devops - what's missing? what's next?

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devops... what is missing? what is next? Andrew Clay Shafer @littleidea

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devops... what is missing? what is next?Andrew Clay Shafer@littleidea

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Who am I?

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start at the beginning

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technical planning

What is ‘Agile’?

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dev

product test

The Circle Of Happiness

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customer

sysadmin sales

marketing

security

executive

legal

support

‘Agile’

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customer

sysadmin sales

marketing

security

executive

legal

support

‘Agile’

‘The Transformation’

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I despised Agile

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Agile was broken

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I didn’t realize what or why

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and then I got lucky...

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Salt Lake Agile Roundtable

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I was never interested in‘being’ Agile...

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I was interested in winning

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you can either easily manage complex systems at scale...

or you can’t

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developer sysadmin

3 people

2008

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change how people manage computers

a purpose

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Infrastructure is Code

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dev ops

the wall of confusion

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dev ops

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dev

product

test

ops

hurray! we’re devops!

all about the business!

all about culture!

50 deploys per day! 50 deploys per nanosecond!

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developer sysadmin

more people

2013

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developer security

???

2013

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developer marketing

???

2013

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developer sales

???

2013

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customer

sales

marketing

security

executive

legal

support

‘devops’

‘The Transformation’

this can’t be it...

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prologue

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time for the real talk

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Section IThe game has changed

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never thought of myself as a developer

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though I was paid to develop

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never thought of myself as a sysadmin

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though I was paid to run systems

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never thought of myself as a manager

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though I was paid to manage

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I did whatever I could for companies

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at the level I was empowered

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I want to win

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I am fascinated with the dynamics of performance

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fascinated with the dynamics of high performing organizations

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fascinated with the psychology and behavior of high performing individuals

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what is a master?

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a master

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mentally and physically unprepared for reality real talk

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the game had changed

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In the 1960s, GM averaged a 48.3% share of the U.S. car and truck market

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the game had changedreal talk

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the game has changed

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what part of devops are we touching?

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the game has changed

‘understand the flow of work’

‘all about the business’

‘devops is compatible with ITIL’

‘devops is better than ITIL’

‘quit your job’ ‘change your organization’so many voices

‘feedback and visibility’

‘cycle time’

‘lead time’

‘all about culture’ ‘tools do matter’

’10 deploys per day’ ’50 deploys per day’

‘continuous this that and the other’

‘infrastructure is code’

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the game has changedso many questions

what should we do?

how do we devops?

you want us to do WHAT?

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FAIL could never do that here

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It is not necessary to change.Survival is not mandatory.

- W. Edwards Deming

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Gratuitous Diversion Igame theory

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the game has changed?what does that mean?

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the payoffs for a given strategy has changed

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Game Theorythe study of mathematical models of conflict and

cooperation between intelligent rational decisions makers

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Rationalchoosing to maximize a utility function

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Nash Equilibriumno players have anything to gain by

changing only their own strategy unilaterally.

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Pareto Efficiencyan allocation of resources in which it is

impossible to make any one individual better off without making at least one individual worse off

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Pareto Inefficient Nash Equilibriumpossible to make an individual better off without making any individual worse off

but no one will change their strategy

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Pareto Inefficient Nash Equilibriumuntil the game changes

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Section IIa culture of hope

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this book changed my life

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working effectivelywith legacy infrastructure

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working effectivelywith legacy culture

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dev opswe reduce people to their jobs

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we talk about culturelike culture is a checkbox on a list

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we talk about culturethen abstract everything into boxes with labels

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we talk about culturethen hire based on a laundry list of buzzwords

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we talk ‘around’ culture

‘commitment’ ‘values’

‘vision’ ‘motivation’

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do we cultivate culture?

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how many put as much effort into designing their culture as they do their applications and systems?

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Conway’s Laworganizations which design systems...

are constrained to produce designs which are copies of the communication structures of these organizations

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Conway’sIt’s not just a good idea... it’s the law

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we are in the middle of inventing our culture.--Patty McCord

http://www.youtube.com/watch?v=o3e1lnixKBM

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The real company values, as opposed to the nice sounding values, are shown by who gets rewarded, promoted, or let go.

--Patty McCord

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Section IIIthe makings of the learnings

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I’ve seen a lot.

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And I’ve paid attention.

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I’ve seen a good bit... applications infrastructures

cultures

agile

devopssuccess failure

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Is there a pattern?

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Auspicious Learning?

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Success and Failure is highly correlated with the degree of ‘Organizational Learning’

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7 dimensions of Organizational Learning

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7 dimensions of Organizational Learning

• continuous learning• inquiry and dialog• team learning• empowerment• embedded system• system connection• strategic leadership

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continuous learningrepresents an organization’s effort to create continuous

learning opportunities for ALL of its members

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inquiry and dialogan organization’s effort in creating a culture of questioning, feedback, and experimentation

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team learningspirit of collaboration and the collaborative skills

that undergird the effective use of teams

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empowermentencourage feedback and action to address the gap between

the current status and the vision regardless of rank

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embedded systemestablish systems to capture and share learning

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system connectionactions to connect the organization to its

internal and external environment

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strategic leadershipthe extent to which leaders act strategically

using learning to create change

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how would we measure these dimensions?

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Funny you should ask...

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dimensions of the learning organization questionnaire (DLOQ)

Behold!

http://www.partnersforlearning.com/questions2.asp

Watkins and Marsick

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In my organization?form of questions

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In my organization,people openly discuss mistakes in order to learn from them

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In my organization,people identify skills they need for future work tasks

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In my organization,people are encouraged to ask “why” regardless of rank

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In my organization,groups focus both on the group’s task and on how well the group is working

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My organization builds alignment of visions across different levels and work groups

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how powerful would it be if those weren’t questions?

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In my organization!form of statements

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and not just is words and spirit but deliberately incentivized

if they are not incentivized, they won’t be real

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Gratuitous Diversion IIagile doesn’t work

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agile doesn’t work...

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devops doesn’t work...people do

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on people and their jobs

stone cutting doesn’t work?

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Three Stone Cutters

“I’m paid to cut stones”

“I use special techniques to shape stones in an exceptional way, here let me show you”

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I build cathedrals

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Section IVso now what

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customer

sales

marketing

security

executive

legal

support

‘devops’

‘The Transformation’

how can we grow the circle?

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moar silos

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dev opswe reduce people to their jobs

devops

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what have we done?

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‘that’s not my job’

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‘that decision is above my paygrade’

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these are legacy culture smells

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negative correlation with Organizational Learning

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we already know how

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we were born to learn

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we are just afraid

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hung up on labels

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devops is just a word

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“don’t ‘do’ agile, be agile”

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FORGET THAT

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BE AWESOME

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‘awesome’

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cultivate sharing

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cultivate individuals

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continuous learning

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epilogue

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this is an amazing time to build software

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‘software is eating the world’

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you are either building a software business...

or you will be losing to someone who is...

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this has become obvious

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you are either building a learning organization...

or you will be losing to someone who is...

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We are uncovering better ways of developing software by doing it and helping others do it...

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We are uncovering better ways of developing infrastructure by doing it and helping others do it...

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We are uncovering better ways of developing organizations by doing it and helping others do it...

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Through this work we have come to value:

• individuals interacting with awesome processes and tools

•working software... period, and documentation is nice too

•delighting customers

• learning from change and changing from learning

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you are not your job

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you are not a stonecutter

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you are not agile

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you are not devops

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you are a unique being with an amazing capacity for learning

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I build the future

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build the future

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the game has changed

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come at me

@littleidea

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bonus round

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anti-fragile

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gossamer condor

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Resources• Netflix - culture unleashed http://www.youtube.com/watch?v=o3e1lnixKBM

• dimensions of the learning organization questionnaire (DLOQ) - http://www.partnersforlearning.com/questions2.asp

• Maverick - the worlds most unusual workplace - http://en.wikipedia.org/wiki/Maverick_(book)

• The Fifth Discipline - The Art and Practice of the Learning Organization - http://en.wikipedia.org/wiki/The_Fifth_Discipline

• Organizational Learning Culture's Influence on Job Satisfaction... - http://conservancy.umn.edu/bitstream/53624/1/Hsu_umn_0130E_10474.pdf

• Yang, B. (2003). Identifying valid and reliable measures for dimensions of a learning culture. Advances in Developing Human Resources

• Fred Ettish - http://www.youtube.com/watch?v=Z5maknndsas

• John Allspaw’s Blog http://www.kitchensoap.com/