Bootstrapping CD...or the DevOps Roller Coaster
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The established enterprise often struggles to adopt major shifts in the technology landscape. However, for most it has never been more important than right now to do this successfully and quickly. We are in the early stages of one such transformation and our challenges around implementing continuous delivery and a devops culture will sound familiar. This talk focuses on why change in an established organization is hard, where we stumbled, and patterns that will help you avoid similar traps.
Transcript of Bootstrapping CD...or the DevOps Roller Coaster
Sponsored by
Bootstrapping Continuous Delivery
Rob CummingsInfrastructure EngineeringNordstrom
Speaker Bio• Rob Cummings - @opsrob• Worked for Bose, EMC, Accenture,
and Nordstrom in operations roles.• Today - Supporting the Nordstrom
Infrastructure Engineering team
In This Session, You’ll Learn…
• Why CD/DevOps? • Enterprise scale change is hard• Rogers Innovation Adoption Curve• One way Nordstrom is approaching change• Empowerment• The stink• A warning about bias
Continuous Delivery and DevOps
Why?
Especially in an enterprise
Change is hard.
Accountable for
repeatable and
predictable performanceOptimized
for incremental change www.flickr.com/photos/
26782864@N00/3296379139/
http://www.flickr.com/photos/braintoad/2504094983/
1964
http://www.flickr.com/photos/monojussi/7598292754/
1966
http://www.flickr.com/photos/55593929@N00/575999466/
1968
1974
“Innovation may very well signify the future, but the performance engine is the proven foundation, and if it crumbles, there is no future.”
–pg 13, “The Other Side of Innovation”
Rogers Innovation Adoption Curve
How do we change?
http://www.fotopedia.com/items/flickr-371595863
Innovators
2.5%
Early Adopters
13.5%
Early Majority
34%
Late Majority
34%
Laggards
16%
TheChasm
Adopters
Time
Rogers Innovation Adoption Curve
…57 years later
http://www.forbes.com/sites/margiewarrell/2014/03/25/culture-of-courage/
“With the latest Gallup figures categorizing over half of the workforce as disengaged, and nearly one in five workers as “actively disengaged,” organizations need leaders who not only engage employees, but moves them to think more daringly, to take smarter risks, and to challenge the very assumptions that may have underpinned their success to date.” – Forbes, 3/25/2014
Innovators
2.5%
Early Adopters
13.5%
Early Majority
34%
Late Majority
34%
Laggards
16%
TheChasm
Rogers Innovation Adoption Curve
Disengaged
30%
Actively Disengage
d20%
Full stack team
One way Nordstrom is approaching change
http://www.flickr.com/photos/7603557@N08/7323995580/
The first challenge: Goats and fences
Empowerment
http://www.flickr.com/photos/noii/3093367803/
Goats look for opportunity
Goats wander
Big fence != empowerment
Start small, then grow
From excited to not.
The stink
There will be hard timesExcit
em
en
t
Time
The Stink
Fundamental Attribution Error
A warning about bias
Fundamental Attribution Error
People's tendency to place an undue emphasis on internal
characteristics to explain someone else's behavior in a given situation,
rather than considering external factors.
http://en.wikipedia.org/wiki/Fundamental_attribution_error
Reading recommendations
Summary• Large organizations have been trained to resist large, rapid
change.• Focus on early adopters at the beginning, even if this is not
the highest business value.• Build full stack teams for rapid change.• Empowering teams will take significant leadership work.• There will be rough times in your awesome project, brace
for it ahead of time.• Watch for bias, especially the Fundamental Attribution Error
when times are rough.
Thank you for joining us!
