Overcoming Organizational Obstacles to DevOps & Continuous Delivery

Overcoming Organizational Obstacles to DevOps and Continuous Delivery

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

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Housekeeping

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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

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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


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


People

Process

Technology

Organizations Improve In Three Dimensions


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


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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Custom

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Most Organizations Are Functionally Aligned


Project A

Project B

Project C

The Problem:

é  Utilization = ê Throughput

Functional Alignment Produces Utilization Focus


IntegratedProductTeams

Communities of Practice

Servant- Leadership

LOBCMO

CIO …

Product-Centric Organizations Work Differently


How Product Teams Work

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

IntegratedProductTeams


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


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


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



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”



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

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› 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


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


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 [email protected] @ksbittner

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Questions?

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Thankyou!