how to lead a successful devops transformation
TRANSCRIPT
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How to Lead a SuccessfulDevOps Transformation
Helen Beal@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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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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ORGANISATIONSChange Agents
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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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ORGANISATIONSDevOps “Management”
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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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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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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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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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“The most exciting breakthroughs of the twenty-first century will not occur because of
technology, but because of an expanding concept of what it
means to be human.”
John Naisbitt
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Typology of Organisational Culture (Westrum, 1994) PathologicalPower-oriented
BureaucraticRule-oriented
GenerativePerformance-oriented
Low cooperation Modest cooperation High cooperationMessengers shot Messengers neglected Messengers trainedResponsibility shirked Narrow responsibilities Risks are sharedBridging discouraged Bridging tolerated Bridging encouragedFailure leads to scapegoating
Failure leads to justice Failure leads to inquiry
Novelty crushed Novelty leads to problems
Novelty implemented
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How to Create a Generative CultureCharacteristics of
a Generative Culture
DevOps Practices
High cooperation Cross-functional Teams. Many organisations create cross-functional teams that include representatives from each functional area of the software delivery process. This allows everyone to share the responsibility for building, deploying and maintaining a product.
Messengers trained Blameless Postmortems. By removing blame, you remove fear, you enable teams to more effectively surface problems and solve them. Mistakes happen. Holding blameless postmortems is a valuable way to learn from mistakes.
Risks are shared Shared responsibility. Quality, availability, reliability and security are everyone’s job. One way to improve the quality of your services is to ensure that devs share responsibility for maintaining their code in production. The improvement in collaboration that comes from sharing responsibility inherently reduces risk. With more eyes on the software delivery process, it’s a given that some errors in process or planning will be avoided. Automation reduces risk and, with the right tool choice, can enable collaboration.
Bridging encouraged Breaking Down Silos. In addition to creating cross-functional teams, techniques for breaking down silos can include co-locating ops with the dev team, including ops in planning throughout the software delivery lifecycle, and implementing ChatOps*.
Failure leads to inquiry Blameless Postmortems. Our response to failure shapes the culture of an organisation. The more you focus on the conditions in which failures happen, as opposed to blaming individuals for failures, the closer you’ll get to creating a generative culture.
Novelty implemented Experimentation Time. Giving employees freedom to explore new ideas can lead to great outcomes. Some companies give engineers time each week for experimentation. Others host internal hack days or mini-conferences to share ideas and collaborate. This is how many new features and products have originated, and it shows how much value employees can generate for an organisation when they are released from habitual pathways and repetitive tasks.
Jesse Newland, “ChatOps at GitHub” March 26 2013
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‘Reinventing Organisations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness’
By Frederic Laloux
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ORGANISATIONSServant Leaders
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Stages of Organisational Consciousness
100,000 years ago 50,000 years ago NOW
InfraredMagenta
Red
Amber
Orange
Green
Teal
From ‘Reinventing Organisations’ by Frederic Laloux
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Organisational EvolutionStage Typified by Current
ExamplesKey
BreakthroughsGuiding
Metaphor
REDConstant exercise of power by chief to keep troops in line. Fear is the glue of the organisation. Highly reactive, short-term focus. Thrives in chaotic environments.
• Mafia• Street Gangs• Tribal militia
• Division of labour• Command
authority
Wolf pack
AMBERHighly formal roles within a hierarchical pyramid. Top-down command and control (what and how). Stability valued above all through rigorous processes. Future is repetition of past.
• Catholic church• Military• Most government
agencies• Public school
systems
• Formal roles (stable and scalable hierachies)
• Processes (long-term perspectives)
Army
ORANGEGoal is to beat competition, achieve profit and growth. Innovation is key to staying ahead. Management by objectives (command and control on what; freedom on the how).
• Multinational companies
• Charter schools
• Innovation• Accountability• Meritocracy
Machine
GREENWithin the classic pyramid structure, focus on culture and empowerment to achieve extraordinary employee motivation.
• Culture driven organisations (e.g. Southwest Airlines, Ben & Jerry’s…)
• Empowerment• Values-driven
culture• Stakeholder
models
Family
TEALSelf-organising and self-managed teams with coaches when needed. Coaches do not have P&L responsibility or managerial authority.
• Spotify, FAVI, Morning Star, Waterstones
• Trusting those doing the job
• Autonomy, mastery and purpose
SystemFrom ‘Reinventing Organisations’ by Frederic Laloux
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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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TED Talk:Brian Robertson of Holacracyhttp://www.holacracy.org/outvoting-the-low-voltage-light/
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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
al
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
al
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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StructureOrange Practices Teal Practices
1. Organisation Structure Hierarchical pyramid - Self-organising teams- When needed, coaches (no P&L
responsibility, no management authority) cover several teams
2. Coordination Coordination through fixed meetings at every level (from executive team downward), often leading to meeting overload
- No executive team meetings- Coordination and meetings mostly ad
hoc when needs arise
3. Projects Heavy machinery (program & project managers, Gantt charts, plans, budgets, etc.) to try and control complexity and prioritise resources
- Radically simplified project management
- No project managers, people self-staff projects
- Minimum (or no) plans and budgets, organic prioritisation
4. Staff Functions Plethora of central staff functions for HR, IT, purchasing, finance, controlling, quality, safety, risk management, etc.
- Most functions performed by teams themselves, or by voluntary task forces
- Few staff remaining have only advisory role
From ‘Reinventing Organisations’ by Frederic Laloux
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Human ResourcesOrange Practices Teal Practices
1. Recruitment Interviews by trained HR personnel, focus is on fit with job description - Interviews by future colleagues, focus is on fit with organisation and with purpose
2. Onboarding (Mostly administrative onboarding process) - Significant training in relational skills and in company culture- Rotation programs to immerse oneself in the organisation
3. Training - Training trajectories designed by HR- Mostly skill and management training
- Personal freedom and responsibility for training- Critical importance of common training that everybody attends
4. Job Titles and Job Descriptions
Every job has job title and job description - No job titles- Fluid and granular roles instead of fixed job descriptions
5. Individual purpose (It’s not the organisation’s role to help employees identify their personal calling)
- Recruitment, training, and appraisals used to explore juncture of individual calling and organisational purpose
6. Flexibility and time commitment
- Honest discussion about individual time commitment to work vs. other meaningful commitments in life
- High degree of flexibility in working hours, as long as commitments are upheld
7. Performance Management - Focus on individual performance- Appraisals established by hierarchical superior- Appraisal discussion aims for objective snapshot of past
performance
- Focus on team performance- Peer-based processes for individual appraisals- Appraisal discussion turned into personal inquiry into one’s learning journey
and calling
8. Compensation - Decision made by hierarchical superior- Individual incentives- Meritocratic principles can lead to large salary differences
- Self-set salaries with peer calibration for base pay- No bonuses, but equal profit sharing- Narrower salary differences
9. Appointment and promotions
- Intense jockeying for scarce promotion leads to politics and dysfunctional behaviour
- Silos – every manager is king of his castle
- No promotions, but fluid rearrangement of roles based on peer agreement- Responsibility to speak up about issues outside of one’s scope of authority
10. Dismissal - Boss has authority (with JR approval) to dismiss a subordinate- Dismissal mostly a legal and financial process
- Dismissal last step in mediated conflict resolution mechanism- In practice very rare- Caring support to turn dismissal into a learning opportunity
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TED Talk:Dan Pink on Motivationhttp://www.ted.com/talks/dan_pink_on_motivation
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Daily LifeOrange Practices Teal Practices
1. Office Spaces - Standardised, soulless professional buildings- Abundant status markers
- Self-decorated, warm spaces, open to children, animals, nature- No status markers
2. Meetings (Many meetings but few meeting practices) - Specific meeting practices to keep ego in check and ensure everybody’s voice is heard
3. Decision-making - High up in the pyramid- Any decision can be invalidated by hierarchical superior
- Fully decentralised based on advice process (or on holacratic decision-making mechanisms)
4. Conflicts (Conflict often glossed over, no conflict resolution practices) - Regular time devoted to bring to light and address conflicts- Multi-step conflict resolution process- Everyone trained in conflict management- Culture restricts conflict to the conflicting parties and mediators; outsiders are
not dragged in
5. Information Flow - Information is power and is released on a need-to-know basis- Secrecy toward the outside world is the default position
- - All information available in real-time to all, including about company financials and compensation
- Total transparency invites outsiders to make suggestions to better bring about purpose
6. Values (Values often only a plaque on the wall) - Clear values translated into explicit ground rules of (un)acceptable behaviours to foster safe environment
- Practices to cultivate discussions about values and ground rules
7. Reflective Spaces - Quiet room- Group meditation and silence practices- Large group reflection practices- Team supervision and peer coaching
8. Mood Management - Conscious sensing of what mood would serve the organisation’s purpose
9. Community Building - Storytelling practices to support self-disclosure and build community
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Major Organisational Processes
Orange Practices Teal Practices1. Purpose (No practices to list to the purpose; self-preservation against
competition is the key driver of decision-making)- Organisation is seen as a living entity with its own evolutionary purpose- The concept of competition is irrelevant; “competitors” are embraced to pursue
purpose- Practices to listen into the organisation’s purpose
- Everyone’s a sensor- Large group processes- Meditations, guided visualisations etc- Responding to outside prompting
2. Strategy Strategy course charted by top leadership - Strategy courses organically from the collective intelligence of self-managing employees
3. Innovation and Product Development
- Outside in: customer surveys and segmentation define the offer- Client needs are created if necessary
- Inside out: offer is defined by purpose- Guided by intuition and beauty
4. Supplier Management Suppliers chosen based on price and quality - Suppliers chosen also by fit and purpose
5. Purchasing and Investments
- Authorisation limits linked to level in hierarchy- Investment budgets steered by top management
- Anybody can spend any amount provided advice process is respected- Peer based challenging of team’s investment budget
6. Sales and marketing - Brands positioned to fit consumer segmentation (outside in)- Sales force driven by targets and incentives
- Marketing as a simple proposition: this is our offer to the world (inside out)- No sales targets
7. Planning, Budgeting and Controlling
- Based on “predict and control”- Painful cycles of mid-term planning, yearly and monthly budgets- Stick to the plan is the rule, deviations must be explained and gaps
closed- Ambitious targets to motivate employees
- Based on “sense and respond”- No or radically simplified budgets, no tracking of variance- Workable solutions and fast iterations instead of searching for “perfect”
answers- Constant sensing of what’s needed- No targets
8. Environmental and Social Initiatives
- Money as extrinsic yardstick: Only if it doesn’t cost too much initiate- Only the very top can begin initiatives with financial consequences
- Integrity as intrinsic yardstick: What is the right thing to do?- Distributed initiative taking, everyone senses the right thing to do
9. Change Management - Whole arsenal of change management tools to get organisation from A to B
- (“Change” no longer a relevant topic because organisation constantly adapts from within)
10. Crisis Management - Small group of advisors meet confidentially to support CEO in top-down decision making
- Communication only when decision is made
- Everyone involved to let the best response emerge from the collective intelligence
- If advice process needs to be suspended, scope and time of suspension is defined
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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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