20240416_SuperMaskedDevOps

DevOps を体感！？
Fully feel the sense of DevOps !?

DevOps 大仮面の組織カルチャーお悩み相談室！
Organizational Culture Counseling Room provided by Super Masked DevOps!

DevOpsDays Tokyo 2024
2024/04/16(Tue)

Transcript

1. %FW0QT%BZT
   5PLZP
   
    5VF %FW0QT
   Λମײʂʁ
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   େԾ໘ͷ૊৫Χϧνϟʔ͓೰Έ૬ஊࣨʂ Fully feel the sense of DevOps !? Organizational Culture Counseling Room provided by Super Masked DevOps!
2. ݟ͑ΔԽɺϑϩʔɺϘτϧωοΫΛ
   ղফ͢Δ%FW0QT
   ͷϙʔζ %FW0QT
   ਎ମԽνΣοΫ  DevOps Embodiment Check ܅ͨͪͷ
   %FW0QT
   ͕ຊ౰ʹͪΌΜͱ
   %FW0QT
   ͯ͠Δ͔νΣοΫͯ͠ΈΑ͏ʂ DevOps Pose for visualization, flow, and resolving bottleneck Are your DevOps really or not, Check it out!
3. ૊৫Χϧνϟʔ͓೰Έ૬ஊࣨ  Organizational Culture Counseling Room
4. ॎׂΓ૊৫ͷ෩౔Ͱɺҙࢥܾఆʹ͕͔͔࣌ؒΓ
   ސ٬΁ͷՁ஋ఏڙͷεϐʔυ্͕͕Βͳ͍ɻ
   ֤૊৫ͷαΠϩԽʹΑΓɺແବ΍ແཧ͕ੜ͍ͯ͡Δɻ
   Ӧۀͱ։ൃ͕࿈ܞͯ͠ॿ͚߹͏ҙࣝΛߴΊ͍ͨɻ ͓ͱ΋ͩͪͷ૬ஊɹͦͷ  Organizational Culture Counseling, Vol.1 In the vertical organizational culture, decision-making takes a long time, and delivering value to customers is not fast. Due to the siloing of each organization, waste and strain are occurring. We want to raise the awareness of sales and development teams to collaborate and support each other.
5. ੜ੒"*ʹฉ͍ͯΈͨ ʮॎׂΓ૊৫ͷ෩౔Ͱɺҙࢥܾఆʹ͕͔͔࣌ؒΓސ٬΁ͷՁ஋ఏڙͷεϐʔυ্͕͕Βͳ͍ɻ
   ɹ%FW0QTͷ؍఺͔ΒΞυόΠεΛ͍ͯͩ͘͠͞ʯ 
   ૊৫ԣஅతͳνʔϜͷฤ੒
   w ΫϩεϑΝϯΫγϣφϧνʔϜΛ࡞ΓɺҙࢥܾఆΛਝ଎Խ
   w ֤νʔϜʹݖݶͱ੹೚Λ༩͑ɺࣗ཯తʹ൑அɾߦಈ
   
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   ͷจԽͱՁ஋؍ͷਁಁ
   w ։ൃͱӡ༻ͷ࿈ܞɺࣗಈԽͷਪਐɺܧଓతσϦόϦʔͳͲΛɺ૊৫શମʹਁಁͤ͞Δ
   w ୹͍ϑΟʔυόοΫϧʔϓΛ࣮ݱ͠ɺมߋͷӨڹΛૉૣ͘ݕ஌͠ɺਝ଎ʹରԠ͢Δ
   
   πʔϧͱϓϥΫςΟεͷಋೖ
   w $*$%
   πʔϧΛಋೖ͠ɺϦϦʔεϓϩηεΛࣗಈԽ
   w ΠϯϑϥΛίʔυԽ *B$ ͠ɺ࠶ݱੑ͕ߴ͘ૉૣ͍؀ڥߏங
   w ϞχλϦϯάπʔϧͰγεςϜΛ؂ࢹ͠ɺΠϯγσϯτͷૣظରԠ
   
   ϚωʔδϟʔͷϦʔμʔγοϓͱΤϯύϫʔϝϯτ
   w %FW0QT
   ͷཧ೦Λମݱ͠ɺ෦໳Λӽ͑ͨڠۀΛଅ͢
   w ϝϯόʔʹࣗ৴Λ༩͑ɺे෼ͳݖݶͱظ଴஋Λઃఆ͢Δ  asked to Generative AI Forming Cross-Functional Teams Promoting DevOps Culture and Values Introducing Tools and Practices Managers' Leadership and Empowerment
6. ͕͔ͩ͠͠ɺΘ͔͍ͬͯͯ΋
   ࣮ࡍʹมֵΛى͜͢ͷͬͯ೉͍͠ʂ  However we understand them, actually it is difficult to drive change!
7. ʮαϐΤϯεશ࢙ʯϢϰΝϧɾϊΞɾϋϥϦ ஶ ࣲా༟೭ ຋༁ lଠݹͷਓྨ͸ֵ໋͸͍͍ͬ͞ى͜͞ͳ͔ͬͨɻࢲͨͪͷ஌Δ͔͗ΓͰ͸ɺࣾձతύλ ʔϯʹ͓͚ΔมԽ΍ɺ৽͍ٕ͠ज़ͷൃ໌ɺೃછΈͷͳ͍ੜଉ؀ڥ΁ͷҠॅ͸ɺจԽʹ ओಋ͞ΕͯͰ͸ͳ͘ɺҨ఻ࢠͷಥવมҟ΍؀ڥ͔ΒͷѹྗʹΑͬͯىͬͨ͜ɻz
   lαϐΤϯε͸ೝ஌ֵ໋Ҏ߱ɺࣗΒͷৼΔ෣͍Λૉૣ͘ม͑ΒΕΔΑ͏ʹͳΓɺҨ఻ࢠ ΍؀ڥͷมԽΛ·ͬͨ͘ඞཁͱͤͣʹɺ৽͍͠ߦಈΛޙͷੈ୅΁ͱ఻͍͑ͯͬͨɻz ਓؒ΍૊৫ͷຊ࣭Λ୳Ζ͏  ଠݹͷਓྨͱೝ஌ֵ໋Ҏ߱ͷαϐΤϯεɺ͜ͷҧ͍͸Կ͔ʁ Harari, Yuval Noah. Sapiens: A Brief History of Humankind. What is the difference between ancient humans and Homo sapiens after the Cognitive Revolution? Let's explore the essence of humans and organizations
8. ʮڏߏ͕ڠྗΛՄೳʹͨ͠ʯ ೝ஌ֵ໋ʹΑͬͯਓྨ͕֫ಘͨ͠ೳྗ lݴ༿Λ࢖ͬͯ૝૾্ͷݱ࣮ΛੜΈग़͢ೳྗͷ͓͔͛Ͱɺେ੎ ͷݟ஌Β͵ਓͲ͏͕͠ޮՌతʹڠྗͰ͖ΔΑ͏ʹͳͬͨɻz  ڏߏ
   ʹ
   ෺ޠ
   ʹ
   ਆ࿩ ʮαϐΤϯεશ࢙ʯϢϰΝϧɾϊΞɾϋϥϦ ஶ ࣲా༟೭ ຋༁ the humans capabilities acquired through the Cognitive Revolution Fiction Story Myth Harari, Yuval Noah. Sapiens: A Brief History of Humankind. Large numbers of strangers can cooperate successfully by believing in common myths.
9. จԽΛਁಁ͍ͤͨ͞ͳΒɺ෺ޠΛޠΖ͏ %FW0QT
   ͷ෺ޠΛޠΓɺ%FW0QT
   ͷ૊৫ΧϧνϟʔΛҭͯΔ To permeate with culture, tell stories. Tell the story of DevOps, and cultivate the DevOps Organizational Culture. 
10. Τϥʔ΍Πϯγσϯτ͕ൃੜͨ͠ͱ͖ʹɺ
    ࣗνʔϜʹ੹೚͕ͳ͍͜ͱΛূ໌͢ΔͨΊʹ
    ࣌ؒΛඅ΍͍ͯ͠Δɻ
    ϛʔςΟϯά͕ॏ͍ۤ͠งғؾͰൃݴͮ͠Β͘
    ໰୊ղܾʹ͕͔͔͍࣌ؒͬͯΔɻ ͓ͱ΋ͩͪͷ૬ஊɹͦͷ  Organizational Culture Counseling, Vol.2 When errors or incidents occur, each team ends up spending time trying to prove that their own team is not responsible. Due to the lugubrious atmosphere where people feel hesitant to speak up in meetings, it takes longer to resolve the problems.
11. ੜ੒"*ʹฉ͍ͯΈͨ ʮΠϯγσϯτ͕ൃੜͨ͠ͱ͖ʹ੹೚ͷԡ͠෇͚߹͍͕ൃੜ͢Δ૊৫ͷ໰୊ʹରͯ͠ɺ
    ɹ%FW0QTͰ͸ͲͷΑ͏ʹղܾ͠·͔͢ʁʯ 
    จԽͷมֵ
    %FW0QTͰ͸ɺʮ੹೚ͷԡ͠෇͚߹͍ʯͰ͸ͳ͘ʮ໰୊ͷڞ༗ͱղܾʯΛॏࢹ͠·͢ɻ
    ૊৫શମʹʮ͓ޓ͍Λॿ͚߹͏ʯจԽΛৢ੒͢Δ͜ͱ͕ॏཁͰ͢ɻ
    
    ϓϩηεͷվળ
    Πϯγσϯτ͕ൃੜͨ͠ͱ͖ͷରԠϓϩηεΛݟ௚͠ɺϩʔϧͱ੹೚Λ໌֬ʹ͠·͢ɻ
    ϛʔςΟϯάͷਐΊํ΋վળ͠ɺݐઃతͳٞ࿦͕Ͱ͖ΔΑ͏ʹ͠·͢ɻ
    
    ٕज़ͷ׆༻
    Πϯγσϯτ؅ཧ΍ࠜຊݪҼ෼ੳͷπʔϧΛ׆༻͠ɺ٬؍తͳσʔλʹج͍ͮͯٞ࿦͢Δ͜ͱͰ
    ʮ੹೚ͷԡ͠෇͚߹͍ʯ͔Β୤٫Ͱ͖·͢ɻ
    
    ڠௐੑͷৢ੒
    %FW0QTͰ͸։ൃͱΦϖϨʔγϣϯͷ֞ࠜΛ௿͘͠ɺ͓ޓ͍ͷཧղΛਂΊΔ͜ͱ͕ෆՄܽͰ͢ɻ
    νʔϜؒͷڠௐମ੍Λߏங͢Δ͜ͱͰɺ໰୊ղܾ͕ਝ଎ʹͳΓ·͢ɻ  asked to Generative AI Cultural Transformation Process Improvement Leveraging Technology Fostering Collaboration
12. ͕͔ͩ͠͠ɺΘ͔͍ͬͯΔ͚Ͳ
    ʮ੹೚ͷԡ͠෇͚߹͍ʯΛ୤٫͢Δͷ͸೉͍͠ʂ  However we understand them, it is difficult to escape the blame game!
13. "but because they don’t have a team leader, I don’t know who to reward for their success. Besides, that was only the first phase of the project. If I let them take on phase two, how will I know who’s at fault when it fails?"  ʮ͔͠͠ɺ൴Βʹ͸Ϧʔμʔ͕͍ͳ͍ͷͰɺ੒ޭΛ୭ʹใ͍Ε ͹͍͍ͷ͔Θ͔Γ·ͤΜɻͦΕʹɺͦΕ͸ϓϩδΣΫτͷୈ
    
    ϑΣʔζʹ͗͢·ͤΜɻୈ
    
    ϑΣʔζΛ൴Βʹ೚ͤͨΒɺࣦഊ ͨ࣌͠ʹ୭͕੹೚Λෛ͏ͷ͔Θ͔Γ·ͤΜʯ ࣗݾ૊৫తͳνʔϜͷষͰొ৔͢ΔϚωʔδϟʔͷݴ༿ ʮ"HJMF
    *NQSFTTJPOTʯδΣϥϧυ
    .
    ϫΠϯόʔά ஶ Gerald M. Weinberg. Agile Impressions. In the chapter on Self-organizing Teams, a manager said ...
14. "I didn’t have to see anything. All projects fail, eventually."  ʮԿ΋ݟͳͯ͘΋Θ͔Γ·͢ɻ͢΂ͯͷϓϩδΣΫτ͸࠷ऴత ʹ͸ࣦഊ͢Δ΋ͷͳͷͰ͔͢Βʯ ʮ"HJMF
    *NQSFTTJPOTʯδΣϥϧυ
    .
    ϫΠϯόʔά ஶ Gerald M. Weinberg. Agile Impressions. ࣗݾ૊৫తͳνʔϜͷষͰొ৔͢ΔϚωʔδϟʔͷݴ༿ In the chapter on Self-organizing Teams, a manager said ...
15. "The regular failure, of course. I know how to manage when I can pick out the good guys and the bad guys, but how can I manage when I can’t?"  ʮ΋ͪΖΜɺఆظతͳࣦഊͱ͍͏͜ͱͰ͢ɻળਓͱѱਓΛݟ෼ ͚ΒΕΕ͹ɺ؅ཧͷ࢓ํ͕Θ͔Γ·͢ɻ͔͠͠ɺݟ෼͚ΒΕͳ ͍৔߹ɺͲ͏؅ཧ͢Ε͹Α͍ͷͰ͠ΐ͏͔ ʯ ʢҰ౓΋ࣦഊ͠ͳ͍͕୭͕੹೚ऀ͔Θ͔Βͳ͍νʔϜɺͦΕͱ΋ఆظతʹࣦഊ͢Δ͕ɺ୭͕੹ ೚ऀ͔Θ͔͍ͬͯΔνʔϜɺͲͪΒͷνʔϜΛબͿ͔ʁͱ͍͏ϫΠϯόʔάͷ໰͍ʹରͯ͠ʣ ʮ"HJMF
    *NQSFTTJPOTʯδΣϥϧυ
    .
    ϫΠϯόʔά ஶ Gerald M. Weinberg. Agile Impressions. ࣗݾ૊৫తͳνʔϜͷষͰొ৔͢ΔϚωʔδϟʔͷݴ༿ In the chapter on Self-organizing Teams, a manager said ...
16. w νʔϜ͸੒ޭ͍ͯͯ͠΋ɺ͍͔ࣦͭഊ͢Δͱ͖͕͘Δɻ
    w ࣦഊͷ੹೚Λ୭͕औΔ΂͖͔Λ໌֬ʹ͓͖͍ͯͨ͠ɻ
    w νʔϜ͕੒ޭ͢Ε͹ϦʔμʔΛ৆ࢍ͠ɺࣦഊͨ͠ͱ͖ʹ͸
    ੹೚ΛऔΒͤΔɻͦΕ͕Ϛωʔδϟʔͷ࢓ࣄͰ͋Δɻ Ϛωʔδϟʔࢯͷࢥ૝ɾ৴೦  The manager's philosophy and beliefs Even if any teams are currently successful, they will finally fail. make clear who should take responsibility for those failures. When the team is successful, the leader should be praised. But if they fail, the responsibility should fall on the leader. That is the manager's job.
17. ʮਓؒࣾձ͸ੜᩴΛඞཁͱ͢Δʯ ੹೚ͷॴࡏΛ໌֬ʹ͢Δ͕Ώ͑ʹ Due to the need to clearly identify responsibility, Human society requires scapegoats 
18. ʮਓؒࣾձ͸ੜᩴΛඞཁͱ͢Δʯ ͜Ε΋·ͨ෺ޠͷ̍ͭʹ͗͢ͳ͍ Human society requires scapegoats This is nothing more than a story, too. 
19. ผͷ෺ޠΛޠΔ͜ͱͰৼΔ෣͍ΛվΊΔ lͦͷਆ࿩Λม͑Δ͜ͱɺͭ·Γผͷ෺ޠΛޠΔ͜ͱʹ ΑͬͯɺมߋՄೳͳͷͩɻద੾ͳ৚݅ԼͰ͸ɺਆ࿩͸ ͋ͬͱ͍͏ؒʹݱ࣮Λม͑Δ͜ͱ͕Ͱ͖Δɻz  lೝ஌ֵ໋Ҏ߱ɺϗϞɾαϐΤϯε͸ඞཁੑͷมԽʹԠ ͯ͡ਝ଎ʹৼΔ෣͍ΛվΊΔ͜ͱ͕Մೳʹͳͬͨɻz Telling a different story to inspire behavioral change. ʮαϐΤϯεશ࢙ʯϢϰΝϧɾϊΞɾϋϥϦ ஶ ࣲా༟೭ ຋༁ Harari, Yuval Noah. Sapiens: A Brief History of Humankind. Myths can be changed, and so can the realities they create. Under the right conditions, myths can change the world very quickly. After the Cognitive Revolution, Homo sapiens became capable of rapidly changing their behavior in response to changing needs.
20. ࣦഊͨ͠΋ͷ͸േΛड͚Δͱ͍͏ਆ࿩Λ
    ࣦഊ͔ΒֶͼΛಘͯ੒௕͢Δͱ͍͏ਆ࿩΁  จԽΛม͍͑ͨͳΒɺ෺ޠΛॻ͖׵͑Α͏ To transform a culture, rewrite its stories. from the myth of failure leading to punishment to the myth of failure as a catalyst for learning and growth
21. ·ͱΊ Summary  To permeate with culture, tell stories. จԽΛਁಁ͍ͤͨ͞ͳΒɺ ෺ޠΛޠΖ͏ ʮٯڥφΠϯʯౡຊ࿨඙ ஶ Shimamoto, Kazuhiko. NINE IN ADVERSITY
22. ·ͱΊ Summary  ʮٯڥφΠϯʯౡຊ࿨඙ ஶ Shimamoto, Kazuhiko. NINE IN ADVERSITY จԽΛม͍͑ͨͳΒɺ ෺ޠΛॻ͖׵͑Α͏ To transform a culture, rewrite its stories.
23. ஫ҙࣄ߲ Warnings  ෺ޠΛٙ͑ʂ Doubt the stories! ετʔϦʔཧղɹˍɹϑΝΫτೝࣝ Understanding the story Recognizing the facts
24. %FW0QTͷϙʔζΛϚελʔͨ͠ΈΜͳʹɺ
    ࠷ޙʹಛผͳϙʔζΛڭ͑ΔΑʂ ԞٛɾϑΣχοΫεͷϙʔζ  arcanum - Phoenix Pose Hey DevOps ninjas, ready to learn a secret move? Let's do!
25. 
    ։࠵ʂ w ։࠵೔࣌ɿ
    ೥݄೔ ໦
    ʢ։৔ʣ
    w ։࠵৔ॴɿ
    *5ϓϨφʔζηϛφʔϧʔϜʢ౦ژɾ߿ொʣ
    ౦ژ౎ઍ୅ా۠࿡൪ொ
    
    0INBF!XPSL
    Ϗϧ
    ஍Լ
    
    ֊
    w ࢀՃඅɿແྉ ϑΣχοΫεϓϩδΣΫτແྉମݧձ
26. ఏڙ
    גࣜձࣾ*5ϓϨφʔζδϟύϯɾΞδΞύγϑΟοΫ
    *5QSFOFVST
    +BQBO"TJB
    1BDJGJD
    *OD %FW0QT
    େԾ໘ͷ૊৫Χϧνϟʔ͓೰Έ૬ஊࣨʂ %FW0QT
    Λମײʂʁ εϙϯαʔϒʔεʹ༡ͼʹདྷͯͶʂ Fully feel the sense of DevOps !? Organizational Culture Counseling Room provided by Super Masked DevOps! Please visit our sponsor booth!