DevOpsDaysRiga 2018: Joep Piscaer - Reducing inertia with Public Cloud and Open Source software is the key to a succesful DevOps transition
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The document outlines a framework for building autonomous, multidisciplinary teams that focus on business outcomes rather than functions, emphasizing the importance of team autonomy, flow, and simplicity. It highlights the need for low-friction infrastructure, self-service resources, and short feedback loops to eliminate waste and improve efficiency. Additionally, it describes a decentralized approach to IT management that encourages collaboration and shared expertise across teams.
DevOpsDaysRiga 2018: Joep Piscaer - Reducing inertia with Public Cloud and Open Source software is the key to a succesful DevOps transition
- 2. Hello, I’m Joep Piscaer Technical Pathfinder @jpiscaer #DODR2018 #DevOpsDaysRiga
- 3. 3 concepts • Autonomy • Flow • Simplicity Solve inertia of • Team culture • Finance • Infrastructure
- 4. Autonomous & multidisciplinary Teams • Independently develop and release into production • Have all the skills, roles and tools to reach team goal and mission • Don’t hide behind cultural inertia and defense mechanisms • Operate outside comfort zone • Responsible for a business outcome, not a business function
- 5. Align tech systems along organizational boundaries • Align systems with teams • Take ownership of system • Break down dependencies • Loose coupling reduces complexity • Take advantage of Conway’s Law
- 6. Organize in cherries • Building block of the agile organization • Technologically adjacent teams form tribes • Work and solve similar issues together reduce ripple effect to smaller, less complex scale • Teams are small, 5-8 members • Do by-the-book scrum Scrum teams Cell Team lead Product owner Aligned to a tech domain
- 7. Ownership gives freedom • Freedom gives bottom-up choice • No forced usage of central IT resources (infrastructure, software) • Choose your own resources • Different teams choose differently
- 9. Software: Buy or Build? Use COTS In a standard way As intended Customization is loosely coupled Or develop completely custom
- 10. Infrastructure in the value stream • Cloud and Infra expertise embedded in the value stream • Infra is not the biggest bottleneck in the pipeline anymore • Work on business outcome (speed, value), not ’central IT’ function (cost control) • Unfit infrastructure, wasteful handovers, bureaucratic ticketing system and slow approval gates annihilated
- 11. Think small • Single unit flow through the pipeline • Short feedback loop with immediate result • No batch processing of commits • Minimal amount of work-in-progress • No code waiting to go to production • Nothing stuck in the pipeline • No unused artifacts produced • No context switching for developer • No loss of information during handover • But only where it makes sense
- 12. Preventing re-work fail small and learn immediately • Team is responsible for running code in production • All operational aspects, maintenance, roadmap • Code is tested thoroughly before release • Team does investigation, mitigation and post-mortem • Feedback into pipeline to prevent and improve • Incentivizes ’first time right’ and quick remediation
- 13. Expertise in Chapters • Could call them Pathfinders • Experts in their field • Coaching and Learning as primary output • Team Leads gravitate to soft skills • Pathfinders gravitate to hard skills • Pathfinders lead Guilds and Chapters • Are not HR-responsible • Play a big part in technical overview (‘architecture’) • Lead the bigger initiatives
- 14. ‘Central IT’ is a decentralized guild • Manage the end-to-end collection of connected simplicities ( ‘architecture’) • Standardize design patterns and cloud consumption across teams (‘operation’) • Safeguard non-functional aspects • Cost optimization (buy as a group) • Identity & Access Management • Observability & Monitoring • Security, compliance • Performance • Reliability • Risk management (lock-in)
- 15. Pick one or two to take with you Build autonomous & multidisciplinary Teams in ‘Cherry’ structure That are responsible for a business outcome, not a business function Who’ll align tech systems along organizational boundaries break down dependencies and think small Have infra & cloud expertise embedded in the value stream Who will not use unfit infrastructure, wasteful handovers, bureaucratic ticketing system and slow approval gates Because they are responsible for running code in production And want minimal re- work and errors (‘first time right’ and ‘fail small’) ‘Central IT’ is a decentralized guild Pathfinders lead Chapters Which manages architecture as a collection of connected simplicities Help standardize design patterns and cloud consumption across teams And safeguard non- functional aspects Tweet me your fairytale story @jpiscaer