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Selling DevOps style
1. DevOps Style
Paul Peissner v5a
Please use this with the DevOps Style Survey at
https://www.surveymonkey.com/s/DevOps-style
2. DevOps Style
A New IT Model That's Gaining Traction
This was designed to be taken with the DevOps Style Survey at
https://www.surveymonkey.com/s/DevOps-style
3. Selling âJust-Enoughâ DevOps
Is thereâŚ
⢠Vision & Awareness
⢠Compelling Events
⢠Support & Sustainability
Donât try to boil the oceanâŚ
Do you haveâŚ
⢠Driving Pain or Need
⢠Means & Motive
⢠Champions & Sponsors
4. 3 Layers & 3 Roles in Enterprise DevOps
⢠People & Culture
⢠Process & Flows
⢠Products & Tools
⢠Practitioners (Engineer, etc..)
⢠Managers/Team leaders
⢠Executives/Line of Bus.
Know what you want to do and who needs to be involvedâŚ
IT Layers⌠IT RolesâŚ
7. People
Culture
Process
Flows
Products
Tool-chains
Practitioner Mgr/Leader Exec/LOB
Playing Enterprise DevOps - Tic Tac Toe
DevOps
Legacy
Us vs. Them
- Project(s)Avoid fighting with the 30 year old,
800 pound, legacy gorilla, if you can!
Personal Education
Socialize Collaboration
Cross-team trainings
Explore beyond legacy
Collaboration Coaching
Innovative pilots
& new hybrid flows
8. People
Culture
Process
Flows
Products
Tool-chains
Practitioner Mgr/Leader Exec/LOB
Playing Enterprise DevOps - Tic Tac Toe
Corp Initiative
- New IT Models
Systems
Thinking
Leadership
Leaders & innovation can be
destroyed when there is no support!
Personal Education
Socialize Collaboration
Cross-team trainings
Explore beyond legacy
Collaboration Coaching
Innovative pilots
& new hybrid flows
9. Systems
Thinking
Leadership
Personal Education
Socialize Collaboration
Collaboration Coaching
Innovative pilots
& new hybrid flows
People
Culture
Process
Flows
Products
Tool-chains
Practitioner Mgr/Leader Exec/LOB
Me/Myself
- Practice
Us vs. Them
- Project(s)
Corp Initiative
- New IT Models
Playing Enterprise DevOps - Tic Tac Toe
STANDARIZATION
Exploration
Legacy
DevOps
What is DevOps success?
You, team, dept., company?
Cross-team trainings
Explore beyond legacy
10. The BIG âCHANGEâ Challenges
⢠Software, Technologies, ArchitecturesâŚ
⢠Methodologies, Processes, Deployment modesâŚ
⢠Organizational structures, IT responsibilities, IT reward systemsâŚ
⢠Business models, customer needs, market dynamics, securityâŚ
⢠Established practices, routines, legacy systems, incumbent projectsâŚ
⢠Blind-spots, Schools of thought, legacy Best-Practice, dated knowledgeâŚ
⢠Protecting vested interests, politics, loyalties and fear of the unknownâŚ
⢠Executives vs. Employees (Too much, too little, too fast, too slow, unneeded, critical, viralâŚ)
⢠R&D / Development vs. the Business teams (Needs more, needs less, new directionâŚ)
ď ď ď ď
Be patient,
Win support, in the right time and the right way!
Change-inevitable evolutions ď
Change-resistant (organizational) tendencies ď
Change-balancing tensions â Change Cadences & Needed Stability
11. The BIG âCulture and Communityâ Challenges
Managing 4 Types of Work Exploring flexible Agile models
Business Projects & Internal Projects Scrum, Kanban,
Planned Changes & Unplanned Changes Lean, XP, ScrumfallâŚ
- Unplanned Changes Lean, XP, Kanban?
Business Projects
- Planned Changes Scrum, Scrumfall, Lean?
Internal Projects
- Unplanned Changes Kanban?
Community Motivation / Culture Shaping
1. WHAT â Provides logical process guidelines â Efficiency & skills mastery
2. HOW â Empowers ownership and innovation â Effectiveness & collaboration
3. WHY â Evokes emotion and vision loyalty â Motivation & significance
Community vs. Culture
⢠Community â group of peopleâŚ
⢠Culture â the shared values and beliefs âŚ
Simon Sinekâs
Golden Circle
12. Cultural Transformation in the Enterprise
The BIG âCulture and Communityâ Challenges
Community vs. Culture
⢠Community â group of peopleâŚ
⢠Culture â the shared values and beliefs âŚ
1. Core VALUES
2. Business benefiting GOALS
that align with your values
3. PRACTICES, PROCESSES & FLOWS
that support your goals
4. PEOPLE, SKILLS and NEW REWARD SYSTEMS
that can support the practices, processes and flows
Managing âPowerâ Transitions
(Collaborative vs. defensive/competitive)
Monitor and evaluate the adapting and changing cultures
Define
Established vs. Emerging
(Communities, Cultures and Beliefs)
13. Typical feature âuseâ of
traditional BIG software
Standish Group Study
Reported at XP2002
By Jim Johnson Chairman
The BIG Traditional Software ChallengesâŚ
(Waterfall, Complex Mega-projects & Feature-rich Legacy Apps)
14. Limit Scope, Optimize Dev & Teach the business
Agileâs iterative cycles and
the âchunkingâ effortsâŚ
âŚhelps development
and the business to
prioritize for the best ROIâŚ
âŚand know when to stop!
15. Agile â Process Alignment (Development & Customers)
The Lean Startup
Steve Blank and Eric Ries
Customer
Development
Agile Product
Development
16. Some Agile / DevOps Innovation Ideas to consider
Big picture â systems fixing is the slowest but best way to change the organization
Leverage âsystems thinkingâ andâŚ
⢠Re-use existing assets or processes in new, improved or novel waysâŚ
⢠Re-use projects templates, resources and build inter-related,
self-reinforcing eco-systems. Avoid building one-off, net-new or
stand alone projects
⢠Support and promote ideas that âcreate valueâ for existing
offerings/markets
⢠Avoid ânew non-alignedâ widgets that promote random and
âzoneâ disrupting (less continuous train-of-thought). The lack
of continuous (flowing) innovation can have a long-term impact
⢠Involve business users in design and development
conversations â teach them about software capabilities
⢠Address individual issues and then figure out how to fit them
together
17. What is your organization ready to address?
1) Agile IT culture enablement
â Open Source & Tools, Collaboration, EDU. & Vision
2) IT process alignment
â Integrations, Training, Process & Standardization
3) IT performance optimization
â Pilots, Coaching, Simplify Platforms/System flows
4) Business Value and/or Business Growth
- Dev Code re-use, project templates, process optimization âŚ
- Ops automation, monitoring, standardization & simplificationâŚ
Corporate Effort
Amount of organizational support needed
Business ROI
Visible Business value and benefits
$
18. Going Viral â Getting Support and Buy-in
Example: Agile / DevOps 2- Way Agreement (Leader to a Developer)
Company-wideâŚ
- weâre investing in Software to drive a high value ROI
- weâre embracing Agile (DevOps) to drive hyper-productivity
As a team leaderâŚ
- I will promote, preserve and enhance our team andâŚ
⢠Protect our teamâs knowledge and learnings for years to comeâŚ
⢠âŚfor the sake of our future needs - the org., users and not-yet-hired co-workers
- I will invest in your Agile (DevOps) development
As a developerâŚ
- even if we failâŚyour NEW skills
will be of high âcareerâ value
1
2
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19. DevOps Style
Have funâŚ
You may find the DevOps Style Survey helpful tooâŚ
https://www.surveymonkey.com/s/DevOps-style
Hinweis der Redaktion
The Nature âViral adoptionâ is unpredictable and contagiousâŚDevOps as a IT industry phenomenon makes universal senseâŚbut depending where you sit in the Traditional Enterprise IT practice and the pain issues.
DevOps Enterprise discussions need to make sure there is clarity in all 3 stages of a Successful and Sustainable adoption.Compelling Pain â What and where is the energy coming from that is encouraging a DevOps conversation⌠- What are the âCurrent Stateâ drivers that can help drive âbehavior and process changeâ discussions.Compelling Opportunity â Is there a âhigh profile or high valueâ project that can be the âpilotâ for a different model?Is there a funded project with reasonable âTime, Resources, Reward, Value and Supportâ to experiment with?Is there a planned retrospective that can compare old v. new, traditional v. modern, flexibility v. inflexibility, etcâŚCompelling Roadmap â Is there a corporate initiative, champion, urgency that can access value and success?Is the enough structure and support to standardize and adopt integration/hybrid practices.Is there a âvoice or a single figureâ who embodies the transformation efforts (a benevolent dictator) to resolve roadblocks
People discussing DevOps need to remember that there is 30+ years of IT tradition, practices and careers that can blindly and unknowingly resist the ideas and values that DevOps promotes.Processes change discussions can cause fear and frustration when talking about the process the âisâ driving the business todayProducts and tool chains can have profound âaffinity and loyaltyâ with individuals because they are comfortable, knowledgeable and proficient with the established toolsâŚeven if the lifecycle of value has long passed Practitioners â need to become more cross-discipline and total process knowledgeableManagers â need to maximize efficiency, collaboration, adaptability and team development to help the businessExecutives â need to invest in processes that provide the âbusinessâ with software driven advantages and growth
Enterprise DevOps discussion can go many different ways but in my opinionâŚA successful Enterprise DevOps discussion needs to transition from exploration to standardization across all 3 layers and involve ALL personas!
Practitioner sponsored DevOps tends to focuses on⌠Direct relationship collaboration and problem solving This can drivestrong IT loyalties and âfavor-basedâ networksâŚthat can produce âsilosâ down the roadStage by stage enablement within the âITâ organization It tends to involve business teams âafter the factâ and supports the idea of simply a âLower Cost-centerâ IT modelInnovations, knowledge and information tend to âliveâ and are celebrated âin the momentâ by âcleverâ owner/innovatorsHistory, Processes and Long-term sustainability are often âdevaluedâ as new found flexibility is over-exercised
Team leaders tend to focusâŚTheir group and âtheâ project creating unique environments for successTeam leaders need to invest in âchangingâ practices for all groups to benefit from their effortsTeams to be competitive and even combative when confronted by established projects, legacy systems and traditional practicesIn the earliest stages ânewâ processes are âmostâ vulnerable and can be sabotaged and disruptedâŚmaking success impossible. Avoid threatening the established status quo openly. Lead by example and âinviteâ others to join. Teams can be âinspiredâ to do things differentlyâŚBut you are not fighting internal teamsâŚYour are one (IT) team enabling âbusiness technologiesâ to help your âbusiness teamsâ to compete and achieve success
Executives tend to focus on Culture leaders - Inspiring people to change and follow with great ideas and vision Often because the system and current practice seem to be change-resistant and innovation-killing by default Process leaders - Give voice to the evolution that appears to be driving the efforts from various process improvementsTend to look internal to incremental changes that can drive âsegmentâ specific optimizations Technical leaders â Can drive system wide changes that have huge potential But with the support of the IT culture or pacing the cadence of changes they can end up frustrating the organization
Know who and what you are (and are not) dealing with in a DevOps conversationâŚ.Drive for standardization over time and across the organizationâŚ.
Budgets, investment, buy-in and support has to grow as DevOps evolves to eventually become a âBUSINESSâ valueâŚ
From a Project, Leader and Developer perspective Waterfall is much more high-risk and costlyâŚ