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DevOpstastic

How DevOps PropagatesThrough an Organisation

Helen BealDevOpsologist@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.

https://en.wikipedia.org/wiki/Help:IPA_for_English

https://en.wikipedia.org/wiki/Wikipedia:Pronunciation_respelling_key




https://en.wikipedia.org/wiki/Stimulation

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“Traditional” ITCIO

Head of Development Head of Operations

PMO/BAs Dev DBAs

The rest of the business

Test Security Release SupportInfrastructure

Silos, hand offs and a wall of confusion

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DevOps StartsCIO


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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ORGANISATIONSThe only constant is change.

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ORGANISATIONSWho is afraid of change?

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ORGANISATIONS

Who thinks others are afraid of change?

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"I have accepted fear as part of life, specifically the fear of change. I have gone ahead despite the pounding in the heart that says: Turn back."

Erica Jong

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ORGANISATIONS

Tip #1:Identify or self-identify (as) a change leader

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Role of Early Adopters

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• Engage early adopters in change planning activities• Assign them responsibility for some aspects of the plan• Give them a reason to get involved and get excited

Willingness to Change Management Action

13.5% of workers are early adopters and about 2.5% of early adopters are innovators who initiate change

Engage forward thinkers and empower them to serve as change agents

68% of workers will change with encouragement and proof that the change is worth the pain and effort

Provide a clear vision, training and proof of concept

16% of workers are naysayers who will view the change negatively and may never accept the change

Focus on the upper 84%

Source: Rogers. Diffusion of Innovations

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"I alone cannot change the world, but I can cast a stone across the waters to create many ripples."

Mother Teresa

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Are You a Change Leader?Level Capability Focus

1 Accepts Need for Change

At this level the change leader can publicly describe a change and persuasively defend the need for the change within the organization. The individual is able to tolerate ambiguity and create an open and receptive environment.

Level I change leaders can be successful working on small change initiatives when given clear direction and access to more experienced change leaders for advice and confirmation.

2 Defines/Initiates Change

This change leader can define a specific area where change is needed and can identify the leverage points for change in processes and work habits.

Level II change leaders can identify the need for and initiate change at the local level.

3 Manages Change

This change leader is able to define an explicit vision for change based on broad organizational visions. They will make the effort to deliver the message or refine a vision for change to everyone affected. This change leader is able to redirect individual or team approaches in the face of new opportunities and involve people in the change. At this level the change leader ensures the success of change through implementation of a communication strategy, the refinement of work and organizational design models, and the facilitation of staff development.

Level III change leaders are able to translate the vision of the organization into the context of a specific change initiative and bring this message to the entire organization.

4 Manages Complex Change

This change leader understands the cultural dynamics of the current state of an organization, including the hidden assumptions and the differences between the stated values and the values in practice. At this level the change leader is able to create a strategic practical course, balancing the current reality with the need for rapid adoption of the desired future reality.

Level IV change leaders are able to generate change in a productive vs. destructive way.

5 Champions Change

At this most strategic level, the change leader publicly challenges the status quo by comparing it to an ideal or a vision of change. This may cause a sense of crisis or imbalance. They support dramatic actions to implement the change effort. This change leader is responsive to and responsible for planning evolution, causing change, and transforming the organization.

Level V change leaders are asked to revolutionize organizations.

http://jimcanterucci.com/change-leader/

Over 68% of the respondents to an

online poll conducted by

Transition Management

Advisors seek their change leadership

education externally.

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"It may be hard for an egg to turn into a bird: It would be a jolly sight harder for it to learn to fly while remaining an egg."

CS Lewis

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DevOps SpreadsCIO


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


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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THE BUSINESS



Testers

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THE BUSINESS


Developers


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Change Run


THE BUSINESS

Renaming teams can support change. Some organisations build DevOps teams…


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Change Run

Product A Product B Product C Product D

THE BUSINESS

Renaming teams can support change. Some organisations build DevOps teams…


Security Release SupportInfrastructureDevOps

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Change Run


THE BUSINESS

Antipattern?


Security Release SupportInfrastructureDevOps

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ORGANISATIONSTip #2:Assemble Your A-Team

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Change Run


THE BUSINESS

Others embed Operations into the product development teams


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"If you want to make enemies, try to change something.”

Woodrow Wilson

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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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ORGANISATIONSTip #3:Gain Executive Support

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How does culture change? A powerful person at the top, or a large enough group from anywhere in the organization, decides the old ways are not working, figures out a change vision, starts acting differently, and enlists others to act differently. If the new actions produce better results, if the results are communicated and celebrated, and if they are not killed off by the old culture fighting its rear-guard action, new norms will form and new shared values will grow. John Kotter

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ORGANISATIONSTip #4:Experiment

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ORGANISATIONSTip #5:Celebrate and Showcase

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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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“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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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

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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

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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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Chris Jackson, Director Cloud Product Engineering

“The cost of experimentation is

too high with a waterfall model.”

“Challenging the approach to technology in a company as old as Morse Code is not always easy, but

helping to drive the transformation of our products and services from textbooks and publishing to a

digital education platform for the whole world is a compelling reason for me to push forward and keeps

me engaged each day.”

“I spent too long getting sucked into holy wars about the tools folks wanted to use to ‘do

DevOps’. Afterwards, I realised that everyone had missed the point and that we were just

substituting one kind of conflict for another.”

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DevOps isn’t just one person’s job… it’s everyone’s job.

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DevOps NirvanaCIO

Customer Innovation Management


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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"Change is the process by which the future invades our lives."

Alvin Toffler

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Tips to Drive DevOps Proliferation1.Self identify2.Assemble Your A-Team3.Gain executive support4.Experiment5.Celebrate and showcase

REPEAT

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