Creating High Performance teams by using a DevOps culture (FUG presentation)
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DevOps aims to foster collaboration between development and operations teams through shared culture, automation, measurement, and sharing. A DevOps transformation requires setting goals, gaining executive support, building pilot projects to test new processes, providing training to teams, and evangelizing the benefits of DevOps through communication. Key aspects include establishing a culture of open communication, shared risk, and failure leading to inquiry rather than blame. Starting small with pilot projects allows issues to be addressed before wide adoption.
Creating High Performance teams by using a DevOps culture (FUG presentation)
- 1. 1 Copyright © Serena Software 2015 Creating High Performance Teams by using a DevOps Culture 2013Mark Levy, Product Marketing Manager Mark Levy, Serena Software
- 2. 2 What is DevOps It isn’t: • Just tools • Just culture • Just dev and ops • A job description • Or another silo’d organization The DevOps Principles Culture Automation Measurement Sharing
- 3. 3 Why DevOps • Empowered, demanding customers • Increasing digital competition • Increased expectations of software Enables IT alignment by aligning development and operations roles and processes in the context of shared business objectives CONTROL Need to drive competitive advantage and respond to market needs Agile practices have increased the speed of engineering delivery Still ruled by a SLA’s, stability and an inherent resistance to change BUSINESS DEVELOPMENT OPERATIONS AGILITY CONTROL Broken
- 5. 5 • Deploy 30x more frequently with 200x shorter lead times • 60x fewer failures and recover 168x faster • Lean management and continuous delivery practices • Greenfield or legacy. • IT managers play a critical role • Diversity Matters • A better place to work! What is a High Performance IT CONTROL Deployment pain can tell you a lot about your IT performance
- 6. 6 What is DevOps Culture • Shared values and behaviors • There’s no right culture for DevOps, but there are characteristics: – Open communication – Alignment – Flexible – Collaborative – Respect and Trust • If your organization isn’t these things, you have to build them
- 7. 7 Organizational Cultures How Organizations Process Information Pathological Power oriented Bureaucratic Rule oriented Generative Performance oriented Low cooperation Modest cooperation High cooperation Messengers shot Messengers neglected Messengers trained Responsibilities shirked Narrow responsibilities Risks are shared Bridging discouraged Bridging tolerated Bridging encouraged Failure leads to scapegoating Failure leads to justice Failure leads to inquire Novelty crushed Novelty leads to problems Novelty implemented
- 8. 8 Shared Risk and High Cooperation • Self-service deployments • You built it, you run it • You build it, you deploy it • If I’m awake your awake • Developers on call • Warranty periods • Facebook’s push karma
- 10. 10 • Team members are accountable but not responsible • Foster complete transparency • Focus on the situational aspects of the failure’s mechanism and decision making process • Capture a detailed account without fear of punishment or retribution • What happened and how to improve (Agile Retrospective) • Start doing • Stop doing • Continue doing Messengers Trained: Failure Leads to Inquiry Blameless Post Mortems
- 11. 11 Transforming Your Organization to DevOps Setting Goals Gaining Executive Support Building Pilot Projects Training and Prioritization Outreach And Evangelism
- 12. 12 Setting Goals Get agreement up front on the metrics Give the goals a timeline Ensure goals are measureable and support the business Understand the primary goal of the business Go ask the business
- 13. 13 Goal Examples Reduce time-to- market for new features from quarterly to monthly. Reduce the time it takes to deploy a software release from 12 hours to 90 minutes. Increase the percentage of defects detected in testing before production release by 80 percent. Increase service availability from 98 to 99.9 percent
- 14. 14 Key 2: Gaining Executive Support
- 15. 15 • The right goals will get buy in • Your DevOps transformation will need some people, some budget, some time • You may have to move people around, or change their workloads Air Cover
- 16. 16 • It’s tempting to just go for it and hope for the best • In some organizations this definitely works! • In others, you’ll want someone to help cut through red tape and make resources available Skunkworks
- 17. 17 Silos • Exist for reasons • Based on “Silos of Excellence” with Management oversight • Primary focuses on policies, systems and structures • Secondary focus on people, principals and values • Batch and Queue model • Has to be addressed in a constructive Manner
- 18. 18 • Prominent team members that people look up to • Look for informal lines of influence • “Let’s see what Bob thinks of that” or “We should ask Jane” Non-Executive Influencers Look for the People Everyone Wants on Their Team
- 19. 19 19 The Role of Management in a DevOps Transition • Workload prioritization • Influence on external teams – “Who do I have to talk to to make this happen?” • Managing personnel issues – Orgs in transition may end up moving people to new teams, changing someone’s role drastically, letting people go, or other scary things • You want someone respected in your organization to back your project • Getting top down alignment
- 20. 20 Key 3: Building Pilot Projects
- 21. 21 • CAMS • Creating a Culture • Building Automation • Measuring all the Things • Sharing What Happens If these aren’t natural to your team, you need a place to practice Why a Pilot?
- 22. 22 • Management support • Start small, but deep • Flush out all the gnarly bumps in the road • Starting small is: • less expensive • Is not a threat • Can be called an experiment • Representative of real work Picking A Pilot
- 23. 23 • Teams that are open to experimentation • Working with modern platforms – Programming language, OS version – Also interfaces – loosely coupled upstream and downstream • Brand new, greenfield is good but legacy will work also • Established projects with a new release are too! • What Makes a Good Pilot
- 24. 24 Key 4: Training and Prioritization
- 25. 25 • Train everyone • On new tools, on new workflows, new patterns and best practices • Training is part of sharing • Internal DevOpsDays • Host a DevOps Safari • Team members joins the DevOps team for a couple of weeks “People do not truly believe in new things unless they have actually experienced it”…Machiavelli Training
- 26. 26 Moving Workloads • The folks who have to learn new things have to have time to do it • Some of their current work will have to be deprioritized or moved • Everyone on the team should get a chance to do new stuff – don’t leave someone behind to maintain the old stuff alone
- 27. 27 • Don’t kill anyone for DevOps • It takes time to learn new processes and tools, no matter how excited the team is about it • Your entire project will take time as well Setting Expectations
- 28. 28 • Any change has effects on the organizations involved • It’s likely that adoption and enthusiasm will not be universal • Up to management to incentivize, reward • Make the hard decisions about an individual’s future with the group Helping the Lost or Disgruntled
- 29. 29 • No • Expecting brand-new individual contributors to change your culture is a losing proposition • Organizational change can be created with new leadership – Still requires influence, credibility, the right person Hiring for DevOps?
- 30. 30 • Split and Seed • Add more teams quickly • Each team has someone with DevOps Experience • Grow and Split • You don’t have to destroy an existing team • Team members feel more continuity • Internal Coaching • Well running teams do not need to be split • Coaching can be hand selected for new teams • Coaches can be moved from team to team Patterns for Spreading DevOps
- 31. 31 Key 5: Outreach and Evangelism
- 32. 32 • Talk about the New Awesome! • Internally • Externally • All the time • Show KPIs that support the change • Tell your story with data • Use different venues • Brown bags sessions, formal workshops, larger talks, All-Hands • Documents, video, graphs! Showing Off
- 33. 33 If you feel like you’re talking about it too much, you’re probably just about right Over Communicate
- 34. 34 • It will take time • Some will be experimental • You won’t do it perfectly the first time Having Patience
- 35. 35 • Aspire to create a generative culture • Align with the business and set measurable goals • Get an executive sponsor on board • Pick the right pilot • Train and prioritize the teams • Communicate and share In Summary
- 36. 36 References
- 37. 37 37 Thank You