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Webcast: Is DevOps Just Continuous Improvement
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Transcript of Webcast: Is DevOps Just Continuous Improvement
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DevOpstastic
Webcast: Is DevOps Just
Continuous Improvement?
Helen Beal
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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 ExploresDevOps’Cameron Haight
Mike Gualateri, Forrester– ‘NoOps’
Ronnie Colville of Gartner: ‘ARA is a Key to DevOps’
20142010
2011
2012
2015
2016
DevOps Days Belgium5 Year anniversary Ghent
The Phoenix Project GAME
DevOps
2017
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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’
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CAMS
ULTURE
UTOMATION
EASUREMENT
HARING
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The Emerging DevOps Superpattern
DevOps
ITSM
Agile
Holac
racy
Lean
Theory of Constraints
Safety CultureLearning
Organisation
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900 BC
1159 AD 1676 AD 2000
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AGILE
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1) Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. 2) Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. 3) Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. 4) Business people and developers must work together daily throughout the project. 5) Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. 6) The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. 7) Working software is the primary measure of progress. 8) Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. 9) Continuous attention to technical excellence and good design enhances agility. 10) Simplicity - the art of maximizing the amount of work not done -is essential. 11) The best architectures, requirements, and designs emerge from self-organizing teams. 12) At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
The 12 Principles of the Agile Manifesto
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Discipline Culture Automation Measurement SharingAgile 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.
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Agile Principle #10“Simplicity - the art of maximizing the
amount of work not done – is essential.”
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HOLACRACY
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Discipline Culture Automation Measurement SharingAgile 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.
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‘”Change’ no longer a relevant topic because organisation constantly
adapts from within.”
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ITSM
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ITSM
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ASM
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“Rapidly changing IT requirements require
rapidly changing IT capabilities.”
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Discipline Culture Automation Measurement SharingAgile 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.
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LEAN
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• Chapter 5: Selecting Which Value Stream to Start With
• Chapter 6: Understanding the Work in Our Value Stream, Making it Visible, and Expanding it Across the Organization
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DevOpstastic
Discipline Culture Automation Measurement SharingAgile 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 Value Stream Mapping to expose waste and measure improvement.
Use Value Stream Mapping to understand the handoffs between processes and human interactions.
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Value Stream Mapping MetricsProcess Time Lead Time- Processing time- Touch time- Work time- Task time
- Throughput time- Response time- Turnaround time
‘Value Stream Mapping: How to Visualise Work and Align Leadership for Organisational Transformation’ 2014 (Karen Martin and Mike Osterling)
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%C&A
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LEARNING ORGANISATION
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“(Learning organisations are)… organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together.”
Peter Senge
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DevOpstastic
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Discipline Culture Automation Measurement SharingAgile 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 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.
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SAFETYCULTURE
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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 Handbook35
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Discipline Culture Automation Measurement SharingAgile 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 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.
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THEORY OF CONSTRAINTS
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DevOpstastic
Discipline Culture Automation Measurement SharingAgile 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 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.
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DevO
ps
Learning Organisation
1970 1980 1990 2000 2010 2020
Holacracy
Agile
Lean
Theory of Constraints
Safety Culture
ITSM
1950 1960
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The First Way:Flow
The Second Way:Feedback Loops
The Third Way:Experimentation & Learning
Agile
Holacracy
ASM
Lean
Learning OrganisationSafety CultureTheory of Constraints
The Three Ways and the DevOps Superpattern
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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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RealisationIdeaValue Stream
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Ideation
Integration
ValidationOperation
Realisation
DevO
ps
The DevOps LoopTM
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Be DevOpstastic
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