Overcoming Organizational Obstacles to DevOps & Continuous Delivery

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  • Overcoming Organizational Obstacles to DevOps and Continuous Delivery

    June 21, 2016 Kurt Bittner, Forrester Research Tim Buntel, XebiaLabs

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    Housekeeping

    Thiswebinarisbeingrecorded

    Linkstotheslidesandtherecordingwillbemadeavailablea6erthepresenta8on

    Youcanpostques8onsviatheGoToWebinarControlPanel

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    Presenters

    TimBuntel

    @tbuntel

    ResponsibleforXebiaLabsproductmanagementandevangelism

    Involvedwithso6wareproductmanagement,strategyandmarke8ngwithemphasisondevelopertoolsandplaGormsfor20+years

    Long8mestartupmentorandadvisor

    KurtBi4ner

    @ksbiKner

    KurtBiKnerisaPrincipalAnalystservingApplica8onDevelopmentandDeliveryprofessionals

    Hisresearchfocusinonhelpingorganiza8onsimprovetheirspeedandqualityofdeliverywhilereducingcostandimprovingbusinessperformance.HefocusesprimarilyonCon8nuousDeliveryandDevOpsprac8ces

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    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

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    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

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    Delivering value faster requires organizing differently

  • 8 https://media.glassdoor.com/l/7c/1e/99/2d/floor-of-non-manager-cubicles-and-supervisor-manager-offices-from-the.jpg

    Changing from this

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    to this

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    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

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    People

    Process

    Technology

    Organizations Improve In Three Dimensions

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    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

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    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

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    Line

    ofB

    usiness

    Ope

    ra8o

    ns

    Busin

    essA

    nalysts

    Develope

    rs

    QualityAssurance

    Enterprise

    Archite

    cture

    CIO

    Custom

    er

    Expe

    rience

    CMO

    Most Organizations Are Functionally Aligned

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    Project A

    Project B

    Project C

    The Problem:

    Utilization = Throughput

    Functional Alignment Produces Utilization Focus

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    IntegratedProductTeams

    Communities of Practice

    Servant- Leadership

    LOBCMO

    CIO

    Product-Centric Organizations Work Differently

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    How Product Teams Work

    Fluid roles cross-functional, multi-skilled team members Agile teaming model Measured on customer value delivered

    IntegratedProductTeams

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    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

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    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

    cant be (or havent yet been) automated

    Create and maintain operational platforms

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    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

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    Warning signs

    I dont want to write code Developers shouldnt do

    Ops work

    I dont want to write code Testers dont write

    code

    I just write code; testing is for testers I dont do support

    work I dont want to be on

    call

    Developer Tester Ops

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    How To Change: Product By Product, Team By Team ht

    tp://

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    Expand team by team, application by application Select volunteers; dont 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

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    Customers

    Operational Platform Services

    Software Platform Services Teams

    Shared Service Teams

    Integrated __ Product Teams___

    Business Offering Teams

    Project Teams

    Sourcing

    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

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    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 http://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

  • Thank you

    forrester.com

    Kurt Bittner kbittner@forrester.com @ksbittner

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    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

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    NextSteps

    DownloadtheITManagersGuidetoConAnuousDelivery:xebialabs.com/it-manager-guide

    LearnmoreaboutXebiaLabsproducts:hKps://xebialabs.com/products/

    Stayinformed:

    blog.xebialabs.com

    @xebialabs

    youtube/xebialabs

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    Questions?

    VISIBILITY

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    CONTROL

  • Thankyou!