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.

Transcript

1. @jezhumble | devopsdays dallas 2018
   devops leadership workshop
   

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

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3. @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
   

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4. @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
   

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5. @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
   

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6. @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…
   

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7. @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
   

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8. 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
   

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9. 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
   

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10. @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
    

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11. @jezhumble
    2018 performance benchmarks
    http://bit.ly/2018-devops-report
    

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12. capabilities that drive high performance
    Accelerate: The Science of Lean Software and DevOps, Forsgren, Humble and Kim 2018
    

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13. @jezhumble
    lean management
    

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14. @jezhumble
    lean product management
    

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15. technical practices
    http://bit.ly/2018-devops-report
    

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16. transformational leadership
    Transformational leaders share five common
    characteristics that significantly shape an organization's
    culture and practices, leading to high performance.
    

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18. Jon Jenkins, “Velocity Culture, The Unmet Challenge in Ops” | http://bit.ly/1vJo1Ya
    

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19. “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
    

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20. culture impacts performance
    

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21. high trust culture
    Westrum, “A Typology of Organizational Cultures” | http://bmj.co/1BRGh5q
    how organizations process information
    

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22. likert-type scale
    How strongly do you agree or disagree with the following? On my team...
    

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23. effective teams
    https://rework.withgoogle.com/blog/five-keys-to-a-successful-google-team/
    

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24. @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
    

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25. @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
    

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26. @rynchantress | https://ryn.works/2017/06/17/on-failure-and-resilience/
    The immediate response
    from everyone around was to ask, “What help
    do you need?”
    

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27. @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
    

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28. @jezhumble
    climate for learning
    http://bit.ly/2018-devops-report
    

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29. exercise
    • How can we measure the productivity of an individual?
    

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30. 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/
    

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31. 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
    

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32. @jezhumble
    learning ability
    emergent leadership
    mindset
    how should we recruit?
    http://nyti.ms/1v72xuz | http://nyti.ms/1v72sHl
    

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33. the production line
    http://www.flickr.com/photos/toyotauk/4711057997/
    

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34. 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
    

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35. 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)
    

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36. https://www.slideshare.net/reed2001/culture-1798664/94-Highly_Aligned_Loosely_Coupled_Highly
    

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37. @jezhumble
    climate for learning
    http://bit.ly/2018-devops-report
    

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38. @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…
    

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39. Steve Yegge’s Platform Rant | http://bit.ly/1zxknpR
    

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40. http://www.flickr.com/photos/trustedsource/6132507962/
    

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41. @jezhumble
    strangler application
    

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42. break
    

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43. 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
    

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44. @jezhumble
    implement continuous integration
    reduce hardware variation
    create a single package
    create a simulator
    implement comprehensive test automation
    futuresmart rearchitecture
    

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45. deployment pipeline
    

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46. 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.
    

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47. 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
    

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48. Toyota Kata: Managing People for Improvement, Adaptiveness, and Superior Results, Mike Rother
    

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49. @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
    

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50. @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
    

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51. @jezhumble
    target conditions
    

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52. @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
    

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54. @jezhumble
    capacity planning
    A Practical Approach to Large-Scale Agile Development - Gruver, Young, Fulghum
    

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55. @jezhumble
    capacity planning
    

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58. @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
    

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59. @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
    

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60. @jezhumble
    specify a qualitative objective
    specify quantitative “key results” that are acceptance criteria
    a tool for creating alignment and transparency around goals
    OKRs
    

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61. @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
    

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62. 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
    

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63. “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
    

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64. 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: jezhumble@sendyourslides.com
    Subject: devops
    

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