DevOps Goals and Rewards

www.ranger4.com DevOpstastic

DevOps Goals and Rewards

Helen Beal Head of DevOps


Don’t fight stupid - Make more awesome

(Jesse’s rule)


The Downward Spiral

Words taken from a Gene Kim presenta2on

Opera'ons sees:

•  Fragile applica'ons are prone to failure

•  Long 'me required to figure out ‘which bit got flipped’

•  Detec've control is a salesperson •  Too much 'me required to restore

service •  Too much firefigh'ng and

unplanned work •  Planned project work cannot

complete •  Frustrated customers leave •  Market share goes down •  Business misses Wall Street

commitments •  Business makes even larger

promises to Wall Street

Dev sees: •  More urgent date-‐driven projects

put into the queue •  Even more fragile code put into

produc'on •  More releases have increasingly

‘turbulent installs’ •  Release cycles lengthen to

amor'se ‘costs of deployments’ •  Failing bigger deployments difficult

to diagnose •  Most senior and constrained IT ops

resources have less 'me to fix underlying process problems

•  Ever increasing backlog of infrastructure projects that could fix root cause and reduce costs

•  Ever increasing tension between development and IT Opera'ons


What does DevOps Culture Look Like?

Frictionless Transparent Innovative

Collaborative

Successful Surviving

Thriving

Casual

Comfortable

Like home, family


Changing Culture

1.  Start small: build trust and safety 2.  Create champions 3.  Use metrics to build success 4.  Celebrate successes 5.  Exploit compelling events

Jesse again!


Baseline Trackable Metrics

0 20 40 60 80

100 120

Defects

Releases

Resources

MTTR

Outages

Ranger4

DMI* score

* DevOps Maturity Index


Establish Roadmap to Adoption

GO LIVE

Visio

n of Desire

d Future State

Con'nuous Delivery

Fit Assessment

Organisa'onal Ini'a'ves

Approved Project Plan

Cultural Ini'a'ves

Baseline Assessmen

t & M

etrics

Architectural Impera'ves

Process Ini'a'ves

Technology Ini'a'ves

Priori'

sa'o

n

Quan'

fied Va

lue

DevOps Reorganisa'on

Cultural Change Program

Deployment Process Automa'on

ARA Tools Implementa'on

Test Process Review

APM Rollout

Service Virtualiza'on


Real World Example Baseline Target

8 week test cycle 3 week test cycle (further improvement should be achieved)

8 month release cycle Quarterly releases (con'nuous delivery should be aimed for)

HIGH number of defects Reduc'on in number of defects (target to be defined)

LOW customer sa'sfac'on Marked improvement in customer sa'sfac'on and reten'on

Stable delivery team costs Ability to on-‐board more clients and deliver more releases without a corresponding

increase in delivery costs

HIGH number of hand-‐over’s across the business

Agile delivery “cell” focus u'lising mul'-‐discipline teams providing single face to all

3rd par'es


What does SUCCESS look like?


A DevOps Maturity Model

1

5

4

3

2

Optimising DevOps

Managed DevOps

Starting DevOps

Fundamental DevOps

Not started DevOps

DevOps DONE – fine tuning and tied tightly to business goals.

Automated build, cross-functional teams, product-focused, cultural change happening

Thinking about cultural change, starting to write scripts, looking at test automation

Outages, war-rooms, blame, unplanned work, delays and defects.

Happy people with integrated toolchain to pre-empt failure, automate test and

deployment – Continuous Delivery


S M A R T SPECIFY MEASURABLE ATTAINABLE RELEVANT TIMELY

WHO, WHAT, WHERE, WHEN, WHY, WHICH

FROM and TO HOW WORTHWHILE WHEN

Define the goal as much as possible with no ambiguous language. WHO is involved, WHAT do I want to accomplish, WHERE will it be done, WHY and I doing this – reasons, purpose. WHICH constraints and requirements do I have?

Can you track the progress and measure the outcome? How much, how many, how will I know when my goal is accomplished?

Is the goal reasonable enough to be accomplished? How so? Make sure the goal is not out of reach or below standard performance.

Is the goal worthwhile and will it meet your needs? Is each goal consistent with other goals you have established and fits with your immediate and long term plans?

Your objective should include a time limit: “I will complete this goal by day/month/year.” It will establish a sense of urgency and prompt you to have better time management.


Our team will release updates to the core business application, Milton, once a day by

the 1st September 2014. We currently perform releases once a fortnight but believe, using automation, this goal is

attainable. Not only will it allow us to put revenue generating innovation to market

faster, the process will be more consistent and reliable.


We, the testing team, will reduce the volume of defects from 20 to 2 per week by the end of 2014 and through improved

testing techniques reduce the average time to fix a defect from 4 hours to 30 minutes

in the same timeframe, thus removing backlog and pushing software

improvements to market at greater velocity.


How do we celebrate success?


"Your work is going to fill a large part of your life, and the only way to be truly sa'sfied is to do what you believe is great work.”

Steve Jobs


JOB JOY


Job satisfaction is the No.1 predictor of organizational performance.

We all know how job satisfaction feels: It’s about doing work that is challenging and meaningful, and being empowered to exercise our skills and judgment. We also know that where there’s job satisfaction, employees bring the best of themselves to work: their engagement, their creativity and their strongest thinking. That makes for more innovation in any area of the business, including IT.

From the 2014 State of DevOps Report



S C A R F STATUS CERTAINTY AUTONOMY RELATEDNESS FAIRNESS

RELATIVE IMPORTANCE TO OTHERS

PREDICTING THE FUTURE

CONTROL OVER EVENTS

SAFETY WITH OTHERS

EQUITABLE EXCHANGES

Even a small amount of uncertainty generates an ‘error’ response in the orbital frontal cortex. This takes attention away from one’s goals, forcing attention to the error. The act of creating a sense of certainty is rewarding.. Meeting expectations generates an increase in dopamine levels in the brain, a reward response.

Autonomy is the perception of exerting control over one’s environment; a sensation of having choices. An increase in the perception of autonomy feels rewarding. Working in a team necessitates a reduction in autonomy. In healthy cultures, this potential threat tends to be counteracted with an increase in status, certainty and relatedness.

Relatedness involves deciding whether others are ‘in’ or ‘out’ of a social group. Whether someone is friend, or foe. Positive social connections are a primary need; however, the automatic response to new social connections involves a threat.

The threat from perceived unfairness can be decreased by increasing transparency, and increasing the level of communication and involvement about business issues. Establishing clear expectations in all situations – from a one-hour meeting to a five-year contract – can also help ensure fair exchanges occur. A sense of unfairness can result from a lack of clear ground rules, expectations or objectives.

Status is the most significant determinant of human longevity and health, even when controlling for education and income. One’s sense of status goes up when one feels ‘better than’ another person. in this instance the primary reward circuitry is activated, in particular the striatum, which increases dopamine levels.


Rewards

•  Pride •  Mastery •  Autonomy •  Joy •  A sense

•  of progress •  of accomplishment •  of meaningfulness •  of choice •  of purpose

•  Altruism •  Opportunity to shine

Intrinsic •  Cash •  Gift card/vouchers •  Time off •  Play •  Flexible working hours •  Clubs/trophies/awards •  Praise/thanks/compliments •  Holidays/trips/hospitality •  Payrise •  Promotion/responsibility •  Personal development •  Qualifications

Extrinsic


S C A R F

STATUS

CERTAINTY

AUTONOMY

RELATEDNESS

FAIRNESS

Promotion/job-title, cash, awards, prizes, trips

Qualifications, contracts, voice at a higher table, project ownership

Leadership, ideas acted upon, showcasing success

Team based play, mentoring (both ways)

Voluntary work, increased transparency


What does DevOps Culture Look Like?

Frictionless Transparent Innovative

Collaborative

Successful Surviving

Thriving

Casual

Comfortable

Like home, family


Not DevOps!


Is the task

mostly routine?

Star

t H

ere

Yes

No

Can you increase the

task’s challenge or variety, make it less routine or connect it to a larger purpose?

1. Offer a rationale for why

the task is necessary.

2. Acknowledge that the task is

boring.

3. Allow people to complete the task in their own

way.

1. They offer praise and

feedback rather than things

people can touch or spend.

2. They provide useful information

rather than an attempt to control.

Sure, I can do that

That’s pretty hard

Concentrate on building a healthy, long-term

motivational environment that pays people fairly and

fosters autonomy, mastery and purpose.

Avoid “if-then” rewards in almost all circumstances.

Consider unexpected, non-contingent “now that”

rewards. Rewards will be more effective if:

Use rewards, even “if-

then” rewards,

but be sure to:

When to Use Rewards

(from Daniel Pink’s ‘Drive’)


"When a measure becomes a target, it ceases to be a good measure."

Charles Goodhart


Be DevOpstas'c