www.ranger4.comoptimising the flow from idea to value realisation

DevSecOps and The

DevOps SuperpatternHelen Beal

@helenranger4

www.ranger4.comoptimising the flow from idea to value realisation

A Short History of DevOps

2007

2008

2009 2013

Andrew ShaferAgile Conference, Toronto

Patrick Dubois

Agile System AdministratorGroup

DevOps Days Belgium#devops

John Allspaw &Paul HammondFlickR ‘Gartner Explores

DevOps’Cameron Haight

Mike Gualateri, Forrester– ‘NoOps’

Ronnie Colville of Gartner: ‘ARA is a Key to DevOps’

20142010

2011

2012

2015

2016

The Phoenix Project GAME

DevOps

2017

DevOps Days Belgium5 Year anniversary Ghent

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“DevOps, in a sense, is about setting

up a value delivery factory – a

streamlined, waste-free pipeline

through which value can be delivered

to the business with a predictably fast

cycle time.”

Mark Schwartz

‘The Art of Business Value’

www.ranger4.comoptimising the flow from idea to value realisation

www.ranger4.comoptimising the flow from idea to value realisation

The Beal-Hedemark Golden Square

with DevOps you CAN have it all

COST £

DELIGHTQUALITY

TIME

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RealisationIdeaValue Stream

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Value Stream

RealisationIdea

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Ideation

Integration

ValidationOperation

Realisation

DevO

ps

The DevOps LoopTM

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ULTURE

UTOMATION

EASUREMENT

HARING

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Is Security an Afterthought?

www.ranger4.comoptimising the flow from idea to value realisation

The Parts Unlimited Team

Lead Engineer

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Leaning in over Always Saying “No”Data & Security Science over Fear, Uncertainty and Doubt

Open Contribution & Collaboration over Security-Only RequirementsConsumable Security Services with APIs over Mandated Security Controls & Paperwork

Business Driven Security Scores over Rubber Stamp SecurityRed & Blue Team Exploit Testing over Relying on Scans & Theoretical Vulnerabilities

24x7 Proactive Security Monitoring over Reacting after being Informed of an IncidentShared Threat Intelligence over Keeping Info to Ourselves

Compliance Operations over Clipboards & Checklists

www.ranger4.comoptimising the flow from idea to value realisation

www.ranger4.comoptimising the flow from idea to value realisation

The Emerging DevOps Superpattern

DevOps

Lean

Theory of Constraints

Safety CultureLearning

Organisation

Holacracy

ITSM

Agile

www.ranger4.comoptimising the flow from idea to value realisation

900 BC

1159 AD 1676 AD 2000

Standing on the Shoulders of Giants

Orion and Cedallion

Bernard of Chartres

Isaac NewtonNoel

Gallagher

www.ranger4.comoptimising the flow from idea to value realisation

Discipline Culture Automation Measurement Sharing

Agile The customer is elevated. Support and trust

are key. Teams self organise. The importance

of motivating individuals is recognised.

Behaviour is a adjusted as an output of

reflection.

The 1st principle of the Agile

Manifesto is the continuous

delivery of value. This is best

optimised through automation.

Focus on velocity via sprint

burndown charts. Also ideally

measuring value to the customer.

Working software is the primary

measure of progress.

Daily collaboration between

business and tech is emphasised.

Face to face interaction is

preferred. The team reflects

together.

www.ranger4.comoptimising the flow from idea to value realisation

Discipline Culture Automation Measurement Sharing

Agile The customer is elevated. Support and trust

are key. Teams self organise. The importance

of motivating individuals is recognised.

Behaviour is a adjusted as an output of

reflection.

The 1st principle of the Agile

Manifesto is the continuous

delivery of value. This is best

optimised through automation.

Focus on velocity via sprint

burndown charts. Also ideally

measuring value to the customer.

Working software is the primary

measure of progress.

Daily collaboration between

business and tech is emphasised.

Face to face interaction is

preferred. The team reflects

together.

Holacracy An Agile organisational management system

driven to distribute authority through self-

organising teams preferring coaching over

management. Focus on personal freedom and

responsibility.

Uses Glassfrog to manage circles

and GitHub.

Everyone’s a sensor. No sales

targets, no budgets.

Heavily focussed on using peer-

review processes. Has its

background in Agile thinking.

Relies on collective intelligence.

www.ranger4.comoptimising the flow from idea to value realisation

Discipline Culture Automation Measurement Sharing

Agile The customer is elevated. Support and trust

are key. Teams self organise. The importance

of motivating individuals is recognised.

Behaviour is a adjusted as an output of

reflection.

The 1st principle of the Agile

Manifesto is the continuous

delivery of value. This is best

optimised through automation.

Focus on velocity via sprint

burndown charts. Also ideally

measuring value to the customer.

Working software is the primary

measure of progress.

Daily collaboration between

business and tech is emphasised.

Face to face interaction is

preferred. The team reflects

together.

Holacracy An Agile organisational management system

driven to distribute authority through self-

organising teams preferring coaching over

management. Focus on personal freedom and

responsibility.

Uses Glassfrog to manage circles

and GitHub.

Everyone’s a sensor. No sales

targets, no budgets.

Heavily focussed on using peer-

review processes. Has its

background in Agile thinking.

Relies on collective intelligence.

ASM Just enough governance to deliver the best

service to the customer. Encourages a

continuous learning environment.

Using service desk tools and

monitoring to streamline

processes. Using Cloud and

release/environment

orchestration to deliver faster.

SLA driven – focus traditionally on

stability or uptime.

Promotes better collaboration by

cross‐pollinating vocabulary and

methods.

www.ranger4.comoptimising the flow from idea to value realisation

Discipline Culture Automation Measurement Sharing

Agile The customer is elevated. Support and trust

are key. Teams self organise. The importance

of motivating individuals is recognised.

Behaviour is a adjusted as an output of

reflection.

The 1st principle of the Agile

Manifesto is the continuous

delivery of value. This is best

optimised through automation.

Focus on velocity via sprint

burndown charts. Also ideally

measuring value to the customer.

Working software is the primary

measure of progress.

Daily collaboration between

business and tech is emphasised.

Face to face interaction is

preferred. The team reflects

together.

Holacracy An Agile organisational management system

driven to distribute authority through self-

organising teams preferring coaching over

management. Focus on personal freedom and

responsibility.

Uses Glassfrog to manage circles

and GitHub.

Everyone’s a sensor. No sales

targets, no budgets.

Heavily focussed on using peer-

review processes. Has its

background in Agile thinking.

Relies on collective intelligence.

ASM Just enough governance to deliver the best

service to the customer. Encourages a

continuous learning environment.

Using service desk tools and

monitoring to streamline

processes. Using Cloud and

release/environment

orchestration to deliver faster.

SLA driven – focus traditionally on

stability or uptime.

Promotes better collaboration by

cross‐pollinating vocabulary and

methods.

Lean Focus on delivering value to the customer

with minimal waste.

Types of waste Lean seeks to

eliminate are errors and

duplication – both of which

automation helps to tackle.

Use Kanban to measure velocity

and Value Stream Mapping to

expose waste and measure

improvement.

Use Value Stream Mapping to

understand the handoffs between

processes and human interactions.

www.ranger4.comoptimising the flow from idea to value realisation

Discipline Culture Automation Measurement Sharing

Agile The customer is elevated. Support and trust

are key. Teams self organise. The importance

of motivating individuals is recognised.

Behaviour is a adjusted as an output of

reflection.

The 1st principle of the Agile

Manifesto is the continuous

delivery of value. This is best

optimised through automation.

Focus on velocity via sprint

burndown charts. Also ideally

measuring value to the customer.

Working software is the primary

measure of progress.

Daily collaboration between

business and tech is emphasised.

Face to face interaction is

preferred. The team reflects

together.

Holacracy An Agile organisational management system

driven to distribute authority through self-

organising teams preferring coaching over

management. Focus on personal freedom and

responsibility.

Uses Glassfrog to manage circles

and GitHub.

Everyone’s a sensor. No sales

targets, no budgets.

Heavily focussed on using peer-

review processes. Has its

background in Agile thinking.

Relies on collective intelligence.

ASM Just enough governance to deliver the best

service to the customer. Encourages a

continuous learning environment.

Using service desk tools and

monitoring to streamline

processes. Using Cloud and

release/environment

orchestration to deliver faster.

SLA driven – focus traditionally on

stability or uptime.

Promotes better collaboration by

cross‐pollinating vocabulary and

methods.

Lean Focus on delivering value to the customer

with minimal waste.

Types of waste Lean seeks to

eliminate are errors and

duplication – both of which

automation helps to tackle.

Use Kanban to measure velocity

and Value Stream Mapping to

expose waste and measure

improvement.

Use Value Stream Mapping to

understand the handoffs between

processes and human interactions.

Learning

Organisation

Decentralising the role of leadership. Putting

long term sustainability ahead of short term

fixes – avoidance of cultural debt.

Automate rote tasks to release

time for learning and

experimentation. Use Knowledge

Management tools.

Exposing personal mental patterns

and thinking for inspection and

influence from others. Team

learning is one of the 5

disciplines. Shared vision of the

future.

www.ranger4.comoptimising the flow from idea to value realisation

Discipline Culture Automation Measurement Sharing

Agile The customer is elevated. Support and trust

are key. Teams self organise. The importance

of motivating individuals is recognised.

Behaviour is a adjusted as an output of

reflection.

The 1st principle of the Agile

Manifesto is the continuous

delivery of value. This is best

optimised through automation.

Focus on velocity via sprint

burndown charts. Also ideally

measuring value to the customer.

Working software is the primary

measure of progress.

Daily collaboration between

business and tech is emphasised.

Face to face interaction is

preferred. The team reflects

together.

Holacracy An Agile organisational management system

driven to distribute authority through self-

organising teams preferring coaching over

management. Focus on personal freedom and

responsibility.

Uses Glassfrog to manage circles

and GitHub.

Everyone’s a sensor. No sales

targets, no budgets.

Heavily focussed on using peer-

review processes. Has its

background in Agile thinking.

Relies on collective intelligence.

ASM Just enough governance to deliver the best

service to the customer. Encourages a

continuous learning environment.

Using service desk tools and

monitoring to streamline

processes. Using Cloud and

release/environment

orchestration to deliver faster.

SLA driven – focus traditionally on

stability or uptime.

Promotes better collaboration by

cross‐pollinating vocabulary and

methods.

Lean Focus on delivering value to the customer

with minimal waste.

Types of waste Lean seeks to

eliminate are errors and

duplication – both of which

automation helps to tackle.

Use Kanban to measure velocity

and Value Stream Mapping to

expose waste and measure

improvement.

Use Value Stream Mapping to

understand the handoffs between

processes and human interactions.

Learning

Organisation

Decentralising the role of leadership. Putting

long term sustainability ahead of short term

fixes – avoidance of cultural debt.

Automate rote tasks to release

time for learning and

experimentation. Use Knowledge

Management tools.

Exposing personal mental patterns

and thinking for inspection and

influence from others. Team

learning is one of the 5

disciplines. Shared vision of the

future.

Safety Culture It’s got culture in the name! In a highly

experimental, innovative environment, we

need to build safety in.

Fail safe, fast, smart – testing and

auditing early in the release cycle

and pre-emptive monitoring.

MTTR but measuring failure in

terms of real business value is

most effective.

Accountability is key and ensuring

all understand their role in

procedures.

www.ranger4.comoptimising the flow from idea to value realisation

Discipline Culture Automation Measurement Sharing

Agile The customer is elevated. Support and trust

are key. Teams self organise. The importance

of motivating individuals is recognised.

Behaviour is a adjusted as an output of

reflection.

The 1st principle of the Agile

Manifesto is the continuous

delivery of value. This is best

optimised through automation.

Focus on velocity via sprint

burndown charts. Also ideally

measuring value to the customer.

Working software is the primary

measure of progress.

Daily collaboration between

business and tech is emphasised.

Face to face interaction is

preferred. The team reflects

together.

Holacracy An Agile organisational management system

driven to distribute authority through self-

organising teams preferring coaching over

management. Focus on personal freedom and

responsibility.

Uses Glassfrog to manage circles

and GitHub.

Everyone’s a sensor. No sales

targets, no budgets.

Heavily focussed on using peer-

review processes. Has its

background in Agile thinking.

Relies on collective intelligence.

ASM Just enough governance to deliver the best

service to the customer. Encourages a

continuous learning environment.

Using service desk tools and

monitoring to streamline

processes. Using Cloud and

release/environment

orchestration to deliver faster.

SLA driven – focus traditionally on

stability or uptime.

Promotes better collaboration by

cross‐pollinating vocabulary and

methods.

Lean Focus on delivering value to the customer

with minimal waste.

Types of waste Lean seeks to

eliminate are errors and

duplication – both of which

automation helps to tackle.

Use Kanban to measure velocity

and Value Stream Mapping to

expose waste and measure

improvement.

Use Value Stream Mapping to

understand the handoffs between

processes and human interactions.

Learning

Organisation

Decentralising the role of leadership. Putting

long term sustainability ahead of short term

fixes – avoidance of cultural debt.

Automate rote tasks to release

time for learning and

experimentation. Use Knowledge

Management tools.

Exposing personal mental patterns

and thinking for inspection and

influence from others. Team

learning is one of the 5

disciplines. Shared vision of the

future.

Safety Culture It’s got culture in the name! In a highly

experimental, innovative environment, we

need to build safety in.

Fail safe, fast, smart – testing and

auditing early in the release cycle

and pre-emptive monitoring.

MTTR but measuring failure in

terms of real business value is

most effective.

Accountability is key and ensuring

all understand their role in

procedures.

Theory of

Constraints

Mental models held by people can cause

behaviour that becomes a constraint.

Automation can remove

constraints in manual processes.

Three measures: throughput,

operational expense, and

inventory.

Constraints are frequently poor

handoffs due to weak

collaboration.

www.ranger4.comoptimising the flow from idea to value realisation

ExperimentInnovate

Success

FailureLearning

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“One way to enable market-oriented outcomes is for Operations to create a set of centralized platforms and tooling services that any Dev team can use to become more productive… a platform that provides a shared version control repository with pre-blessed security libraries, a deployment pipeline that automatically runs code quality and security scanning tools, which deploys our applications into known, good environments that already have production monitoring tools installed on them.”

The DevOps Handbook

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Dev

Op

s

Learning Organisation

1970 1980 1990 2000 2010 2020

Holacracy

Agile

Lean

Theory of Constraints

Safety Culture

ITSM

1950 1960

www.ranger4.comoptimising the flow from idea to value realisation

The First Way:Flow

The Second Way:Feedback Loops

The Third Way:Experimentation & Learning

Agile

Holacracy

ASM

Lean

Learning

Organisation

Safety Culture

Theory of

Constraints

The Three Ways and the DevOps Superpattern

www.ranger4.comoptimising the flow from idea to value realisation

72 Hours of Reading

Time

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www.ranger4.comoptimising the flow from idea to value realisation

Be DevOpstastic