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I n n o v a t i v e V a l u e M a n a g e m e n t
A systemic approach to shaping
a DevOps culture
Masa K. Maeda, Ph.D.
CEO, Valueinnova LLC USA
@masakmaeda masa@valueinnova.com
©Valueinnova LLC, All rights reserved
Masa K Maeda, PhD
CEO & Founder, Valueinnova LLC USA
Masa has 27 years of international experience and has brought prosperity to
companies from Fortune 500 to Startups in America, Europe, Asia and
Africa. He is the creator of the Serious LeAP® model for Lean-Agile
economic improvement at organizations.
Previously: In the USA, Masa did R&D at Apple Inc., was a founding team member of four
startups in silicon valley, was a professor at UC Berkeley and the U of Barcelona. In
Japan, he also did R&D for Justsystems Inc. the #1 Japanese software company.
Masa is a well-known figure in the Lean Agile and the High Collaboration Frameworks communities,
one of the first Kanban Coach-Trainers worldwide, a founder of the Lean Kanban University, a
pioneer on High Collaboration Frameworks, a Senior Consultant with the Cutter Consortium and
the True North Consortium, and a member of the Agile Testing Alliance Steering Committee.
Masa has a PhD and an MS from the University of Tokushima in Japan
Lives in Utah, USA.
©Valueinnova LLC, All rights reserved
https://wallpapercave.com/wp/mATtmGU.jpg
©Valueinnova LLC, All rights reserved
©Valueinnova LLC, All rights reserved
http://likeshare-world.com/wp-content/uploads/Reflection-at-The-Wave-Marble-Canyon-UT-USA.jpg https://goo.gl/Q4TX56
©Valueinnova LLC, All rights reserved
©Valueinnova LLC, All rights reserved
http://bit.ly/2rlgTud
©Valueinnova LLC, All rights reserved
Nine
©Valueinnova LLC, All rights reserved
?!?!
©Valueinnova LLC, All rights reserved
?!?!
©Valueinnova LLC, All rights reserved
How to do DevOps?
http://bit.ly/2iOfcTv http://bit.ly/2rlgTud
©Valueinnova LLC, All rights reserved
How to do DevOps?
http://bit.ly/2iOfcTv http://bit.ly/2rlgTud
This is good and useful
but incomplete…
©Valueinnova LLC, All rights reserved
Why DevOps?
What’s its purpose?
Who does it serve?
http://bit.ly/2rlgTud
©Valueinnova LLC, All rights reserved
To achieve a certain project management
philosophy that involves more efficiency
in communications between development
teams and other parts of a greater
business or organization.
http://bit.ly/2rlgTud
—Technopedia
… with focus on effective value delivery.
©Valueinnova LLC, All rights reserved
How de we make it valuable?
©Valueinnova LLC, All rights reserved
http://bit.ly/2rlgTudhttp://bit.ly/2wYmL0c http://bit.ly/2wYgqBO
Positive
economic
outcome
Benefit
people
©Valueinnova LLC, All rights reserved©Valueinnova LLC, All rights reserved
©Valueinnova LLC, All rights reserved
© Ruth Zive
Business automation
hummm…
• Focus is still on automation
• Customer isn’t explicit
• Value isn’t explicit
©Valueinnova LLC, All rights reserved
2017 State of DevOps
©Valueinnova LLC, All rights reserved
2017 State of DevOps
Aha!
©Valueinnova LLC, All rights reserved
A Systems-level DevOps model
©Valueinnova LLC, All rights reserved
©Valueinnova LLC, All rights reserved
Ideas
build
Procuct
measure
Data
learn
©Valueinnova
Empa-
thize
Observe Define Ideate
Proto-
type
Validate
Mindset
Human Aspect
Methodologies &
Frameworks
Managing the flow of customer expected value
Identify
Customer &
Business
Value
I n t e g r a t e d q u a l i t y
Evolutionary
HCFs
0
4
8
12
16
SLA1 SLA2 SLA3 SLA4
Value-based

delivery

cadence
Portfolio
Delivery
• Requests

• Variations

• Defects
Dev Ops
ToDoLAB™
by Valueinnova
Strategic
business need
track
Portfolio
management
track
Release &
Request mgmt
track
Variation
& Defect mgmt
track
Quality
management
track
Talent
management
track
Knowledge
& Skills mgmt
track
DevOps
Innovation mgmt
rack
Ecosystem
management rack
Collaboration
beyond
Dev & IT
Systems
thinking
Value &
Quality
mindset
Adaptability
Lean-Agile thinking
Lean-Agile dev & QA
CID
Automation
High Collaboration
Frameworks
Kanban & Scrum
Design Thinking
& Lean Startup
Systems thinking
©Valueinnova LLC, All rights reserved
Who is the customer?
©Valueinnova LLC, All rights reserved
©Valueinnova LLC, All rights reserved
Requirements Design Develop Verify Deliver
Who is the customer?
©Valueinnova LLC, All rights reserved
Requirements Design Develop Verify Deliver
Who is the customer?
©Valueinnova LLC, All rights reserved
An example of
effective interaction
through High Collaboration
Frameworks
©Valueinnova LLC, All rights reserved
©Valueinnova LLC, All rights reserved
VRE prioritization is an adaptation by
Masa K Maeda, Luciano López and Luis Díaz
from a prioritization technique by Paulo Caroli
VRE Prioritization
Business Value
vs.
Customer Value
Business Effort
vs.
Technical Effort
Business Risk
vs.
Technical Risk
(Value-Risk-Effort)
©Valueinnova LLC, All rights reserved
Business
Value
Customer
Value
L M H
H
M
L
User
story 3
User
story 2
User
story 1
Value Layer
VRE Prioritization
©Valueinnova LLC, All rights reserved
Business
Value
Customer
Value
L M H
H
M
L
User
story 3
User
story 2
User
story 1
Value Layer
VRE Prioritization
©Valueinnova LLC, All rights reserved
Business
Value
Customer
Value
L M H
H
M
L
User
story 3
User
story 2
User
story 1
Value Layer
VRE Prioritization
©Valueinnova LLC, All rights reserved
Business
Value
Customer
Value
L M H
H
M
L
User
story 3
User
story 2
User
story 1
Value Layer
VRE Prioritization
©Valueinnova LLC, All rights reserved
Business
Value
Customer
ValueL M H
H
M
L
US 3
US 2
US 1
BVH-CVL
BVM-CVH
BVL-CVL
Value Layer
VRE Prioritization
©Valueinnova LLC, All rights reserved
Technical
Risk
Business
Risk
L M H
H
M
L
Business
Value
Customer
ValueL M H
H
M
L
US 1
BVH-CVL
US 3
BVM-CVH
US 2
BVL-CVL
Risk Layer
Value Layer
VRE Prioritization
©Valueinnova LLC, All rights reserved
Technical
Risk
Business
Risk
L M H
H
M
L
Business
Value
Customer
ValueL M H
H
M
L
US 1
BVH-CVL
US 3
BVM-CVH
US 2
BVL-CVL
Value Layer
Risk Layer
VRE Prioritization
©Valueinnova LLC, All rights reserved
Technical
Risk
Business
Risk
L M H
H
M
L
Business
Value
Customer
ValueL M H
H
M
L
US 1
BVH-CVL
US 3
BVM-CVH
US 2
BVL-CVL
Value Layer
Risk Layer
VRE Prioritization
©Valueinnova LLC, All rights reserved
Technical
Effort
Business
EffortL M H
H
M
L
Technical
Risk
Business
RiskL M H
H
M
L
US 3
TRM-BRM
BVM-CVH
US 1
BVH-CVL
TRL-BRM
Value & Risk Layers
Effort Layer
VRE Prioritization
©Valueinnova LLC, All rights reserved
Technical
Effort
Business
EffortL M H
H
M
L
Technical
Risk
Business
RiskL M H
H
M
L
US 3
TRM-BRM
BVM-CVH
US 1
BVH-CVL
TRL-BRM
Value & Risk Layers
Effort Layer
VRE Prioritization
©Valueinnova LLC, All rights reserved
Technical
Effort
Business
EffortL M H
H
M
L
Technical
Risk
Business
RiskL M H
H
M
L
US 3
TRM-BRM
BVM-CVH
US 1
BVH-CVL
TRL-BRM
Value & Risk Layers
Effort Layer
VRE Prioritization
©Valueinnova LLC, All rights reserved
Technical
Effort
Business
EffortL M H
H
M
L US 3
TRM-BRM
BVM-CVH
US 1
BVH-CVL
TRL-BRM
Effort Layer
Value
Risk
Priority
1
2
VRE Prioritization
©Valueinnova LLC, All rights reserved
VRE Prioritization combined with the K2 rapid requirement generation technique
©Valueinnova LLC, All rights reserved
Improving DevOps flow
with Kanban
©Valueinnova LLC, All rights reserved
©Valueinnova LLC, All rights reserved
Continuous
integration
Continuous
delivery
Kanban
© SwiftKanban
©Valueinnova LLC, All rights reserved
What about Automation?
©Valueinnova LLC, All rights reserved
©Valueinnova LLC, All rights reserved
It isn’t a matter
of automating everything
as much as it is a matter
of automating the right thing
the right way at the right time
©Valueinnova LLC, All rights reserved
©Valueinnova LLC, All rights reserved
Artificial
Intelligence
©Valueinnova LLC, All rights reserved
Case
in Banking
©Valueinnova LLC, All rights reserved
©Valueinnova LLC, All rights reserved
Case: Bank of Chile
Projected growth:
from 10 to 70 agile teams
(currently 23 teams)
Initial state Current State
Time
[months]
Time to market 45 days
21 days
(54% improvement)
2.5
Continuous integration 8 hrs < 1 hr. 2.5
Continuous delivery 40 hrs < 4 hrs. 2.5
Planning
71% of the teams
(random times)
100% of the teams
(every 2 weeks)
3
Road mapping 0% of the teams 86% of the teams 3
Blockage management 33% of the teams 89% of the teams 3
Refactoring and other
fine-tuning
0% of the teams 86% of the teams 3.5
©Valueinnova LLC, All rights reserved
2017 State of DevOps
At Bank of Chile
we already are
within the top two
percentages
©Valueinnova LLC, All rights reserved
To conclude..
©Valueinnova LLC, All rights reserved
©Valueinnova LLC, All rights reserved
I owe to my customer and to myself to:
1. Keep a Systems thinking perspective and active participation
2. Always Consider the Economic benefit to the customer and to
the business
3. Focus on Successful value delivery to the customer
4. Keep Active participative collaboration with all people
involved on the value to be delivered
5. Understand that Automation isn’t the goal, it’s the means
6. Adapt yourself and make your DevOps approach adaptive
A systems-level approach to shaping a DevOps culture
I n n o v a t i v e V a l u e M a n a g e m e n t
Thanks!
Masa K. Maeda, Ph.D.
CEO, Valueinnova LLC USA
@masakmaeda masa@valueinnova.com

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A systemic approach to shaping a DevOps culture

  • 1. I n n o v a t i v e V a l u e M a n a g e m e n t A systemic approach to shaping a DevOps culture Masa K. Maeda, Ph.D. CEO, Valueinnova LLC USA @masakmaeda masa@valueinnova.com
  • 2. ©Valueinnova LLC, All rights reserved Masa K Maeda, PhD CEO & Founder, Valueinnova LLC USA Masa has 27 years of international experience and has brought prosperity to companies from Fortune 500 to Startups in America, Europe, Asia and Africa. He is the creator of the Serious LeAP® model for Lean-Agile economic improvement at organizations. Previously: In the USA, Masa did R&D at Apple Inc., was a founding team member of four startups in silicon valley, was a professor at UC Berkeley and the U of Barcelona. In Japan, he also did R&D for Justsystems Inc. the #1 Japanese software company. Masa is a well-known figure in the Lean Agile and the High Collaboration Frameworks communities, one of the first Kanban Coach-Trainers worldwide, a founder of the Lean Kanban University, a pioneer on High Collaboration Frameworks, a Senior Consultant with the Cutter Consortium and the True North Consortium, and a member of the Agile Testing Alliance Steering Committee. Masa has a PhD and an MS from the University of Tokushima in Japan Lives in Utah, USA.
  • 3. ©Valueinnova LLC, All rights reserved https://wallpapercave.com/wp/mATtmGU.jpg ©Valueinnova LLC, All rights reserved
  • 4. ©Valueinnova LLC, All rights reserved http://likeshare-world.com/wp-content/uploads/Reflection-at-The-Wave-Marble-Canyon-UT-USA.jpg https://goo.gl/Q4TX56 ©Valueinnova LLC, All rights reserved
  • 5. ©Valueinnova LLC, All rights reserved http://bit.ly/2rlgTud
  • 6. ©Valueinnova LLC, All rights reserved Nine
  • 7. ©Valueinnova LLC, All rights reserved ?!?!
  • 8. ©Valueinnova LLC, All rights reserved ?!?!
  • 9. ©Valueinnova LLC, All rights reserved How to do DevOps? http://bit.ly/2iOfcTv http://bit.ly/2rlgTud
  • 10. ©Valueinnova LLC, All rights reserved How to do DevOps? http://bit.ly/2iOfcTv http://bit.ly/2rlgTud This is good and useful but incomplete…
  • 11. ©Valueinnova LLC, All rights reserved Why DevOps? What’s its purpose? Who does it serve? http://bit.ly/2rlgTud
  • 12. ©Valueinnova LLC, All rights reserved To achieve a certain project management philosophy that involves more efficiency in communications between development teams and other parts of a greater business or organization. http://bit.ly/2rlgTud —Technopedia … with focus on effective value delivery.
  • 13. ©Valueinnova LLC, All rights reserved How de we make it valuable?
  • 14. ©Valueinnova LLC, All rights reserved http://bit.ly/2rlgTudhttp://bit.ly/2wYmL0c http://bit.ly/2wYgqBO Positive economic outcome Benefit people
  • 15. ©Valueinnova LLC, All rights reserved©Valueinnova LLC, All rights reserved
  • 16. ©Valueinnova LLC, All rights reserved © Ruth Zive Business automation hummm… • Focus is still on automation • Customer isn’t explicit • Value isn’t explicit
  • 17. ©Valueinnova LLC, All rights reserved 2017 State of DevOps
  • 18. ©Valueinnova LLC, All rights reserved 2017 State of DevOps Aha!
  • 19. ©Valueinnova LLC, All rights reserved A Systems-level DevOps model ©Valueinnova LLC, All rights reserved
  • 20. ©Valueinnova LLC, All rights reserved Ideas build Procuct measure Data learn ©Valueinnova Empa- thize Observe Define Ideate Proto- type Validate Mindset Human Aspect Methodologies & Frameworks Managing the flow of customer expected value Identify Customer & Business Value I n t e g r a t e d q u a l i t y Evolutionary HCFs 0 4 8 12 16 SLA1 SLA2 SLA3 SLA4 Value-based delivery cadence Portfolio Delivery • Requests • Variations • Defects Dev Ops ToDoLAB™ by Valueinnova Strategic business need track Portfolio management track Release & Request mgmt track Variation & Defect mgmt track Quality management track Talent management track Knowledge & Skills mgmt track DevOps Innovation mgmt rack Ecosystem management rack Collaboration beyond Dev & IT Systems thinking Value & Quality mindset Adaptability Lean-Agile thinking Lean-Agile dev & QA CID Automation High Collaboration Frameworks Kanban & Scrum Design Thinking & Lean Startup Systems thinking
  • 21. ©Valueinnova LLC, All rights reserved Who is the customer? ©Valueinnova LLC, All rights reserved
  • 22. ©Valueinnova LLC, All rights reserved Requirements Design Develop Verify Deliver Who is the customer?
  • 23. ©Valueinnova LLC, All rights reserved Requirements Design Develop Verify Deliver Who is the customer?
  • 24. ©Valueinnova LLC, All rights reserved An example of effective interaction through High Collaboration Frameworks ©Valueinnova LLC, All rights reserved
  • 25. ©Valueinnova LLC, All rights reserved VRE prioritization is an adaptation by Masa K Maeda, Luciano López and Luis Díaz from a prioritization technique by Paulo Caroli VRE Prioritization Business Value vs. Customer Value Business Effort vs. Technical Effort Business Risk vs. Technical Risk (Value-Risk-Effort)
  • 26. ©Valueinnova LLC, All rights reserved Business Value Customer Value L M H H M L User story 3 User story 2 User story 1 Value Layer VRE Prioritization
  • 27. ©Valueinnova LLC, All rights reserved Business Value Customer Value L M H H M L User story 3 User story 2 User story 1 Value Layer VRE Prioritization
  • 28. ©Valueinnova LLC, All rights reserved Business Value Customer Value L M H H M L User story 3 User story 2 User story 1 Value Layer VRE Prioritization
  • 29. ©Valueinnova LLC, All rights reserved Business Value Customer Value L M H H M L User story 3 User story 2 User story 1 Value Layer VRE Prioritization
  • 30. ©Valueinnova LLC, All rights reserved Business Value Customer ValueL M H H M L US 3 US 2 US 1 BVH-CVL BVM-CVH BVL-CVL Value Layer VRE Prioritization
  • 31. ©Valueinnova LLC, All rights reserved Technical Risk Business Risk L M H H M L Business Value Customer ValueL M H H M L US 1 BVH-CVL US 3 BVM-CVH US 2 BVL-CVL Risk Layer Value Layer VRE Prioritization
  • 32. ©Valueinnova LLC, All rights reserved Technical Risk Business Risk L M H H M L Business Value Customer ValueL M H H M L US 1 BVH-CVL US 3 BVM-CVH US 2 BVL-CVL Value Layer Risk Layer VRE Prioritization
  • 33. ©Valueinnova LLC, All rights reserved Technical Risk Business Risk L M H H M L Business Value Customer ValueL M H H M L US 1 BVH-CVL US 3 BVM-CVH US 2 BVL-CVL Value Layer Risk Layer VRE Prioritization
  • 34. ©Valueinnova LLC, All rights reserved Technical Effort Business EffortL M H H M L Technical Risk Business RiskL M H H M L US 3 TRM-BRM BVM-CVH US 1 BVH-CVL TRL-BRM Value & Risk Layers Effort Layer VRE Prioritization
  • 35. ©Valueinnova LLC, All rights reserved Technical Effort Business EffortL M H H M L Technical Risk Business RiskL M H H M L US 3 TRM-BRM BVM-CVH US 1 BVH-CVL TRL-BRM Value & Risk Layers Effort Layer VRE Prioritization
  • 36. ©Valueinnova LLC, All rights reserved Technical Effort Business EffortL M H H M L Technical Risk Business RiskL M H H M L US 3 TRM-BRM BVM-CVH US 1 BVH-CVL TRL-BRM Value & Risk Layers Effort Layer VRE Prioritization
  • 37. ©Valueinnova LLC, All rights reserved Technical Effort Business EffortL M H H M L US 3 TRM-BRM BVM-CVH US 1 BVH-CVL TRL-BRM Effort Layer Value Risk Priority 1 2 VRE Prioritization
  • 38. ©Valueinnova LLC, All rights reserved VRE Prioritization combined with the K2 rapid requirement generation technique
  • 39. ©Valueinnova LLC, All rights reserved Improving DevOps flow with Kanban ©Valueinnova LLC, All rights reserved
  • 40. ©Valueinnova LLC, All rights reserved Continuous integration Continuous delivery Kanban © SwiftKanban
  • 41. ©Valueinnova LLC, All rights reserved What about Automation? ©Valueinnova LLC, All rights reserved
  • 42. ©Valueinnova LLC, All rights reserved It isn’t a matter of automating everything as much as it is a matter of automating the right thing the right way at the right time ©Valueinnova LLC, All rights reserved
  • 43. ©Valueinnova LLC, All rights reserved Artificial Intelligence
  • 44. ©Valueinnova LLC, All rights reserved Case in Banking ©Valueinnova LLC, All rights reserved
  • 45. ©Valueinnova LLC, All rights reserved Case: Bank of Chile Projected growth: from 10 to 70 agile teams (currently 23 teams) Initial state Current State Time [months] Time to market 45 days 21 days (54% improvement) 2.5 Continuous integration 8 hrs < 1 hr. 2.5 Continuous delivery 40 hrs < 4 hrs. 2.5 Planning 71% of the teams (random times) 100% of the teams (every 2 weeks) 3 Road mapping 0% of the teams 86% of the teams 3 Blockage management 33% of the teams 89% of the teams 3 Refactoring and other fine-tuning 0% of the teams 86% of the teams 3.5
  • 46. ©Valueinnova LLC, All rights reserved 2017 State of DevOps At Bank of Chile we already are within the top two percentages
  • 47. ©Valueinnova LLC, All rights reserved To conclude.. ©Valueinnova LLC, All rights reserved
  • 48. ©Valueinnova LLC, All rights reserved I owe to my customer and to myself to: 1. Keep a Systems thinking perspective and active participation 2. Always Consider the Economic benefit to the customer and to the business 3. Focus on Successful value delivery to the customer 4. Keep Active participative collaboration with all people involved on the value to be delivered 5. Understand that Automation isn’t the goal, it’s the means 6. Adapt yourself and make your DevOps approach adaptive A systems-level approach to shaping a DevOps culture
  • 49. I n n o v a t i v e V a l u e M a n a g e m e n t Thanks! Masa K. Maeda, Ph.D. CEO, Valueinnova LLC USA @masakmaeda masa@valueinnova.com