digital_transformation_done_right_devopsgroup.pdf
- 1. 1 Digital Transformation Done Right How to implement enterprise transformation and DevOps: an introduction to DevOpsGroup’s Adaptive ITTM Framework. WHITEPAPER
- 2. 2 Contents Executive Summary Why is transformation necessary? How can DevOps help? The Adaptive IT Framework Strategy Organisation Culture Ways of working Technology Finding your way to transform Who are DevOpsGroup? Reading List Appendix “ “ When digital transformation is done right, it’s like a caterpillar turning into a butterfly, but when done wrong, all you have is a really fast caterpillar. George Westerman Principal Research Scientist with the MIT Sloan Initiative on the Digital Economy 3 4 7 11 12 17 20 23 26 31 32 33 35
- 3. 3 Executive Summary All the books, case studies and keynote talks about digital transformation point to one common theme: it’s hard. Yet organisations must adapt to the demands of the digital economy or risk becoming obsolete. To undergo digital transformation, you must first create a flexible, adaptable IT capability. At DevOpsGroup, we help organisations achieve this via DevOps – a concept which synthesises ideas such as Agile software development and Lean IT with new automation techniques to create an effective model for IT delivery. Based on our experiences with both enterprises and scale-ups, we’ve built the Adaptive ITTM Framework. It helps businesses understand where they need to make changes, and how. This paper introduces key aspects of the model.
- 4. 4 Surviving disruption Digital transformation has become a boardroom buzzword. And that’s both good and bad. It’s good to see it on the corporate agenda. But as the term gets bandied around the board table, there’s a risk that people will lose sight of what it really means and why it’s needed. So, let’s briefly consider the ‘why’ of transformation before looking at the ‘how’. Adoption of digital technologies has escalated and accelerated both in the home and in business in recent years. This has driven an unprecedented surge in people’s use of digital services like social media and e-commerce. As these have become ingrained in everyday life, it has led to ever-increasing expectations surrounding the user and customer experience. From a commercial perspective, three key factors related to this – smartphones, savvy customers and Why is transformation necessary?
- 5. 5 cloudcomputing–haveconverged to create a volatile business environment. We’re in the throes of a digital storm which demands entirely new ways of thinking and working. Not all organisations will survive the disruption. In fact, high-profile business casualties are hitting the headlines with alarming regularity. Three key factors behind the need to transform 1. The rise of the smartphone ‘There’s an app for that’ has become a slogan of the digital age. Yet whilst creating a smartphone application is relatively simple in itself, ensuring it has access to the necessary data and backend systems to offer a meaningful service is not. Many common enterprise applications like Customer Relationship Management, Enterprise Resource Planning and finance systems pre-date smartphones (and in some cases the worldwide web). So, they lack the application programming interfaces (APIs) needed to interact with them easily. Extending, rewriting or replacing such systems to add APIs places enormous pressure on legacy technologies and legacy ways of working. This can lead to dissatisfaction, and a perception that the IT department can’t meet contemporary needs. The business landscape is changing more rapidly than ever before. Only 8% of CEOs believe their current business model will survive digital disruption. McKinsey 2018 8%
- 6. 6 2. Demanding demographics With Millennials heading towards their 40s and Gen Z entering adulthood, customer profiles are changing rapidly. This is equally true for business-to-business and business-to-consumer organisations. These digital natives grew up with PCs and highspeed internetaccessinthehome.Theirpersonaluseofdigital technology expanded with the rise of smartphones and tablets. And their technological expectations of employers, retailers and service providers are high. An underlying expectation of ease and immediacy characterises these demographics. They expect to move seamlessly between physical and online experiences across multiple devices. And they expect the products, services and applications they use to keep up with their needs through a regular cadence of new features. 3. Cloud computing While the demands and expectations of customers and employees introduce new challenges, it’s cloud computing that is having the most profound impact on the IT department. Cloud computing extends beyond the technology that enables on-demand access and easier configuration of technical resources. It’s not just about learning to operate in a new environment: it demands an entirely new mindset. Furthermore, cloud fundamentally changes the economic model upon which traditional corporate IT was built. Computing resources have become more ubiquitous, affordable and easier to use, reducing the need for a centralised management function. Combined with the previous two factors, this is causing an existential crisis in IT.
- 7. 7 How can DevOps help? Achieving meaningful change As it stands, IT is no longer fit for purpose in many organisations. The world has changed, so business must change – and keep changing – to retain its role and relevance with customers. IT is critical here, but it can only make a meaningful difference if it shifts from ‘service provider’ to ‘strategic business enabler’. Achieving this is the central goal of transformation. In the digital economy, business strategy and IT strategy need to work symbiotically and synergistically. In this way, the business can adapt to dynamic customer demands, thereby earning competitive differentiation and commercial advantage. But it’s not an easy transition to make, especially in large enterprises with deeply embedded ways of working.
- 8. 8 What is DevOps? At the most basic level, DevOps is a portmanteau of DEVelopment (conceiving and creating ideas for software components) and OPerationS (the administration of IT processes and services). The core goal is to unite Dev and Ops in value streams aligned to business and customer need. DevOps is a response to the perceived weaknesses of traditional operational models optimised according to role and characterised by technological silos. Some of these – such as PRINCE2 and ITIL – are more than 20 years old. They pre-date innovations such as cloud, infrastructure as code, software defined networking, improved version control and collaboration tools. Developers, testers, database administrators and systems administrators focus solely on their own aspects of the process, then hand off to somebody else. Businesses that optimise application development and service delivery in this way face challenges when trying to achieve higher rates of change. With DevOps, concepts including Agile, lean, systems thinking and the theory of constraints converge to create a new model emphasising fast flow of work across the entire application and product lifecycle. For a more detailed introduction to DevOps, read our online guide: What is DevOps? INSIGHTS
- 9. 9 This is where DevOps can help. It’s a response to the crisis facing corporate IT. And it’s a proven way to drive transformation and instil more adaptive, agile processes. Ultimately, it delivers tangible and measurable business performance improvements. The DevOps movement first took off in 2009 and was initially the province of high- profile digital leaders like Google, Netflix and Etsy. More recently, the approach has been embraced by traditional enterprises such as CapitalOne, Target and Barclays. They’ve enjoyed notable gains, which have helped tip DevOps from the ‘early adoption’ to the ‘early majority’ phase of uptake. With this new maturity comes a shift in buyer attitude. Early adopters were content to construct DevOps methodologies and build toolchains from disparate open source products. This next phase of uptake is more pragmatic and cautious in nature. Today’s DevOps adopters want expert guidance and proven methodologies to inform their journey. DevOpsGroup has stepped up to fill this gap with our Adaptive ITTM Framework (see Fig 1). It draws on our own learnings from helping organisations implement DevOps ways of working as well as established best practice principles and case studies. And it outlines key factors which need to be addressed so the business can change and pivot quickly to meet shifting needs in the digital economy. “ “ DevOps lowers internal transaction costs, flattens hierarchies and makes the IT function more responsive. This empowers the wider organisation to constantly adapt to the everchanging needs of external customers.
- 10. 10 Copyright © 2019 DevOpsGroup www.DevOpsGroup.com Strategy Working backwards from the customer Organisation From project to product Business performance measures Employee satisfaction Lead time, deployment frequency MTTR, change failure rate, availability Customer satisfaction Culture Unlock the power of your people Ways of Working Iterative value delivery Technology Automate to accelerate Measures Leadership Objectives Metrics Ecosystems Products Teams Psychological Saftey Learning Autonomy Systems Thinking Lean Agile Cloud Platforms Automation Fig 1: The Adaptive ITTM Framework, devised by DevOpsGroup to convey the depth and breadth of factors that need to be addressed during enterprise scale transformation.
- 11. 11 The Adaptive ITTM Framework ThefivepillarsofourAdaptiveITTM Frameworkrepresent core areas which impact an organisation’s ability to change: 1. Strategy 2. Organisation 3. Culture 4. Ways of Working 5. Technology Each pillar comprises three key segments or critical success factors. Our work with clients, combined with knowledge of proven DevOps best practice, indicates that these areas play a fundamental role in transformation success. The way they are handled has a significant bearing on how readily the IT function can change and pivot, enabling the wider organisation to adapt to evolving customer demands. As you can see, technology is just one aspect of the framework. What’s more, it’s on an equal footing with business strategy as well as human factors such as culture. It’s only by taking a holistic approach which acknowledges all five areas that an organisation can drive meaningful transformation which delivers measurable long-term business improvements. We’ll touch on each of the pillars here to give a snapshot of how they work synergistically to foster transformation..
- 12. 12 Focus on customer outcomes Tactic: Working backwards from the customer Success metric: Customer satisfaction Leadership Fundamentally, transformation is about achieving customer-centricity. For many organisations, that means existing processes surrounding innovation and service delivery need to be turned on their head. This can be painful, and success is heavily reliant on C-suite buy-in. According to McKinsey in How to beat the transformation odds1 , when senior leaders model behaviour changes they’re asking employees to make, transformation is 5.3 times more likely to succeed. Strategy Leadership Objectives Metrics
- 13. 13 Five traits of transformational leaders DevOps influencers regularly draw on the work of change management experts Rafferty and Griffin and their five dimensions of transformational leadership: 1. Vision: The expression of an idealised picture of the future based around organisational values. 2. Inspirational Communication: The expression of positive and encouraging messages about the organisation, and statements that build motivation and confidence. 3. Supportive Leadership: Expressing concern for followers; taking account of individual needs. 4. Intellectual Stimulation: Enhancing employees’ interest in, and awareness of problems, and increasing their ability to think about problems in new ways. 5. Personal Recognition: The provision of rewards such as praise and acknowledgement of effort for achievement of specified goals. If you’re in the early stages of digital transformation, Accelerate2 by Forsgren, Humble and Kim is a good read and looks at this in more detail. INSIGHTS
- 14. 14 That’s because the behaviour of senior business leaders sets the stage for everyone else. Their attitude is particularly important when the business encounters the obstacles that will inevitably arise. Encouraging people to tackle problems with grit and tenacity, instead of allowing them to halt progress, is essential. At the same time, a leadership mindset must be nurtured throughout the organisation. Enterprise transformation is too much for one person or team to handle, so devolve responsibility. Allow subject matter experts to make decisions pertinent to their roles. Objectives Everybody impacted by the changes needs to clearly understand the rationale behind them. It’s easy to lose sight of this, but regardless of how complex the transformation becomes, it should be rooted in a simple, comprehensible goal. Most of the time this will be a variation on ‘excite and delight our customers with products and services that they really need’. Use language that people are familiar with, then position it in a way that is relevant and geared towards a tangible outcome. The OKR (Objectives and Key Results)3 method popularised by Google is an effective way to tackle ambitious transformation goals. Organisational objectives are purposefully aligned with those of teams and individuals, encouraging people to stretch capabilities and aim high. When senior leaders model behaviour changes they’re asking of employees success is 5.3x more likely. McKinsey in How to beat the transformation odds 5.3x
- 15. 15 Fig 2 – Presenting the outputs versus outcomes concept - Harvard Business Review - https://hbr.org/2012/11/its-not-just-semantics-managing-outcomes
- 16. 16 Metrics The overarching goal of the business strategy has to be customer satisfaction. To measure this effectively, you need to focus on outcomes, rather than outputs. That means figuring out how your actions change or enrich customer experiences. It’s not about what you do so much as the benefits it delivers. This can be a complex matter to convey to team members, especially in sectors such as financial or business-to-business services. It might be helpful to use an example from a different sector to present the concept in an accessible way. Take a look at Figure 2 which considers how the outputs of a highway construction company translate into meaningful outcomes for drivers. Ultimately, outcomes need to be measured effectively so that activity can be managed more strategically, enabling customer satisfaction rates to get better and better over time.
- 17. 17 Lifecycle accountability Tactic: Projects to products Success metric: Business performance measures Ecosystems Traditional organisations are built around the linear metaphor of the product line, with clear delineations between supplier, company and customer following a unidirectional flow of value. However, in modern organisations things are not so clear cut. A more appropriate metaphor for the 21st Century organisation is that of the ecosystem – a complex community of internal and external individuals and organisations. The different elements both compete and cooperate to create value. Organisation Ecosystems Products Teams
- 18. 18 This lends itself to more fluidity in the way organisations source skills, knowledge and expertise, enabling them to rethink the boundaries between what is held in-house and outsourced. Largescale, functional outsourcing and offshoring has become a contentious topic in IT circles. However, a more nuanced approach blending insourcing and nearshoring offers a way to inject specialist skills and services when and where they are needed for rapid, customer-driven IT innovation. Products The shift in software delivery and operations from transient, project-led models to long-lived, product- centric approaches is a core tenet of DevOps. Multiskilled teams take full responsibility for products within a defined lifecycle, from inception to retirement. This needs to be proactively managed to ensure each product delivers maximum value (effectiveness) and minimal total cost of ownership (efficiency). Working in this way focuses everyone’s attention and effort on the product’s target outcome, which must be measurable and geared toward delivering customer value. It fosters a collaborative spirit where the team holds collective responsibility for success. This approach also facilitates more strategic decision making about the investment of time and budget. Product portfolios can be plotted onto a matrix which determines each product’s relative value, thereby informing decisions about where to prioritise DevOps efforts. “ “ Organisations need to understand what their customers value and align their people, processes and technology to delight them.
- 19. 19 Teams Organisations like Google, Amazon and Netflix have demonstrated that aligning people to a specific service which delivers customer outcomes enables better adaptability. However, efforts to do this within a linear production model can result in long wait times which compromise productivity. Constraints related to physical infrastructure, manual testing and deployment make it difficult to combine multiple roles effectively within a traditional team structure. Advances in cloud technology and automation reduce wait times and enable closer alignment between different functional roles in a team. Amazon famously works to the concept of ‘Two Pizza Teams’. If it takes more than two pizzas to feed a team, it’s too big. These product teams have the accountability and authority to deliver customer outcomes and comprise all the necessary roles to achieve their goals. Wider capabilities that they depend on, such as cloud infrastructure, are provided on a self-service basis.
- 20. 20 Alignment and empowerment Tactic: Unlock the power of your people Success metric: Employee satisfaction Psychological safety Google’s research into what makes a great team (codenamed ‘Project Aristotle’) identified that the most important team dynamic was that of ‘psychological safety’4 . Or, as Harvard Professor Amy Edmondson puts it, “a shared belief held by members of a team that the team is safe for interpersonal risk taking.”5 This is a rich and diverse area, which is continually evolving as behavioural science breaks new ground. However, for the purposes of this paper there is one key takeaway: psychological safety is critical for Culture Psychological safety Learning Autonomy
- 21. 21 building trust, and trust is critical for high performance. Transformation is hard on employees. It pushes them out of their comfort zone and forces them to adopt unfamiliar processes. They can feel exposed, uncertain and resistant. Steps need to be taken to turn this around and bring out the best in people. They need to feel energised and inspired to stretch their capabilities and try new things. Much of this comes down to communication. Ultimately,peopleneedtofeelacceptedandrespected, both within their team and the wider organisation. This is the single most important factor in creating a generative, performance-oriented culture. So, looking out for people’s psychological safety is a fundamental aspect of transformation success. Learning An adaptive business requires two types of learning. There’s the development of employees’ skills and capabilities through training and mentoring. And there’s the continual product-centric learning where feedback on new features is quickly assimilated and used to refine ongoing work. Let’s take employee development first. A central component of Adaptive ITTM is upskilling, nurturing and empowering teams. One way to instigate this is through DevOps and Agile certification. This boosts Teams with higher psychological safety are rated ‘effective’ 2x as frequently by executives. Credit Google re:Work 2x
- 22. 22 technical capabilities associated with modern ways of working and provides a solid platform for ongoing skills development. Within a responsive, learning culture, teams expect to iterate and improve products continually over time in line with customer feedback. They understand that product development is a journey, where new learnings are assimilated and embedded, not a one- off project handed over for someone else to manage and maintain. Eric Ries, author of Lean StartUp calls this the ‘Build-Measure-Learn’ cycle6 . Autonomy Inspiring teams to create, to collaborate and to generate ideas from the ground up is the best way to solve the problems encountered in business today. One benefit of this approach is that it increases people’s level of ownership and commitment. It decentralises decision making to engender a collective sense of responsibility right across the organisation. And in doing so, it improves capacity to respond to complex change. As teams become increasingly autonomous and empowered, they begin to make decisions on a more regular basis, instead of deferring responsibility to others. Allowing people to take risks, while minimising the blast radius when things go wrong, is a defining feature of an adaptive organisation. Shortening the decision-making cycle and fostering co-creation boosts agility and responsiveness to drive competitive advantage.
- 23. 23 Big ideas, small batches Tactic: Iterative value delivery Success metric: Lead time, deployment frequency Systems thinking DevOps transformation draws on various modern ways of working to create a new model emphasising fast and effective flow of work. Systems thinking is an important aspect of this, ensuring adequate attention is paid to the entire application and product lifecycle. In fact, this is one of the principal components of the ‘three ways of DevOps’ championed by Gene Kim, co-author of seminal DevOps text The Phoenix Project. In his words, systems thinking: Ways of working Systems thinking Lean Agile
- 24. 24 Compare this to the organisational structures and flow of work in a traditional IT organisation, where each part only focuses on the performance of its silo, to the detriment of the system as a whole. Lean The Lean software development movement, building on principles of Lean manufacture, defines seven key principles8 : 1. Eliminate Waste 2.Build Quality In 3.Create Knowledge 4.Defer Commitment 5.Deliver Fast 6.Respect People 7. Optimise the Whole. Lean teams typically focus on delivering small batch sizes, with new features released on a ‘little and often’ basis rather than with a big-bang launch. All work is focused on delivering value to the end user, so feedback is looped in and embraced quickly with iterative product improvements. This is a major factor in the ‘fail fast, fail safe’ DevOps ethos. “ “ …emphasizes the performance of the entire system, as opposed to the performance of a specific silo of work or department - this can be as large as a division (e.g. Development or IT Operations) or as small as an individual contributor (e.g., a developer, system administrator). The focus is on all business value streams that are enabled by IT. In other words, it begins when requirements are identified (e.g. by the business or IT), are built in Development, and then transitioned into IT Operations, where the value is then delivered to the customer as a form of a service7 .
- 25. 25 Furthermore, individuals and teams are encouraged to consider how their role and actions impact the wider system. They look beyond their own siloes to play a more purposeful part in the value chain. This reinforces the systems thinking mindset discussed earlier. Agile Agile software development, based on the four key values and 12 principles of the Agile Manifesto9 , has become a prevailing method of software development. Standish Group CHAOS10 reports comparing Agile projects to those using traditional waterfall methods show that Agile success rates can be almost four times greater. Yet while Agile improves productivity, it doesn’t go far enough in itself to drive transformation. DevOps extends Agile philosophies to encompass the whole IT organisation and its relationship with the business, rather than focusing solely on software development. One principle of Agile is to regularly reflect on work, fostering continual learning, improvement and innovation. This facilitates incremental product improvements that have the potential to far exceed customer expectations, driving satisfaction, loyalty and advocacy. DevOps builds on the best Agile principles, integrating them with concepts such as continuous integration and continuous delivery. This enables new iterations to be released faster, with higher quality, and nurtures ongoing collaboration within small multiskilled teams.
- 26. 26 From rigid to adaptive Tactic: Automate to accelerate Success metric: MTTR, change failure rate, availability Cloud Cloud computing has revolutionised IT, unlocking new possibilities and opportunities. This is a vast and evolving topic, regularly explored in our own blogs11 and whitepapers12 as well as those of the wider industry. But there is one central message: moving to the cloud is not enough in itself to underpin transformation success - you need to ‘do cloud right’. Nevertheless, there is more than one way to get cloud right. Whatever stage you’re at in terms of cloud adoption or cloud migration, be sure to take a strategic Technology Cloud Platforms Automation
- 27. 27 approach firmly aligned with your specific needs. Technology is only one part of the cloud equation. You also need to consider and manage implications for other aspects of the business, from culture to governance. Major cloud providers like Microsoft13 and Amazon14 offer clear guidance on how to implement cloud correctly via Cloud Adoption Frameworks. Research findings presented in DORA’s Annual State of DevOps Report show that organisations adopting cloud properly are 24 times more likely to be Elite performers, as measured in their survey. 15 Platforms Platform-as-a-Service capability is one of the core transformative benefits of cloud computing (see Fig 3). It enables multidisciplinary DevOps teams to build and run their own software and services, deployed onto foundational platforms supported by the cloud provider. The team doesn’t have to manage or control the underlying infrastructure, but has full control of its own applications. This self-service approach empowers teams to work autonomously, creating space for innovation. Programmatic self-service APIs and shared reusable templates for DevOps automation tools like Terraform or Puppet reduce time spent on manual tasks. Technology modernisation is not about adopting cloud it is about how you adopt cloud. Organisations that embrace the 5 NIST definition of Cloud are 23x more likely to be Elite Performers. 23x
- 28. 28 Fig 3 – Delivery and Platform Team model
- 29. 29 Ultimately, the platform approach allows product delivery teams to focus on creating unique elements and experiences in a bid to delight customers and boost competitive differentiation, rather than recreating shared platforms. Internally, platform capabilities can deliver seamless user experiences that overcome constraints and challenges that could otherwise hinder transformation. For instance, a continuous integration platform might make it easier for teams to get fast feedback on automated tests. Automation Many people think DevOps begins and ends with automation. As the scope of this paper indicates, it is in fact one of many factors relating to IT and the wider business. Nevertheless, it plays a vital role in modern ways of working that underpin transformation. Introducing automation via software to handle monotonous, cumbersome tasks simultaneously increases speed and improves work quality. It ensures such tasks are completed in a consistent, reliable, repeatable way that eradicates human error. As the burden of these jobs is reduced, employees can focus on more creative work that increases job satisfaction and adds value to the organisation. Automation applies equally to both the Dev and Ops elements of DevOps. Software developers can use ContinuousIntegration(aka‘build’)systemslikeJenkins to continuously compile and test their software. On the Ops side we see the rise of ‘infrastructure- as-code’, ‘configuration-as-code’, ‘policy-as-code’ and ‘application release automation’ combining to automate previously error-prone and laborious tasks. So, this final piece in the Adaptive ITTM Framework connects all the other pillars. It facilitates modern ways of working and unlocks the power of people to deliver focused product improvements which boost customer satisfaction.
- 30. 30 NIST’s 5 Essential Characteristics of Cloud Computing Explained 1. On-demand self-service: Consumers can provision computing resources automatically, without the need for human interaction. 2. Broad network access: Capabilities are widely available and can be accessed through heterogeneous platforms (e.g. smartphones, tablets, laptops, and workstations). 3. Resource pooling: Provider resources are pooled in a multi-tenant model, with physical and virtual resources dynamically assigned on-demand. 4. Rapid elasticity: Capabilities can be provisioned and released to rapidly scale outward or inward commensurate with demand. Consumer capabilities available for provisioning appear to be unlimited and can be appropriated in any quantity at a time. 5. Measured service: Cloud systems automatically control and optimise resource use by leveraging a metering capability. Resource usage can be monitored, controlled, and reported for transparency. INSIGHTS
- 31. 31 A purposeful approach At the outset we acknowledged that transformation is hard, complex and far-reaching. It can sometimes seem utterly overwhelming and unachievable. But while the scope and scale is immense, small steps can make a big difference if they’re taken in the right way at the right time. You need to determine your immediate priorities, and work from there. For many organisations, transformation will take years rather than months. It’s a difficult task, but a vital one, and the time to start is now. We’re creating a series of Adaptive ITTM Framework whitepapers looking at each of the five pillars in more detail. Visit our website to download our latest content, or contact us if you have specific questions or requirements. Finding your way to transform
- 32. 32 Who are DevOpsGroup? DevOpsGroup empowers you to achieve more in the digital economy by reinventing IT. Our engineering, training and consultancy services embed DevOps ways of working and facilitate cloud transformation. By enhancing the capability and capacity of internal teams, we unlock innovation, boost efficiency and drive competitive advantage. At DevOpsGroup we understand that technology is only one part of the equation. That’s why we also focus on cultural factors to instil an adaptive mindset across every client’s business. We work with businesses of all sizes and sectors, from long-established enterprises undergoing transformation to disruptive start-ups looking to scale with stability. Call us on 0800 368 7378 or book a call here to arrange a free 2 hour AdaptiveIT Framework workshop to help kick start your DevOps transformation.
- 33. 33 Reading List The Goal: A Process of Ongoing Improvement Eliyahu M. Goldratt and Jeff Cox The inspiration for The Phoenix Project, The Goal explores the Theory of Constraints and shows the importance of identifying and eliminating constraints within an organisation. The Phoenix Project Gene Kim, Kevin Behr, George Spafford The Phoenix Project uses the story of Bill, an IT manager at Parts Unlimited and his struggle to save the failing Phoenix project, to introduce the Three Ways of DevOps. Turn the Ship Around David Marquet David Marquet describes how he drastically altered the culture aboard the USS Santa Fe to create leadership at every level resulting in improved morale, performance and retention. Accelerate Forsgren, Humble & Kim Accelerate draws on four years of research, including data from the State of DevOps Report, to explore the predictive relationship between IT performance and organisational performance. Measure What Matters John Doerr John Doerr, venture capitalist and 45 year OKR advocate, provides first hand behind the scenes case studies of how this concept helped some of the world’s most successful companies. Project to Product Mik Kersten Mik Kersten argues that to survive the age of digital disruption, organisations must switch from a product-centric view of software delivery to one focussed on delivering business value.
- 34. 34 The Fearless Organization Amy C. Edmondson Renowned author and Harvard Business School Professor Amy Edmondson provides practical guidance for teams and organisations serious about success in the modern economy. Re:Work Google re:Work is a collection of practices, research, and ideas from Google and others about the importance of organisations putting people first. The DevOps Handbook Gene Kim, Jez Humble, Patrick Debois & John Willis The DevOps Handbook shows technology leaders how to balance speed, agility and security by integrating Product Management, Development, QA, IT Operations, and Information Security. Making Work Visible Dominica DeGrandis Dominica DeGrandis provides a practical guide to help eliminate the five thieves of time that are pushing workforces to the edge of burnout and destroying productivity. Continuous Delivery Humble & Farley Continuous Delivery sets out the principles and technical practices that enable rapid, incremental delivery of high quality, valuable new functionality to users. Ahead in the Cloud Stephan Orban Stephen Orban demonstrates how organisations must re-train their people, evolve their processes, and transform their cultures as they move to the cloud.
- 35. 35 Appendix 1. McKinsey & Company, How to beat the transformation odds https://www.mckinsey.com/business-functions/organization/ our-insights/how-to-beat-the-transformation-odds 2. Accelerate: The Science of Lean Software and DevOps: Building and Scaling High Performing Technology Organizations, by Nicole Forsgren, Jez Humble and Gene Kim 3. Google re:Work, Introduction to the OKR model https:// rework.withgoogle.com/guides/set-goals-with-okrs/steps/ introduction/ 4. Google re:Work, Foster psychological safety https://rework. withgoogle.com/guides/understanding-team-effectiveness/ steps/foster-psychological-safety/ 5. Psychological Safety and Learning Behavior in Work Teams, Amy Edmondson https://www.jstor.org/ stable/2666999?seq=1 6. The Lean Startup, Eric Ries http://theleanstartup.com/ 7. The three principles underpinning DevOps, Gene Kim https:// itrevolution.com/the-three-ways-principles-underpinning- devops/ 8. Planview LeanKit, Seven guiding principles of Lean development https://leankit.com/learn/lean/principles-of- lean-development/ 9. The Agile Manifesto https://agilemanifesto.org/ 10. Standish Group, CHAOS Report 2015 https:// www.standishgroup.com/sample_research_files/ CHAOSReport2015-Final.pdf 11. DevOpsGroup blogs on cloud https://www.devopsgroup. com/blog/category/cloud/ 12. DevOpsGroup, Supercharge your cloud migration with DevOps https://www.devopsgroup.com/insights/resources/ whitepapers/all/supercharge-your-cloud-migration-with- devops/ 13. Microsoft, Cloud Adoption Framework for Azure https://docs. microsoft.com/en-us/azure/cloud-adoption-framework/ 14. Amazon, AWS Cloud Adoption Framework https://aws. amazon.com/professional-services/CAF/ 15. Google Cloud, 2019 Accelerate State of DevOps https:// cloud.google.com/blog/products/devops-sre/the-2019- accelerate-state-of-devops-elite-performance-productivity- and-scaling
- 36. 36 Accelerate your IT Modernisation We make Cloud, DevOps and Agile adoption fast, secure and simple. 0800 368 7378 @DevOpsGroup team@devopsgroup.com www.devopsgroup.com