The Enterprise and #devops

DevOps changes the way large organizations communicate, deliver services, and measure results. Organizations can't change without the people in them, but we're not always ready for that. Collaborative approaches challenge our traditional models of personal success and professional growth. How do we align these models to ensure the best outcome for teams and their members?

Presented at the Boston DevOps Meetup on May 24, 2017. Video available at https://www.youtube.com/watch?v=wf94kTDIj0g.

Transcript

1. 1 The Enterprise and #devops? Chuck D’Antonio Advisory Platform Architect May 24, 2017 @crdant
2. Map Your Value Stream 2
3. Moving from Project to Product 3 • Projects ◦ Significant enhancements to current applications or new development ◦ Team formed to deliver project and then disbanded ◦ Funded from portfolio and governed by stage gates Focus on up-front prediction, commitment to deliver features, timeline and cost • Products ◦ Integrated product roadmap - addresses new capabilities and support needs ◦ Cohesive team that manages product end to end until product is discontinued Driven by customer and business value, quick feedback loops and iteration
4. OPERATORS DEVELOPERS / APPLICATION OPERATORS Software Factory Personas 4 Write software Aligning to Cloud Native principles Running on PCF TECHNICAL EVANGELIST Install, manage and support platforms and infrastructure Support Platform Operators Support developers Install, manage and support PCF PLATFORM OPERATORS PORTFOLIO OWNER($) Name says it all Has a need or pain point that CN tools and processes will address PRODUCT MANAGERS IT as an owner Owns the Product being onboarded onto PCF Engages with business and drives requirements for the Product Passionate about CN principles Evangelizes CN and “gets it”
5. Values 5 Enterprise Industry Self pay and benefits pride in ownership community spirit competitive edge shareholder value employee retention creative ideas speed to market disruption collaboration joy profit
6. 6 vs
7. Incentives 7 Enterprise Industry Self bonus plan career growth team recognition market share stock price press coverage market leadership social impacts economic influence earnings self-esteem peer recognition
8. Traditional Career Paths Junior Distinguished Lead Senior Principal Manager C-Level Vice President Director General Manager
9. Behaviors 9 Enterprise Industry Self attain goals climb the ladder compete with peers cost containment command & control distrust of staff collaborate excel technically embrace change
10. 10 Leverage Power vs
11. Traditional Career Paths Junior Distinguished Lead Senior Principal Manager C-Level Vice President Director General Manager
12. 11 GLOBAL MARKETS TECHNOLOGY Centers of Enablement 12 Enable Productize Champion TRIGGER Initial teams TRIGGER Demand increases and you need to scale out your capabilities TRIGGER Multiple teams across the organization RESPONSIBILITIES Identify demand Define a roadmap Support emerging balanced teams RESPONSIBILITIES Enhance production capabilities Add services for teams to leverage Provide expertise across teams Transfer skills and knowledge RESPONSIBILITIES Evolve additional products to support new team demand Leverage your expertise across teams with targeted coaching and support Enable teams to solve their own data and integration challenges