how devops propagates through an organisation
Post on 15-Apr-2017
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DevOpstastic
How DevOps PropagatesThrough an Organisation
Helen BealDevOpsologist@helenranger4
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What’s DIFFERENT about DevOps?
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ORGANISATIONSPareidolia
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ORGANISATIONSPareidolia(/pærɨˈdoʊliə/ parr-i-DOH-lee-ə) is a psychological phenomenon involving a stimulus (an image or a sound) wherein the mind perceives a familiar pattern of something where none actually exists.
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“Traditional” ITCIO
Head of Development Head of Operations
PMO/BAs Dev DBAs
The rest of the business
Test Security Release SupportInfrastructure
Silos, hand offs and a wall of confusion
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DevOps StartsCIO
Head of Development Head of Operations
PMO/BAs Dev DBAs
The rest of the business
Test Security Release SupportInfrastructure
DevOps often starts as grassroots thinking and can start anywhere
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ORGANISATIONSThe only constant is change.
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ORGANISATIONSWho is afraid of change?
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ORGANISATIONS
Who thinks others are afraid of change?
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"I have accepted fear as part of life, specifically the fear of change. I have gone ahead despite the pounding in the heart that says: Turn back."
Erica Jong
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ORGANISATIONS
Tip #1:Identify or self-identify (as) a change leader
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Role of Early Adopters
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• Engage early adopters in change planning activities• Assign them responsibility for some aspects of the plan• Give them a reason to get involved and get excited
Willingness to Change Management Action
13.5% of workers are early adopters and about 2.5% of early adopters are innovators who initiate change
Engage forward thinkers and empower them to serve as change agents
68% of workers will change with encouragement and proof that the change is worth the pain and effort
Provide a clear vision, training and proof of concept
16% of workers are naysayers who will view the change negatively and may never accept the change
Focus on the upper 84%
Source: Rogers. Diffusion of Innovations
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"I alone cannot change the world, but I can cast a stone across the waters to create many ripples."
Mother Teresa
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Are You a Change Leader?Level Capability Focus
1 Accepts Need for Change
At this level the change leader can publicly describe a change and persuasively defend the need for the change within the organization. The individual is able to tolerate ambiguity and create an open and receptive environment.
Level I change leaders can be successful working on small change initiatives when given clear direction and access to more experienced change leaders for advice and confirmation.
2 Defines/Initiates Change
This change leader can define a specific area where change is needed and can identify the leverage points for change in processes and work habits.
Level II change leaders can identify the need for and initiate change at the local level.
3 Manages Change
This change leader is able to define an explicit vision for change based on broad organizational visions. They will make the effort to deliver the message or refine a vision for change to everyone affected. This change leader is able to redirect individual or team approaches in the face of new opportunities and involve people in the change. At this level the change leader ensures the success of change through implementation of a communication strategy, the refinement of work and organizational design models, and the facilitation of staff development.
Level III change leaders are able to translate the vision of the organization into the context of a specific change initiative and bring this message to the entire organization.
4 Manages Complex Change
This change leader understands the cultural dynamics of the current state of an organization, including the hidden assumptions and the differences between the stated values and the values in practice. At this level the change leader is able to create a strategic practical course, balancing the current reality with the need for rapid adoption of the desired future reality.
Level IV change leaders are able to generate change in a productive vs. destructive way.
5 Champions Change
At this most strategic level, the change leader publicly challenges the status quo by comparing it to an ideal or a vision of change. This may cause a sense of crisis or imbalance. They support dramatic actions to implement the change effort. This change leader is responsive to and responsible for planning evolution, causing change, and transforming the organization.
Level V change leaders are asked to revolutionize organizations.
http://jimcanterucci.com/change-leader/
Over 68% of the respondents to an
online poll conducted by
Transition Management
Advisors seek their change leadership
education externally.
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"It may be hard for an egg to turn into a bird: It would be a jolly sight harder for it to learn to fly while remaining an egg."
CS Lewis
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DevOps SpreadsCIO
Head of Development Head of Operations
PMO/BAs Dev DBAs Test Security Release SupportInfrastructure
THE BUSINESS
For DevOps to make advances, executive sponsorship and increasing engagementwith the rest of the business needs to happen
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Organisational ChangeCIO
Head of Development Head of Operations
Product A Product B Product C Product D Security Release SupportInfrastructure
THE BUSINESS
Product E Product F Product G Product H
Product Owners
Arranging teams around product is a common initial step, not without its challenges.
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Organisational ChangeCIO
Head of Development Head of Operations
Product A Product B Product C Product D Security Release SupportInfrastructure
THE BUSINESS
Arranging teams around product is a common initial step, not without its challenges.
Product E Product F Product G Product H
Testers
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Organisational ChangeCIO
Head of Development Head of Operations
Product A Product B Product C Product D Security Release SupportInfrastructure
THE BUSINESS
Product E Product F Product G Product H
Developers
Arranging teams around product is a common initial step, not without its challenges.
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Organisational ChangeCIO
Change Run
Product A Product B Product C Product D Security Release SupportInfrastructure
THE BUSINESS
Renaming teams can support change. Some organisations build DevOps teams…
Product E Product F Product G Product H
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Organisational ChangeCIO
Change Run
Product A Product B Product C Product D
THE BUSINESS
Renaming teams can support change. Some organisations build DevOps teams…
Product E Product F Product G Product H
Security Release SupportInfrastructureDevOps
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Organisational ChangeCIO
Change Run
Product A Product B Product C Product D
THE BUSINESS
Antipattern?
Product E Product F Product G Product H
Security Release SupportInfrastructureDevOps
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ORGANISATIONSTip #2:Assemble Your A-Team
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Organisational ChangeCIO
Change Run
Product A Product B Product C Product D Security Release SupportInfrastructure
THE BUSINESS
Others embed Operations into the product development teams
Product E Product F Product G Product H
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"If you want to make enemies, try to change something.”
Woodrow Wilson
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Organisational ChangeCIO
Change RunProduct A Product B Product C Product D
THE BUSINESS
Others embed Operations into the product development teams
Product E Product F Product G
Security Release SupportInfrastructure
Product H
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ORGANISATIONSTip #3:Gain Executive Support
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How does culture change? A powerful person at the top, or a large enough group from anywhere in the organization, decides the old ways are not working, figures out a change vision, starts acting differently, and enlists others to act differently. If the new actions produce better results, if the results are communicated and celebrated, and if they are not killed off by the old culture fighting its rear-guard action, new norms will form and new shared values will grow. John Kotter
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ORGANISATIONSTip #4:Experiment
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ORGANISATIONSTip #5:Celebrate and Showcase
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DevOps ProliferatesCIO
Change RunProduct A Product B Product C Product D
THE BUSINESS
DevOps is an evolutionary and transformational movement
Product E Product F Product G
Security Release SupportInfrastructure
Product H
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“Culture eats strategy for breakfast.”
Peter Drucker
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What is your organisation’s evolutionary
purpose?
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“Clouds form and then go away because atmospheric conditions, temperatures, and humidity cause molecules of water to either condense or vaporize. Organizations should be the same; structures need to appear and
disappear based on the forces that are acting in the organization. When people are free to act, they’re able to sense those forces and
act in ways that fit best with reality.”
Chris Rufer
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“In an ecosystem, interconnected organisms thrive without one holding power over
another. A fern or a mushroom can express its full selfhood without ever reaching out as far into the sky as the tree next to which it grows. Through a complex collaboration
involving exchanges of nutrients, moisture, and shade, the mushroom, fern, and tree
don’t compete but cooperate to grow into the biggest and healthiest version of
themselves.”
Frederic Laloux
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Karpman Drama Triangle
Rescuer
Victim
Persecutor
I’m blameless
DenialI’m
good
I’m right
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Holacracy Health Triangle
Coach
Creator
Challenger
Here’s my proposal
EvolutionI’ll
support you
What are you going to do?
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Wilbur’s 4 Quadrants
Intentional ‘I’
Behavioral ‘It’
Social ‘It’sCultural ‘We’
Interior perspective
Exterior perspective
Indi
vidu
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pers
pect
ive
Colle
ctiv
e pe
rspe
cti
ve
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Applied to Organizations
From ‘Reinventing Organisations’ by Frederic Laloux
People’s beliefs and mindsets
People’s behavior
Organizational systems (structures, processes, practices)
Organizational culture
Interior perspective
Exterior perspective
Indi
vidu
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pers
pect
ive
Colle
ctiv
e pe
rspe
cti
ve
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“Hierarchical structures with non-hierarchical cultures – it’s easy to see that the two go together like oil and water. That is why
leaders in these companies insist that culture needs constant attention and continuous
investment.”
Frederic Laloux
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The power of context.
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Chris Jackson, Director Cloud Product Engineering
“The cost of experimentation is
too high with a waterfall model.”
“Challenging the approach to technology in a company as old as Morse Code is not always easy, but
helping to drive the transformation of our products and services from textbooks and publishing to a
digital education platform for the whole world is a compelling reason for me to push forward and keeps
me engaged each day.”
“I spent too long getting sucked into holy wars about the tools folks wanted to use to ‘do
DevOps’. Afterwards, I realised that everyone had missed the point and that we were just
substituting one kind of conflict for another.”
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DevOps isn’t just one person’s job… it’s everyone’s job.
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DevOps NirvanaCIO
Customer Innovation Management
Product A Product B Product C Product D
IT IS the business. Everyone is on board with the DevOps way of thinking.
Product F Product G Product H Product I
Product E
Product J
The Board
The
Busin
ess
Dashboards and automation alignment
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"Change is the process by which the future invades our lives."
Alvin Toffler
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Tips to Drive DevOps Proliferation1.Self identify2.Assemble Your A-Team3.Gain executive support4.Experiment5.Celebrate and showcase
REPEAT
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Be DevOpstastic
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