DevOps State of Mind

DevOps is a cultural and professional movement, focused on how we build and operate high-velocity organizations, born from the experience of its practitioners.

So, how do you get your organization on board with the ideas of DevOps? What are the steps to begin this journey?

This talk will explore a number of things that are required for a successful DevOps transformation and help you map out the journey.

Start by clarifying who your customer is and how your work plays a part in delivering delight to these customers. With that in mind, dedicate yourself to experimentation and learning. Make incremental changes with a mission of continuous improvement. Collaborate across the entire value chain to better serve your customers.

This talk was given at DevOpsDays Raleigh 2018 - https://www.devopsdays.org/events/2018-raleigh/welcome/

Transcript

1. DevOps State-of-Mind
   Nathen Harvey
   @nathenharvey
   

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2. Good morning!
   @nathenharvey
   

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3. DevOps
   A cultural and professional
   movement focused on how to
   build and operate high-velocity
   organizations, born from the
   experiences of its practitioners.
   https://github.com//chef/devops-kungfu
   @nathenharvey
   

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4. CUSTOMER
   OUTCOME
   @nathenharvey
   

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5. CUSTOMER
   OUTCOME
   OPS
   DEV
   @nathenharvey
   

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6. CUSTOMER
   OUTCOME
   MARKETING
   OPS
   PEOPLE
   SECURITY
   DEV
   FINANCE
   SALES
   @nathenharvey
   

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7. Velocity: time from idea to ship
   Idea Ship
   Deployment
   frequency
   Time from
   commit to deploy
   Time
   to resolve
   Time deploying
   remediation
   Change failure
   rate
   SPEED
   Measure of rate
   of software change
   EFFICIENCY
   Measure of effectiveness
   of software change
   RISK
   Measure of quality
   of software change
   Compliance audit
   frequency
   @nathenharvey
   

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8. SPEED
   EFFICIENCY RISK
   @nathenharvey
   

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9. SPEED
   EFFICIENCY RISK
   @nathenharvey
   

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10. SPEED
    EFFICIENCY RISK
    @nathenharvey
    

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11. technology
    culture
    @nathenharvey
    

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12. On my team…
    • 
    information is actively sought
    • 
    failures are learning opportunities, and messengers of them are not
    punished
    • 
    responsibilities are shared
    • 
    cross-functional collaboration is encouraged and rewarded
    • 
    new ideas are welcomed
    • 
    failures are treated primarily as opportunities to improve the system
    @nathenharvey
    

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13. A Topology of Organizational Cultures
    https://continuousdelivery.com/images/westrum.png | http://qualitysafety.bmj.com/content/13/suppl_2/ii22
    @nathenharvey
    

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14. Align Incentives & Objectives
    On my team responsibilities are shared.
    

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15. Make the Work Visible
    

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16. Failure is an opportunity to learn
    On my team failures are treated primarily as opportunities to improve the
    system
    

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17. Executives are especially
    prone to over estimating
    their progress when
    compared to those who are
    actually doing the work
    Klavens, et al. 2017, A Dangerous Disconnect: Executives Overestimate DevOps Maturity
    @nathenharvey
    

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18. Capabilities to Drive Improvement
    Continuous Delivery Capabilities
    •  Version control for all production artifacts
    •  Automated deployment process
    •  Continuous Integration (CI)
    •  Trunk-based development methods
    •  Test automation
    •  Test data management
    •  Shift left on security
    •  Continuous Delivery (CD)
    Forsgren, et al. 2019, Accelerate: Building and Scaling High Performing Technology Organizations
    @nathenharvey
    

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19. Capabilities to Drive Improvement
    Architecture Capabilities
    •  Loosely coupled architecture
    •  Architect for empowered teams
    Product & Process Capabilities
    •  Gather and implement customer feedback
    •  Make the flow of work visible throughout the value stream
    •  Work in small batches
    •  Foster and enable team experimentation
    Forsgren, et al. 2019, Accelerate: Building and Scaling High Performing Technology Organizations
    @nathenharvey
    

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20. Capabilities to Drive Improvement
    Lean Management & Monitoring Capabilities
    •  Lightweight change approval processes
    •  Monitor across application and infrastructure to inform business decisions
    •  Check system health proactively
    •  Manage work with work-in-process (WIP) limits
    •  Visualize work
    Forsgren, et al. 2019, Accelerate: Building and Scaling High Performing Technology Organizations
    @nathenharvey
    

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21. Capabilities to Drive Improvement
    Cultural Capabilities
    •  Support a generative culture
    •  Encourage and support learning
    •  Support and facilitate collaboration
    •  Provide resources & tool that make work meaningful
    •  Support or embody transformational leadership
    Forsgren, et al. 2019, Accelerate: Building and Scaling High Performing Technology Organizations
    @nathenharvey
    

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22. Magnus Hedemark
    Director, Software Engineering
    UnitedHealth Group
    @Magnus919
    

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23. Your company needs you more than ever.
    @nathenharvey
    

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24. Your company needs you more than ever.
    The most ambitious version of you.
    @nathenharvey
    

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25. THEN NOW
    

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26. THEN NOW
    1998:
    - Don’t get in strangers’ cars
    - Don’t meet ppl from internet
    2016:
    - Literally summon strangers
    from internet to get in their car
    Carol Nichols
    @Carols10cents
    99.9K Retweets 155K Likes
    

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27. Non-bullet slide
    Non-bullet slide subtitle
    Community
    Our Foundation
    

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28. Thank You!
    @nathenharvey
    

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