Overcoming Organizational Obstacles to DevOps & Continuous Delivery

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<ul><li><p>Overcoming Organizational Obstacles to DevOps and Continuous Delivery </p><p>June 21, 2016 Kurt Bittner, Forrester Research Tim Buntel, XebiaLabs </p></li><li><p>2 </p><p>Housekeeping</p><p>Thiswebinarisbeingrecorded</p><p>Linkstotheslidesandtherecordingwillbemadeavailablea6erthepresenta8on</p><p>Youcanpostques8onsviatheGoToWebinarControlPanel</p></li><li><p>3 </p><p>Presenters</p><p>TimBuntel</p><p>@tbuntel</p><p>ResponsibleforXebiaLabsproductmanagementandevangelism</p><p> Involvedwithso6wareproductmanagement,strategyandmarke8ngwithemphasisondevelopertoolsandplaGormsfor20+years</p><p>Long8mestartupmentorandadvisor</p><p>KurtBi4ner</p><p>@ksbiKner</p><p>KurtBiKnerisaPrincipalAnalystservingApplica8onDevelopmentandDeliveryprofessionals</p><p>Hisresearchfocusinonhelpingorganiza8onsimprovetheirspeedandqualityofdeliverywhilereducingcostandimprovingbusinessperformance.HefocusesprimarilyonCon8nuousDeliveryandDevOpsprac8ces</p></li><li><p>4 </p><p> Continuous Delivery and DevOps pioneer, authority and technology leader </p><p> Global team in US, Europe &amp; APAC </p><p> Consistently recognized by leading industry analysts </p><p>Connecting the dots for Continuous Delivery at enterprise scale </p><p>About XebiaLabs </p><p>VISIBILITY </p><p>AUTOMATION </p><p>CONTROL </p></li><li><p> 2016 Forrester Research, Inc. Reproduction Prohibited </p><p>http://upload.wikimedia.org/wikipedia/commons/1/14/Horse_drawn_US_Mail_car.jpg </p><p>Organizations have to change the way they work to deliver faster </p></li><li><p>7 </p><p>Delivering value faster requires organizing differently </p></li><li><p>8 https://media.glassdoor.com/l/7c/1e/99/2d/floor-of-non-manager-cubicles-and-supervisor-manager-offices-from-the.jpg </p><p>Changing from this </p></li><li><p> 2016 Forrester Research, Inc. Reproduction Prohibited http://genome.wustl.edu/image/2/800/360/5/images/sections/homepage-carousel/cloverfield_3rdfloor_sm.jpg </p><p> to this </p></li><li><p> 2016 Forrester Research, Inc. Reproduction Prohibited </p><p>Most Bottlenecks Are Organizational </p><p>Wait Time typically &gt; Task Time Frequently 2x greater </p><p>Root Causes Role Silos Sharing Resources Across Projects Lack of a Product Team model </p></li><li><p> 2016 Forrester Research, Inc. Reproduction Prohibited </p><p>People</p><p>Process</p><p>Technology</p><p>Organizations Improve In Three Dimensions </p></li><li><p> 2016 Forrester Research, Inc. Reproduction Prohibited </p><p>People</p><p>Process</p><p>Technology</p><p>Culture Customer-focused Reinforced by measures </p><p>and goals </p><p>Skills Diverse, cross-functional Bias toward automation </p><p>Organization Cross-functional teams </p><p>People Make The Biggest Difference </p></li><li><p> 2016 Forrester Research, Inc. Reproduction Prohibited </p><p>People</p><p>Process</p><p>Technology</p><p>Lean Minimize hand-offs and </p><p>non-value add activities </p><p> Agile teaming models </p><p>Automated Delivery pipeline Environment provisioning Governance Testing Transparency </p><p> but Process and Technology Affect Behavior </p></li><li><p> 2016 Forrester Research, Inc. Reproduction Prohibited </p><p>Line</p><p>ofB</p><p>usiness</p><p>Ope</p><p>ra8o</p><p>ns</p><p>Busin</p><p>essA</p><p>nalysts</p><p>Develope</p><p>rs</p><p>QualityAssurance</p><p>Enterprise</p><p>Archite</p><p>cture</p><p>CIO</p><p>Custom</p><p>er</p><p>Expe</p><p>rience</p><p>CMO</p><p>Most Organizations Are Functionally Aligned </p></li><li><p> 2016 Forrester Research, Inc. Reproduction Prohibited </p><p>Project A </p><p>Project B </p><p>Project C </p><p>The Problem: </p><p> Utilization = Throughput </p><p>Functional Alignment Produces Utilization Focus </p></li><li><p> 2016 Forrester Research, Inc. Reproduction Prohibited </p><p>IntegratedProductTeams</p><p>Communities of Practice </p><p>Servant- Leadership </p><p>LOBCMO</p><p>CIO </p><p>Product-Centric Organizations Work Differently </p></li><li><p> 2016 Forrester Research, Inc. Reproduction Prohibited </p><p>How Product Teams Work </p><p>Fluid roles cross-functional, multi-skilled team members Agile teaming model Measured on customer value delivered </p><p>IntegratedProductTeams</p></li><li><p> 2016 Forrester Research, Inc. Reproduction Prohibited </p><p>skill Dev I&amp;O QA Architects CX Product </p><p>Managers Cyber </p><p>Security </p><p>Discovering outcomes Designing capabilities Writing code/scripts Testing code/scripts Assessing usability </p><p>Optimizing experiences Optimizing application &amp; </p><p>operational platforms Reviewing analytic data Securing applications Architecting solutions, </p><p>patterns, and IaC </p><p>Product Team Skills and Traditional Roles </p></li><li><p> 2016 Forrester Research, Inc. Reproduction Prohibited </p><p>DevOps changes skills and roles over time </p><p> Deploy application code Support application code </p><p> Write test cases Test application code </p><p> Write application code </p><p>Developer Tester Ops </p><p>Skills gradually shift left </p><p> Write application code Write test automation </p><p>using APIs Configure containers Deploy code to containers Execute test automation </p><p>via CI Support applications </p><p> Test usability Exploratory testing Test test cases that </p><p>cant be (or havent yet been) automated </p><p> Create and maintain operational platforms </p></li><li><p> 2016 Forrester Research, Inc. Reproduction Prohibited </p><p>What to look for when hiring, recruting </p><p> Customer-focused Experience, or at least </p><p>interest in, writing code Adaptable </p><p> Customer-focused Experience, or at least </p><p>interest in, writing code Adaptable </p><p> Customer-focused Exposure to, or </p><p>experience in, test, ops Interest in taking on </p><p>traditional testing, ops tasks Adaptable </p><p>Developer Tester Ops </p></li><li><p> 2016 Forrester Research, Inc. Reproduction Prohibited </p><p>Warning signs </p><p> I dont want to write code Developers shouldnt do </p><p>Ops work </p><p> I dont want to write code Testers dont write </p><p>code </p><p> I just write code; testing is for testers I dont do support </p><p>work I dont want to be on </p><p>call </p><p>Developer Tester Ops </p></li><li><p> 2016 Forrester Research, Inc. Reproduction Prohibited </p><p>How To Change: Product By Product, Team By Team ht</p><p>tp://</p><p>ww</p><p>w.n</p><p>etso</p><p>lutio</p><p>nsin</p><p>dia.</p><p>com</p><p>/blo</p><p>g/w</p><p>p-co</p><p>nten</p><p>t/upl</p><p>oads</p><p>/201</p><p>3/08</p><p>/Cor</p><p>e-A</p><p>gile</p><p>-Tea</p><p>m.jp</p><p>g </p><p> Expand team by team, application by application Select volunteers; dont coerce Re-set goals Managers: clear obstacles Automate pipeline </p><p> Gradually assemble a common platform Establish a common </p><p>delivery pipeline with standard governance automation Continuously improve </p><p>practices, skills, and automation </p></li><li><p> 2016 Forrester Research, Inc. Reproduction Prohibited </p><p>Customers </p><p>Operational Platform Services </p><p> Software Platform Services Teams </p><p>Shared Service Teams </p><p>Integrated __ Product Teams___ </p><p>Business Offering Teams </p><p>Project Teams </p><p>Sourcing </p><p> One or more products Integrated customer experience Integrated business processes </p><p> Single release Shared resources Finite scope </p><p> Ongoing releases Dedicated resources Aligned with business </p><p>offering funding </p><p> Ideally deliver via automated self-service </p><p> Resources shared across products and projects </p><p> Ideally staffed or automated for zero wait-time </p><p> Common components and services </p><p> Common architectural patterns </p><p> Computing as-a-utility </p><p>Organizations Need Different Kind Of Teams </p></li><li><p> 2016 Forrester Research, Inc. Reproduction Prohibited </p><p>Cultural Change Is The BIGGEST Challenge </p><p>Managers: Directive Servant-leader Organization: Mistake-punishing Learning Individuals: Specialized Multi-skilled Goals: Individual Team Focus: Internal External Productivity: Utilization Throughput </p></li><li><p>25 http://successify.net/2013/04/01/john-f-kennedys-case-for-dreaming-big/ </p><p>What Leaders Need To Do </p><p>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 </p></li><li><p>Thank you </p><p>forrester.com </p><p>Kurt Bittner kbittner@forrester.com @ksbittner </p></li><li><p>27 </p><p>Orchestrate, automate and get visibility into release pipelines </p><p>Automate and standardize complex application deployments </p><p>Analyze test results across multiple test tools </p><p>XebiaLabs Solutions: Connecting the dots for Continuous Delivery at enterprise scale </p></li><li><p>28 </p><p>NextSteps</p><p>DownloadtheITManagersGuidetoConAnuousDelivery:xebialabs.com/it-manager-guide</p><p>LearnmoreaboutXebiaLabsproducts:hKps://xebialabs.com/products/</p><p>Stayinformed:</p><p>blog.xebialabs.com</p><p>@xebialabs</p><p>youtube/xebialabs</p></li><li><p>29 </p><p>Questions?</p><p>VISIBILITY </p><p>AUTOMATION </p><p>CONTROL </p></li><li><p>Thankyou!</p></li></ul>