ChefConf 2014 - DevOps Roller Coaster

Transcript

1. DevOps Roller Coaster ChefConf 2014 – Rob Cummings – @opsrob Infrastructure Engineering – Nordstrom https://flic.kr/p/mnbf5
2. Agenda • Why CD/DevOps? • Enterprise scale change is hard • One way Nordstrom is driving change • Lessons learned
3. • Rob Cummings - @opsrob • Worked for Bose, EMC, Accenture, and Nordstrom in operations roles over the past 16 years. • Today – Program Manager, Infrastructure Engineering, Nordstrom About Me
4. Why take the roller coaster ride? DevOps and CD in the enterprise.
7. Changing an enterprise is hard. And that is ok, it is supposed to be. (an exercise in empathy)
8. Accountable for repeatable and predictable performance Optimized for incremental change www.flickr.com/photos/26782864@N00/3296379139/
9. https://flic.kr/p/8P394p Your org is a performance engine.
10. The performance engine has probably tried to change. Probably didn’t work out so well.
11. http://www.flickr.com/photos/braintoad/2504094983/ 1964
12. http://www.flickr.com/photos/monojussi/7598292754/
13. http://www.flickr.com/photos/55593929@N00/575999466/ 1968
15. “Innovation may very well signify the future, but the performance engine is the proven foundation, and if it crumbles, there is no future.” –pg 13, “The Other Side of Innovation”
16. So, how do we change? Science!
18. Innovators 2.5% Early Adopters 13.5% Early Majority 34% Late Majority 34% Laggards 16% The Chasm Rogers Innovation Adoption Curve http://en.wikipedia.org/wiki/Diffusion_of_innovations http://en.wikipedia.org/wiki/Technology_adoption_lifecycle
19. Innovators 2.5% Early Adopters 13.5% Early Majority 34% Late Majority 34% Laggards 16% The Chasm Adopters Time Rogers Innovation Adoption Curve http://en.wikipedia.org/wiki/Diffusion_of_innovations http://en.wikipedia.org/wiki/Technology_adoption_lifecycle
20. …57 years later http://www.forbes.com/sites/margiewarrell/2014/03/25/culture-of-courage/ “With the latest Gallup figures categorizing over half of the workforce as disengaged, and nearly one in five workers as “actively disengaged,” organizations need leaders who not only engage employees, but moves them to think more daringly, to take smarter risks, and to challenge the very assumptions that may have underpinned their success to date.” – Forbes, 3/25/2014
21. Innovators 2.5% Early Adopters 13.5% Early Majority 34% Late Majority 34% Laggards 16% The Chasm Rogers Innovation Adoption Curve Disengaged 30% Actively Disengaged 20%
22. One way Nordstrom is approaching this Full stack team of early adopters
23. http://www.flickr.com/photos/7603557@N08/7323995580/ Cherry picked a team: Developers (vocal) QA Tester (mentoring) SysAdmin (empowering) Scrum Master (new) Product Owner (new) Focus on minimizing outside dependencies.
24. Challenge: Empowerment Goats and Fences
25. http://www.flickr.com/photos/noii/3093367803/
26. Goats look for opportunity
27. Goats wander
28. Big fence != empowerment
29. Start small, then grow
30. Challenge: The Stink From excited to not.
31. Excitement Time The Stink There will be hard times.
32. Challenge: Bias Fundamental Attribution Error
33. People's tendency to place an undue emphasis on internal characteristics to explain someone else's behavior in a given situation, rather than considering external factors. http://en.wikipedia.org/wiki/Fundamental_attribution_error Fundamental Attribution Error
34. Homework
35. • Large organizations have been trained to resist large, rapid change. • Focus on early adopters at the beginning, even if this is not the highest business value. • Build full stack teams for rapid change. • Empowering teams will take significant leadership work. • There will be rough times in your awesome project, brace for it ahead of time. • Watch for bias, especially the Fundamental Attribution Error when times are rough. Summary
36. Questions? @opsrob robert.cummings@nordstrom.com
37. Thanks! @opsrob robert.cummings@nordstrom.com