Speed over cost

A presentation by Viki on the TLV Hub meetup

Transcript

1. Value Driven business approach www.devops.co.il contact@devops.co.il +972-3-737-0056 Focus on optimise for speed over cost
2. Devops IL - Established 2013; More than 100 projects to date https://blog.devopspro.co.uk/ https://www.meetup.com/devops-in-israel/ https://www.meetup.com/Docker-Tel-Aviv/
3. Some of Our Clients
4. ?What do we do @Devops IL? !Resolve inefficiencies and improve flow! Successful software for clients More production ready code More lines of code Developers do operations Developers don’t do Operations
5. What limitation we aim to remove for our customer via : » Business innovation » Process innovation Value driven approach
6. Business innovation flow : » Create/improve value proposition » Create business model » Create execution plan
7. Examples of companies that succeeded to innovate/create value for their clients:
8. 1st July 2017 . 48.7b 438.7 750.9b 643.1b 532.2b 462.7b 342.1b
9. “ Companies that fail to leverage the transformative, value-generating power of IT risk being disrupted by those who do.
10. Products and services deliver fundamental elements of value that address four kinds of needs. The more elements provided, the greater customers' loyalty and the higher the company's sustained revenue growth. hbr.org/2016/09/the-elements-of-value The Elements of Value Pyramid
11. Great value does not sell itself
12. What should we do? PDCA
14. Top five elements influencing loyalty ★ How to gain happy and loyal clients? ★ What is noticeable in this list?
15. Some elements do matter more than others Perceived quality affects customer advocacy more than any other element. Products and services must attain a certain minimum level, and no other elements can make up for a significant shortfall on this one.
16. “ Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs – Dr. W. Edwards Deming
17. How all of this connected with a need to raise money for an early stage SU? Investors face 3 main risks: A. Market. Can MONEY be made? B. Competition. Can they WIN? C. Execution. Can the FOUNDERS DELIVER?
18. A and B will be checked by research the competition and do reference calls with early customers. C is a challenging risk, since it is driven by the team, and so many things in execution phase are unpredictable. It’s why the investment team decide on the below responsibilities for the founding team: • To iterate fast to meet the customer needs on time (speed of development) • To deliver a product that works at the scale needed(reliability)
20. Everyone knows that it won’t work by the book, but the expectation is to have this kind of culture/practice and be focused on delivery speed and customers limitations that your solution help to eliminate.
21. • How the product has been built until TODAY • If it will work TOMORROW when success brings trouble. No trouble, no success ;-) Investors tech assessment answers on:
22. Investors are interested in how the team makes decisions in front of trade-offs: (a) Code ownership: inhouse vs outsourcing (b) Agility: speed vs reliability (c) Monitoring: understanding all vs little (d) Compliance and Security: risks
24. In almost all scenarios, the winner is the one that iterates the fastest. First to find product market fit and then to keep evolving fast to win over competition.
26. time completion release Profit! supplier / development $$ decision
27. Batch vs. Small WIP time $$ Batch releases vs. Small releases
31. What determines product development speed? (a) Intellectual curiosity and Thoughtfulness (intuition): awareness of the challenges to come is the first step to be ready to solve them in the future (b) Processes and Tools: should be in place to achieve high productivity (c) Organization: should be defined to avoid friction and align goals
32. “ deploy better systems at less cost in less time at lower risk - Tim Bray tbray.org/ongoing/When/201x/2010/01/02/Doing-It-Wrong
33. KPI’s for your SU Lead time for changes Deployment frequency Time to restore service Change fail rate “Inertia is the enemy of Innovation”
34. Lead time for changes How long is the delay from requesting a change until customer value is delivered? Time to restore service How long does it take for an abnormal behavior in the system to be detected and restored to the normal standard agreed way of operation? Release frequency How many changes and features are being released to production in a fixed period of time? Change fail rate How often the system fails or service disruption occurs that originates from lack of quality in the source and required rework? Performance KPI’s
35. Any questions? You can find me at: viki@devops.co.il Viki Slavin 35 THANKS!