devops goals and rewards v2
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DevOps Goals and Rewards
Helen BealHead of DevOps
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Don’t fight stupid -Make more awesome
(Jesse’s rule)
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The Downward Spiral
Words taken from a Gene Kim presentation
Operations sees:• Fragile applications are prone to
failure• Long time required to figure out
‘which bit got flipped’• Detective control is a salesperson• Too much time required to restore
service• Too much firefighting and
unplanned work• Planned project work cannot
complete• Frustrated customers leave• Market share goes down• Business misses Wall Street
commitments• Business makes even larger
promises to Wall Street
Dev sees:• More urgent date-driven projects
put into the queue• Even more fragile code put into
production• More releases have increasingly
‘turbulent installs’• Release cycles lengthen to
amortise ‘costs of deployments’• Failing bigger deployments difficult
to diagnose• Most senior and constrained IT ops
resources have less time to fix underlying process problems
• Ever increasing backlog of infrastructure projects that could fix root cause and reduce costs
• Ever increasing tension between development and IT Operations
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What does DevOps Culture Look Like?
Frictionless
Transparent
Innovative
Collaborative
SuccessfulSurviving
Thriving
Casual
Comfortable
Like home, family
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Changing Culture
1. Start small: build trust and safety2. Create champions3. Use metrics to build success4. Celebrate successes5. Exploit compelling events
Jesse again!
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Baseline Trackable Metrics
January April Ju
ly
October
020406080
100120
DefectsReleasesResourcesMTTROutages
Ranger4
DMI*score
* DevOps Maturity Index
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Establish Roadmap to Adoption
GO LIVE
Visi
on o
f Des
ired
Futu
re S
tate
Continuous Delivery
Fit Assessment
Organisational Initiatives
Approved Project Plan
Cultural Initiatives
Base
line
Asse
ssm
ent &
Met
rics
Architectural Imperatives
Process Initiatives
Technology Initiatives
Prio
ritisa
tion
Qua
ntifie
d Va
lue
DevOps Reorganisation
Cultural Change Program
Deployment Process Automation
ARA Tools Implementation
Test Process Review
APM Rollout
Service Virtualization
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Real World ExampleBaseline Target
8 week test cycle 3 week test cycle (further improvement should be achieved)
8 month release cycle Quarterly releases (continuous delivery should be aimed for)
HIGH number of defects Reduction in number of defects (target to be defined)
LOW customer satisfaction Marked improvement in customer satisfaction and retention
Stable delivery team costsAbility to on-board more clients and deliver
more releases without a corresponding increase in delivery costs
HIGH number of hand-over’s across the business
Agile delivery “cell” focus utilising multi-discipline teams providing single face to all
3rd parties
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What doesSUCCESSlook like?
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A DevOps Maturity Model
1
5
4
3
2
Optimising DevOps
Managed DevOps
Starting DevOps
Fundamental DevOps
Not started DevOps
DevOps DONE – fine tuning and tied tightly to business goals.
Automated build, cross-functional teams, product-focused, cultural
change happening
Thinking about cultural change, starting to write scripts, looking at test
automation
Outages, war-rooms, blame, unplanned work, delays and defects.
Happy people with integrated toolchain to pre-empt failure, automate test and
deployment – Continuous Delivery
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S M A R TSPECIFY MEASURAB
LEATTAINABLE
RELEVANT
TIMELY
WHO, WHAT, WHERE, WHEN, WHY, WHICH
FROM and TO HOW WORTHWHILE
WHEN
Define the goal as much as possible with no ambiguous language.
WHO is involved, WHAT do I want to accomplish, WHERE will it be done, WHY and I doing this – reasons, purpose. WHICH constraints and requirements do I have?
Can you track the progress and measure the outcome?
How much, how many, how will I know when my goal is accomplished?
Is the goal reasonable enough to be accomplished?
How so?
Make sure the goal is not out of reach or below standard performance.
Is the goal worthwhile and will it meet your needs?
Is each goal consistent with other goals you have established and fits with your immediate and long term plans?
Your objective should include a time limit: “I will complete this goal by day/month/year.”
It will establish a sense of urgency and prompt you to have better time management.
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Our team will release updates to the core business application, Milton, once a day by the 1st September 2014. We
currently perform releases once a fortnight but believe, using
automation, this goal is attainable. Not only will it allow us to put revenue generating innovation to market faster, the process will be more
consistent and reliable.
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We, the testing team, will reduce the volume of defects from 20 to 2 per
week by the end of 2014 and through improved testing techniques reduce
the average time to fix a defect from 4 hours to 30 minutes in the same
timeframe, thus removing backlog and pushing software improvements to
market at greater velocity.
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How do wecelebrate success?
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"Your work is going to fill a large part of your life, and
the only way to be truly satisfied is to do what you
believe is great work.”Steve Jobs
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JOB JOY
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Job satisfaction is the No.1 predictor of organizational
performance. We all know how job satisfaction feels: It’s about doing work that is challenging and meaningful, and being empowered to exercise our skills and judgment. We also know that where there’s job satisfaction, employees bring the best of themselves to work: their engagement, their creativity and their strongest thinking. That makes for more innovation in any area of the business, including IT.
From the 2014 State of DevOps Report
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S C A R FSTATUS CERTAINTY AUTONOM
YRELATEDNESS
FAIRNESS
RELATIVE IMPORTANCE TO OTHERS
PREDICTING THE FUTURE
CONTROL OVER EVENTS
SAFETY WITH OTHERS
EQUITABLE EXCHANGES
Even a small amount of uncertainty generates an ‘error’ response in the orbital frontal cortex. This takes attention away from one’s goals, forcing attention to the error.
The act of creating a sense of certainty is rewarding.. Meeting expectations generates an increase in dopamine levels in the brain, a reward response.
Autonomy is the perception of exerting control over one’s environment; a sensation of having choices. An increase in the perception of autonomy feels rewarding.
Working in a team necessitates a reduction in autonomy. In healthy cultures, this potential threat tends to be counteracted with an increase in status, certainty and relatedness.
Relatedness involves deciding whether others are ‘in’ or ‘out’ of a social group. Whether someone is friend, or foe.
Positive social connections are a primary need; however, the automatic response to new social connections involves a threat.
The threat from perceived unfairness can be decreased by increasing transparency, and increasing the level of communication and involvement about business issues.
Establishing clear expectations in all situations – from a one-hour meeting to a five-year contract – can also help ensure fair exchanges occur. A sense of unfairness can result from a lack of clear ground rules, expectations or objectives.
Status is the most significant determinant of human longevity and health, even when controlling for education and income.
One’s sense of status goes up when one feels ‘better than’ another person. in this instance the primary reward circuitry is activated, in particular the striatum, which increases dopamine levels.
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Rewards
• Pride• Mastery• Autonomy• Joy• A sense
• of progress• of accomplishment• of meaningfulness• of choice• of purpose
• Altruism• Opportunity to shine
Intrinsic• Cash• Gift card/vouchers• Time off• Play• Flexible working hours• Clubs/trophies/awards• Praise/thanks/
compliments• Holidays/trips/hospitality• Payrise• Promotion/responsibility• Personal development• Qualifications
Extrinsic
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SCARF
STATUS
CERTAINTY
AUTONOMY
RELATEDNESS
FAIRNESS
Promotion/job-title, cash, awards, prizes, trips
Qualifications, contracts, voice at a higher table, project ownership
Leadership, ideas acted upon, showcasing success
Team based play, mentoring (both ways)
Voluntary work, increased transparency
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What does DevOps Culture Look Like?
Frictionless
Transparent
Innovative
Collaborative
SuccessfulSurviving
Thriving
Casual
Comfortable
Like home, family
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Not DevOps!
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Is the task
mostly routine?
Sta
rt H
ere
Yes
No
Can you increase the
task’s challenge or
variety, make it less routine or connect it to a larger purpose?
1. Offer a rationale for
why the task is necessary.
2. Acknowledge that the task is
boring.
3. Allow people to
complete the task in their
own way.
1. They offer praise and feedback
rather than things people can touch or
spend.
2. They provide useful
information rather than an
attempt to control.
Sure, I can do
that
That’s pretty hard
Concentrate on building a healthy, long-term
motivational environment that pays people fairly
and fosters
autonomy, mastery and
purpose.
Avoid “if-then” rewards in almost all circumstances.
Consider unexpected, non-contingent “now that” rewards. Rewards will be
more effective if:
Use rewards, even “if-
then” rewards, but be sure to:
When to Use
Rewards(from Daniel Pink’s ‘Drive’)
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"When a measure
becomes a target, it ceases
to be a good measure."
Charles Goodhart
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createautonomy
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createmastery
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createpurpose
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The Antimatter Principle
“How to encourage the emergence of a workplace in which people might feel warmly invited to give of their best, and find much joy in the simple act of working together, in the company of fellows.”
Bob Marshall
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Bob’s Design Principles
1. Attend to folks’ needs2. Do what’s needed – more more, no less3. Continually Evolve The Service with Quick Feedback and
Iterations4. Make It Optional5. Flow6. Build for Inclusion7. Understand Context8. Build Services, not Digital Services9. Derive Consistency From Need10. Make Things Open11. Build Improvement Into the Way the Work Works
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There is no silver bullet…
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1) Understan
d where you are
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2) Understan
d who you are
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3) Know
where you want to be
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4) Plan and
prioritise your workstreams
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5) Try things!
Change things!
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6) MEASURE!
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When people ‘do’ DevOps, what’s the most common
mistake you see them make?
#DevOpsFriday5
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“They spend too much time railing against why it won’t work instead of making it
work.”
Alan Shimel
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BeDevOpstastic
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