your Journey.
http://itrevolution.com/wp-content/uploads/2016/06/itrev-devops-guide-5-2015.pdf Accessed on December 1, 2016.
• Kim, Gene; The Three Ways: The Principles Underpinning DevOps. IT Revolution blog. http://itrevolution.com/the-three-
ways-principles-underpinning-devops/ Accessed on December 1, 2016.
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