DevOps For Managers

As a manager (or manager at heart) you want the best for your company and people, so you’re looking to instill a DevOps culture. Except it isn’t clear what this means, much less how you go about achieving this. This talk explores what it means to have a DevOps culture from a manager’s perspective. It draws on Mark’s experiences with Chef to consider how you might begin or refine the DevOps journey of your company and people. After this talk you’ll have new ideas to ponder and to think about how they can be applied in your situation to create the DevOps culture you want.

Transcript

1. DevOps For Managers* *And Managers at ❤
2. Who Am I? • Mark Mzyk • Engineering Manager at Chef • Organizer: Triangle DevOps DevOpsDays Raleigh
3. –Vinny, My Cousin Vinny “What is a DevOp?”
4. Development + Operations = DevOps
5. “DevOps is a cultural movement that changes how individuals think about their work, values the diversity of work done, supports intentional processes that accelerate the rate by which businesses realize value, and measures the effect of social and technical change. It is a way of thinking and a way of working that enables individuals and organizations to develop and maintain sustainable work practices. It is a cultural framework for sharing stories and developing empathy, enabling people and teams to practice their crafts in effective and lasting ways.” - Chapter 2, What is Devops?, Effective DevOps
6. DevOps is Magic
7. We watch someone else do it We say what we hope is the right incantation If all goes right …
9. Blueprint for DevOps
10. Learning Culture
11. Context Matters
12. Kaizen - Continuous Improvement Kaikaku - Radical Change
13. Conway’s Law Any organization that designs a system (defined broadly) will produce a design whose structure is a copy of the organization's communication structure.
15. Fixed Teams Chef Server Analytics Delivery
16. Flexible Teams Chef Server Automate Habitat
17. Issues • In a model with rotating teams, how does an engineer build expertise? • Emphasizing product alignment led to deferment to product, loss of some of engineering’s voice
18. Kaizen • Shift focus from implementing a feature to achieving an outcome • Let teams live longer
19. Embrace Variability a.k.a Learn to Live with Ambiguity
20. – Rands (Michael Lopp) “Process is documentation of culture and values.”
21. No Process Clearly Defined Process
23. Where to ask for help?
25. Make Failure Safe
27. It takes many actions to build trust, but only one lie to destroy it.
28. Your Actions Establish or Destroy Safety
29. Blameless Post Mortem
30. Small Actions Matter • One on Ones • How you respond to requests • How you treat outcomes on your team
31. Context Matters
32. Thank You Keep the conversation going, through conversation we learn and grow. Twitter: @mzyk83 Email: mm@chef.io Slacks: @mm is hiring