How DevOps Propagates Through an Organisation

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How DevOps Drives Organisational Change

How DevOps PropagatesThrough an OrganisationHelen BealDevOpsologist@helenranger4

www.ranger4.comDevOpstastic

Whats DIFFERENT about DevOps?

www.ranger4.comDevOpstasticCurrent state of the market and strategic importance of digital transformation v fragility of infrastructureEvolution of Agile and ITILAdvances in tooling2

ORGANISATIONSPareidolia

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ORGANISATIONSPareidolia(/prdoli/ parr-i-DOH-lee-) 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.

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Traditional IT

CIOHead of DevelopmentHead of OperationsPMO/BAsDevDBAsThe rest of the business

Test

Security

ReleaseSupportInfrastructure

Silos, hand offs and a wall of confusion

www.ranger4.comDevOpstasticThe commonest pattern we see on organisational charts of businesses that have been around for a while and are not IT led looks like this. We have distinct silos of development and operations often when we visit customer sites we will see the development teams literally on a different side of a corridor or on a different floor from the operations teams they are physically separated as well as organisationally. A Danish organisation I was talking with yesterday also told me how their teams are in different buildings on either side of the town where they are headquartered. But this organisational structure served us very adequately for a long time, surely, otherwise it wouldnt be so prevalent. So why do we consider it to be broken now?5

DevOps Starts

CIOHead of DevelopmentHead of OperationsPMO/BAsDevDBAsThe rest of the business

Test

Security

ReleaseSupportInfrastructure

DevOps often starts as grassroots thinking and can start anywhere

www.ranger4.comDevOpstasticDevOps is a grassroots movement it started as a hashtag on twitter. And this is often how it starts in organisations too. And it can be anywhere in the organisation its just needs the type of person who can see through problems, has the capacity and appetite for change and discovers the DevOps concept. In the slide here I have someone in testing being the originator of the movement and we often do see this, perhaps because they are often caught in the middle between dev and ops. Although, we see activity starting equally often from developers and release managers in operations all over the business really. As DevOps has become more mainstream in the past two or three years, were also seeing more activity being driven from the top as the key decision makers engage with the analysts and big vendors on the topic too.6

ORGANISATIONSThe only constant is change.

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www.ranger4.comDevOpstasticORGANISATIONSWho is afraid of change?

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ORGANISATIONSWho 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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www.ranger4.comDevOpstasticORGANISATIONSTip #1:Identify or self-identify (as) a change leader

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Role of Early Adopters16Engage early adopters in change planning activitiesAssign them responsibility for some aspects of the planGive them a reason to get involved and get excitedWillingness to ChangeManagement Action13.5% of workers are early adopters and about 2.5% of early adopters are innovators who initiate changeEngage forward thinkers and empower them to serve as change agents68% of workers will change with encouragement and proof that the change is worth the pain and effortProvide a clear vision, training and proof of concept16% of workers are naysayers who will view the change negatively and may never accept the changeFocus on the upper 84%

Source: Rogers. Diffusion of Innovations

www.ranger4.comDevOpstasticPresenter2015-03-13 20:09:15--------------------------------------------Key concepts: Emphasize the important of engaging early adopters in planning activities Point out also the importance of focusing on the upper 84%The naysayers may never be convinced and people sometimes spend so much time focusing on the naysayers in the hopes of bringing them around that they neglect the early adopters to the extent that they lose enthusiasm J. P. Kotter suggests getting naysayers out of the way to minimize disruption Instructor resource: https://www.youtube.com/watch?v=6BEaq5N6j20&list=PLI2exEpn6f_XeofYB9rnlLsSFGGpSA8Ht

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www.ranger4.comDevOpstastic

www.ranger4.comDevOpstastic

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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

www.ranger4.comDevOpstasticAre You a Change Leader?LevelCapabilityFocus1 Accepts Need for ChangeAt 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 ChangeThis 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 ChangeThis 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 ChangeThis 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 ChangeAt 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

www.ranger4.comDevOpstasticDevOps Spreads

CIOHead of DevelopmentHead of OperationsPMO/BAsDevDBAsTest

Security

ReleaseSupportInfrastructure

THE BUSINESS

For DevOps to make advances, executive sponsorship and increasing engagementwith the rest of the business needs to happen

www.ranger4.comDevOpstasticOver time, the DevOps word starts to get out as people go to events, talk about it in meetings like minded people start to discuss the concepts and find each other weve seen lots of organisations running their own DevOps Days style events and have been asked by lots of organisations to deliver lunch and learns and information education programmes. But for DevOps to make real advances in an organisation, executive leadership is required for two main reasons: firstly, DevOps needs to be mandated on some level incorporated into employee development goals and the change to be made strategic. Secondly, it will require investment investment in resources, training, change consulting and ultimately tooling.24

Organisational Change

CIOHead of DevelopmentHead of OperationsProduct AProduct BProduct CProduct D

Security

ReleaseSupportInfrastructure

THE BUSINESS

Product E

Product F

Product G

Product H

Product OwnersArranging teams around product is a common initial step, not without its challenges.

www.ranger4.comDevOpstasticAs DevOps begins to spread, and we often see it hand in hand with Agile, something we see a lot of organisations do quite early on is break up the traditional silos in the development teams and rearrange the resources around the products rather than the projects. This has a double effect of getting the business and IT teams working closer together as typically these teams are headed up by product o