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DevOps Leadership Workshop

DevOps Leadership Workshop

As described in Accelerate: The Science of Lean Software and DevOps, organizations adopting principles and practices from the Lean Software and DevOps movements are seeing payoffs in terms of higher quality, better reliability and availability, faster delivery, and reduced costs. Leaders wanting to achieve these results will need to understand how to build a transparent, aligned metrics-driven organization in order to successfully navigate their improvement journey. Using material from his new book, Accelerate, Jez Humble will discuss known predictors of software delivery performance that any team can use, the common obstacles to achieving them, and the management practices that enable them to be applied successfully.

Jez Humble

August 29, 2018

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  1. @jezhumble “the enterprise” Project A Project B Project C DBAs

    Infrastructure team Service desk Value stream Operations Engineering Business Ping!
  2. @jezhumble Project A Project B Project C DBAs Infrastructure team

    Service desk Value stream Operations Engineering Business Ping! Project D Let’s create a new product enterprise projects
  3. @jezhumble Project A Project B DBAs Infrastructure team Service desk

    Project D We’re going agile! Oh no! Oh no! Value stream Operations Engineering Business
  4. @jezhumble Project A Project B DBAs Infrastructure team Service desk

    Value stream Operations Engineering Business Project D Our test-driven code follows SOLID principles Shame it doesn’t work Change management
  5. @jezhumble …rewriting all our systems and sticking them in the

    cloud …firing our sysadmins / testers / … and hiring “devops experts” …doing a re-org …giving developers (or anyone else for that matter) access to prod …buying a bunch of devops tools myths: devops isn’t…
  6. @jezhumble devops movement a cross-functional community of practice dedicated to

    the study of building, evolving and operating rapidly changing, secure, resilient systems at scale
  7. software delivery as a competitive advantage “Firms with high-performing IT

    organizations were twice as likely to exceed their profitability, market share and productivity goals.” http://bit.ly/2014-devops-report
  8. software delivery as a competitive advantage high performers were more

    than twice as likely to achieve or exceed the following objectives: • Quantity of products or services • Operating efficiency • Customer satisfaction • Quality of products or services provided • Achieving organizational and mission goals • Measures that demonstrate to external parties whether or not the organization is achieving intended results http://bit.ly/2017-devops-report
  9. @jezhumble time to restore service lead time for changes (checkin

    to release) deploy frequency change fail rate it performance http://bit.ly/2014-devops-report
  10. capabilities that drive high performance Accelerate: The Science of Lean

    Software and DevOps, Forsgren, Humble and Kim 2018
  11. transformational leadership Transformational leaders share five common characteristics that significantly

    shape an organization's culture and practices, leading to high performance.
  12. “Evaluating well-designed and executed experiments that were designed to improve

    a key metric, only about 1/3 were successful at improving the key metric!” do less “Online Experimentation at Microsoft”, Kohavi et al http://stanford.io/130uW6X
  13. high trust culture Westrum, “A Typology of Organizational Cultures” |

    http://bmj.co/1BRGh5q how organizations process information
  14. @jezhumble identity and Google items • I am glad I

    chose to work for this organization rather than another company. • I talk of this organization to my friends as a great company to work for. • I am willing to put in a great deal of effort beyond what is normally expected to help my organization to be successful. • I find that my values and my organization's values are very similar. • In general, the people employed by my organization are working toward the same goal. • I feel that my organization cares about me. Adapted from adapted from Atreyi Kankanhalli, Bernard C.Y. Tan, and Kwok-Kee Wei (2005), “Contributing Knowledge to Electronic Knowledge Repositories: An Empirical Investigation,“ MIS Quarterly, 29, 113-143. Westrum items
  15. @jezhumble ask: how can we get people better information? in

    a complex, adaptive system failure is inevitable when accidents happen, human error is the starting point of a blameless post-mortem ask: how can we detect and limit failure modes? dealing with failure
  16. @jezhumble disaster recovery testing “For DiRT-style events to be successful,

    an organization first needs to accept system and process failures as a means of learning… We design tests that require engineers from several groups who might not normally work together to interact with each other. That way, should a real large-scale disaster ever strike, these people will already have strong working relationships” Kripa Krishnan | http://queue.acm.org/detail.cfm?id=2371297 —Kripa Krishnan, Director, Cloud Operations, Google
  17. the talent myth “The talent myth assumes that people make

    organizations smart. More often than not, it’s the other way around...Our lives are so obviously enriched by individual brilliance. Groups don’t write great novels, and a committee didn’t come up with the theory of relativity. But companies work by different rules. They don’t just create; they execute and compete and coordinate the efforts of many different people, and the organizations that are most successful at that task are the ones where the system is the star.” — Malcolm Gladwell http://gladwell.com/the-talent-myth/
  18. Frederick Winslow Taylor (1856-1915) “Scientific Management” •Time and motion studies

    to analyze and standardize processes •Managers apply scientific principles to plan work, workers perform it as efficiently as possible •Believed in rewarding workers for output •OK for fundamentally algorithmic work
  19. changing culture http://www.thisamericanlife.org/radio-archives/episode/403/nummi http://sloanreview.mit.edu/article/how-to-change-a-culture-lessons-from-nummi/ “What changed the culture was giving

    employees the means by which they could successfully do their jobs. It was communicating clearly to employees what their jobs were and providing the training and tools to enable them to perform those jobs successfully.” —John Shook
  20. methodologies Certainly the thieves may be able to follow the

    design plans and produce a loom. But we are modifying and improving our looms every day. So by the time the thieves have produced a loom from the plans they stole, we will have already advanced well beyond that point. And because they do not have the expertise gained from the failures it took to produce the original, they will waste a great deal more time than us as they move to improve their loom. We need not be concerned about what happened. We need only continue as always, making our improvements. Kiichiro Toyoda, quoted in Toyota Kata, p40 (Rother)
  21. @jezhumble deploy and release its product or service on demand,

    independently of other services the product or service depends upon? make large-scale changes to the design of its system without the permission of somebody outside the team or depending on other teams? complete its work without needing fine-grained communication and coordination with people outside the team? perform deployments during normal business hours with negligible downtime? do most of its testing on demand, without requiring an integrated test environment? architectural outcomes: can my team…
  22. hp laserjet firmware 2008 ~5% - innovation capacity 15% -

    manual testing 25% - product support 25% - porting code 20% - detailed planning 10% - code integration Costs Full manual regression: 6 wks Builds / day: 1-2 Commit to trunk: 1 week Cycle times
  23. @jezhumble implement continuous integration reduce hardware variation create a single

    package create a simulator implement comprehensive test automation futuresmart rearchitecture
  24. hp laserjet firmware ~5% - innovation 15% - manual testing

    25% - current product support 25% - porting code 20% - detailed planning 10% - code integration 2008 ~40% - innovation 5% - most testing automated 10% - current product support 15% - one main branch 5% - agile planning 2% - continuous integration 2011 The remaining 23% on RHS is spent on managing automated tests.
  25. the economics 2008 to 2011 • overall development costs reduced

    by ~40% • programs under development increased by ~140% • development costs per program down 78% • resources now driving innovation increased by 8X A Practical Approach to Large-Scale Agile Development (Addison-Wesley) Gruver, Young, Fulghum
  26. @jezhumble What obstacles are preventing you from reaching it? which

    one are you addressing now? What is the target condition? (The challenge) What is the actual condition now? When can we go and see what we learned from taking that step? What is your next step? (Start of PDCA cycle) improvement kata
  27. @jezhumble What obstacles are preventing you from reaching it? which

    one are you addressing now? What is the target condition? (The challenge) What is the actual condition now? When can we go and see what we learned from taking that step? What is your next step? (Start of PDCA cycle) improvement kata
  28. @jezhumble 1 month program level plan for 400-person org fits

    on 1 piece of paper teams can use any process / methodology they like turning objectives into features / stories happens within teams leaders don’t tell people what to do or how to do it same heuristic for process improvement and product development observations
  29. @jezhumble start with a few measurable outcomes everyone must be

    involved in setting objectives / outcomes set a regular cadence both for planning and for review make sure metrics are visible throughout the organization ensure teams have the necessary capacity, resources and support tips and tricks
  30. @jezhumble expect to get it wrong the right first time

    top-level outcomes should be system outcomes don’t measure below the team level goals should be stretch but achievable metrics should drive outcomes, not make you feel good about yourself things to watch out for
  31. @jezhumble specify a qualitative objective specify quantitative “key results” that

    are acceptance criteria a tool for creating alignment and transparency around goals OKRs
  32. @jezhumble create alignment and transparency expose organizational dysfunction: • leadership

    that is unable to prioritize • leadership that thrashes and is unable to focus • micromanagement & trying to dictate “how” rather than “what” • people hiding information • people working on things that don’t matter OKRs / catchball
  33. exercise • Ask two other people the following questions: •

    What’s your goal for the end of this year? • How will you know if you’ve achieved it? choose up to 3 things
  34. “I think building this culture is the key to innovation.

    Creativity must flow from everywhere. Whether you are a summer intern or the CTO, any good idea must be able to seek an objective test, preferably a test that exposes the idea to real customers. Everyone must be able to experiment, learn, and iterate.” innovation culture http://glinden.blogspot.com/2006/04/early-amazon-shopping-cart.html
  35. thank you! © 2016-18 Jez Humble and Associates LLC https://continuousdelivery.com/

    To receive the following: • A copy of this presentation • The link to the 2018 Accelerate State of DevOps Report (and previous years) • A 100 page excerpt from Lean Enterprise • Excerpts from the DevOps Handbook and Accelerate • 30% off my video workshop: creating high performance organizations • A 20m preview of my Continuous Delivery video workshop • Discount code for CD video + interviews with Eric Ries & more Just pick up your phone and send an email To: [email protected] Subject: devops