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DevOps Traction - Continuous Lifecycle London 2016

DevOps Traction - Continuous Lifecycle London 2016

What if you’re not the CTO and you want to improve your quality, performance and stability?
How do you work with low buy-in, legacy, siloed organizations to break down barriers, blur borders and eliminate constraints?

We cover:
- dealing with the enterprise
- tribes and guilds vs silos and departments
- talking the talk and walking the walk
- trust and building confidence
- easy wins
- low investment tools

Steve Pereira

May 03, 2016

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  1. Team Sadness @steveElsewhere • Starts with getting woken up at

    3am • Brent is on vacation • Documentation thats outdated • Try a bunch of diagnostic tools • Try to get a hold of a bunch of teammates or escalate • Fix the problem with a gross monkey patch • Fingerpointing / Lost trust • Project gets delayed another month while you pivot
  2. Team Awesome @steveElsewhere • Entire region of infrastructure failed at

    4am, but nobody got woken up • You spend your entire morning working without interruption • Ship everything after getting a positive code review from a teammate • You attend a blameless post mortem in the afternoon • You celebrate a 20% speed improvement from a recent deploy
  3. Why all the fuss? @steveElsewhere 60x fewer failures 168x faster

    MTTR 30x more frequent deployment 200x shorter lead time
  4. Why all the fuss? @steveElsewhere They don't fear change, they

    don't fear velocity To be successful, you can’t be afraid of what makes you successful
  5. @steveElsewhere How? Empower intrinsic motivation Developers want to produce Ops

    staff want to automate If they don’t, they’re afraid of losing jobs, status, freedom
  6. Change vs. Stability @steveElsewhere Many companies still follow command and

 difficult to change from the bottom up The enterprise: - Authority - Structure - Incentive
  7. Change vs. Stability Don't get burned. @steveElsewhere That means it’s

    very challenging to implement change, especially when the plan is in motion This is why experimentation, rapid iteration and micro services are important I would recommend not starting in the middle of a project, or doing your own thing as part of a team
  8. @steveElsewhere How many of us know your company mission statement?

    How many of us know your key performance indicators? How many of us know your bosses key performance indicators? Just as if you were selling from the outside, you need to find out who has decision making authority in your org
  9. @steveElsewhere This is knowledge work Knowledge workers know things their

    boss does not know Knowledge must be communicated tactfully in order to resonate They have different incentives and responsibilities than you They are afraid to admit they don’t know something
  10. @steveElsewhere Ask questions: opinion of lean, agile, past experience Understand

    personality types Understand incentives and goals Understand fear Build a relationship
  11. @steveElsewhere Aim for specifics Target your messaging, address incrementally -

    continuous integration - team member on boarding - high availability - disaster recovery - deployment automation - chatops - centralized logging
  12. @steveElsewhere Nothing happens without sharing - Share an idea -

    Start a guild in your org - Join a meetup and invite those you want to collaborate with
  13. “There is nothing quite so useless, as doing with great

    efficiency, something that should not be done at all.” Peter Drucker @steveElsewhere
  14. Whiteboard / Post-it notes Slack / Chat StriderCD / Gitlab

    CI / Circle / Travis Vagrant / Docker Ansible @steveElsewhere