Overcoming Organizational Obstacles to DevOps & Continuous Delivery
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The document discusses the need for organizations to change their structures and practices to achieve faster delivery through DevOps and continuous delivery. It highlights the importance of adopting cross-functional teams, reducing organizational silos, and fostering a culture of learning and adaptability. Key challenges include re-skilling individuals, overcoming cultural resistance, and implementing automated processes to improve efficiency.
Overcoming Organizational Obstacles to DevOps & Continuous Delivery
- 1. Overcoming Organizational Obstacles to DevOps and Continuous Delivery June 21, 2016 Kurt Bittner, Forrester Research Tim Buntel, XebiaLabs
- 4. 4 § Continuous Delivery and DevOps pioneer, authority and technology leader § Global team in US, Europe & APAC § Consistently recognized by leading industry analysts Connecting the dots for Continuous Delivery at enterprise scale About XebiaLabs VISIBILITY AUTOMATION CONTROL
- 6. © 2016 Forrester Research, Inc. Reproduction Prohibited http://upload.wikimedia.org/wikipedia/commons/1/14/Horse_drawn_US_Mail_car.jpg Organizations have to change the way they work to deliver faster
- 7. 7 Delivering value faster requires organizing differently
- 9. © 2016 Forrester Research, Inc. Reproduction Prohibited › http://genome.wustl.edu/image/2/800/360/5/images/sections/homepage-carousel/cloverfield_3rdfloor_sm.jpg … to this
- 10. © 2016 Forrester Research, Inc. Reproduction Prohibited Most Bottlenecks Are Organizational › Wait Time typically > Task Time • Frequently 2x greater › Root Causes • Role Silos • Sharing Resources Across Projects • Lack of a “Product Team” model
- 11. © 2016 Forrester Research, Inc. Reproduction Prohibited People Process Technology Organizations Improve In Three Dimensions
- 12. © 2016 Forrester Research, Inc. Reproduction Prohibited People Process Technology › Culture • Customer-focused • Reinforced by measures and goals › Skills • Diverse, cross-functional • Bias toward automation › Organization • Cross-functional teams People Make The Biggest Difference
- 13. © 2016 Forrester Research, Inc. Reproduction Prohibited People Process Technology › Lean • Minimize hand-offs and non-value add activities • Agile teaming models › Automated • Delivery pipeline • Environment provisioning • Governance • Testing • Transparency … but Process and Technology Affect Behavior
- 14. © 2016 Forrester Research, Inc. Reproduction Prohibited Line of Business Opera8ons Business Analysts Developers Quality Assurance Enterprise Architecture CIO Customer Experience CMO Most Organizations Are Functionally Aligned
- 15. © 2016 Forrester Research, Inc. Reproduction Prohibited Project A Project B Project C The Problem: é Utilization = ê Throughput Functional Alignment Produces Utilization Focus
- 16. © 2016 Forrester Research, Inc. Reproduction Prohibited Integrated Product Teams Communities of Practice Servant- Leadership LOB CMO CIO … Product-Centric Organizations Work Differently
- 17. © 2016 Forrester Research, Inc. Reproduction Prohibited How Product Teams Work › Fluid roles – cross- functional, multi-skilled team members › Agile teaming model › Measured on customer value delivered Integrated Product Teams
- 18. © 2016 Forrester Research, Inc. Reproduction Prohibited skill Dev I&O QA Architects CX Product Managers Cyber Security Discovering outcomes ✔︎ ✔︎ Designing capabilities ✔︎ ✔︎ ✔︎ ✔︎ Writing code/scripts ✔︎ ✔︎ ✔︎ ✔︎ ✔︎ Testing code/scripts ✔︎ ✔︎ ✔︎ ✔︎ ✔︎ Assessing usability ✔︎ ✔︎ ✔︎ Optimizing experiences ✔︎ ✔︎ ✔︎ ✔︎ Optimizing application & operational platforms ✔︎ ✔︎ Reviewing analytic data ✔︎ ✔︎ ✔︎ ✔︎ ✔︎ ✔︎ ✔︎ Securing applications ✔︎ ✔︎ ✔︎ ✔︎ Architecting solutions, patterns, and IaC ✔︎ ✔︎ ✔︎ Product Team Skills and Traditional Roles
- 19. © 2016 Forrester Research, Inc. Reproduction Prohibited DevOps changes skills and roles over time › Deploy application code › Support application code › Write test cases › Test application code › Write application code Developer Tester Ops Skills gradually shift “left” › Write application code › Write test automation using APIs › Configure containers › Deploy code to containers › Execute test automation via CI › Support applications › Test usability › Exploratory testing › Test test cases that can’t be (or haven’t yet been) automated › Create and maintain operational platforms
- 20. © 2016 Forrester Research, Inc. Reproduction Prohibited What to look for when hiring, recruting › Customer-focused › Experience, or at least interest in, writing code › Adaptable › Customer-focused › Experience, or at least interest in, writing code › Adaptable › Customer-focused › Exposure to, or experience in, test, ops › Interest in taking on traditional testing, ops tasks › Adaptable Developer Tester Ops
- 21. © 2016 Forrester Research, Inc. Reproduction Prohibited Warning signs › “I don’t want to write code” › “Developers shouldn’t do Ops work” › “I don’t want to write code” › “Testers don’t write code” › “I just write code; testing is for testers” › “I don’t do support work” › “I don’t want to be on call” Developer Tester Ops
- 22. © 2016 Forrester Research, Inc. Reproduction Prohibited How To Change: Product By Product, Team By Teamhttp://www.netsolutionsindia.com/blog/wp-content/uploads/2013/08/Core-Agile-Team.jpg › Expand team by team, application by application › Select volunteers; don’t coerce › Re-set goals › Managers: clear obstacles › Automate pipeline › Gradually assemble a common platform › Establish a common delivery pipeline with standard governance automation › Continuously improve practices, skills, and automation
- 23. © 2016 Forrester Research, Inc. Reproduction Prohibited Customers Operational Platform Services Software Platform Services Teams Shared Service Teams Integrated __ Product Teams___ Business Offering Teams Project Teams S o u r c i n g • One or more products • Integrated customer experience • Integrated business processes • Single release • Shared resources • Finite scope • Ongoing releases • Dedicated resources • Aligned with business offering funding • Ideally deliver via automated self-service • Resources shared across products and projects • Ideally staffed or automated for “zero wait-time” • Common components and services • Common architectural patterns • Computing as-a-utility Organizations Need Different Kind Of Teams
- 24. © 2016 Forrester Research, Inc. Reproduction Prohibited Cultural Change Is The BIGGEST Challenge › Managers: Directive ➠ Servant-leader › Organization: Mistake-punishing ➠ Learning › Individuals: Specialized ➠ Multi-skilled › Goals: Individual ➠ Team › Focus: Internal ➠ External › Productivity: Utilization ➠ Throughput
- 25. 25http://successify.net/2013/04/01/john-f-kennedys-case-for-dreaming-big/ What Leaders Need To Do › Create and promote a vision for a new way of working › Make it safe, and even rewarding, to learn › Alter the rules to incent and reward the change › Level the playing field by supporting the change › Challenge their organizations to adapt › Break down organizational silos to drive better results
- 27. 27 Orchestrate, automate and get visibility into release pipelines Automate and standardize complex application deployments Analyze test results across multiple test tools XebiaLabs Solutions: Connecting the dots for Continuous Delivery at enterprise scale
- 30. Thank you!