The DevOps Superpattern

www.ranger4.comoptimising the flow from idea to value realisation

The DevOps SuperpatternHelen Beal

@helenranger4


A Short History of DevOps

2007

2008

2009 2013

Andrew ShaferAgile Conference, Toronto

Patrick Dubois

Agile System AdministratorGroup

DevOps Days Belgium#devops

John Allspaw &Paul HammondFlickR ‘Gartner Explores

DevOps’Cameron Haight

Mike Gualateri, Forrester– ‘NoOps’

Ronnie Colville of Gartner: ‘ARA is a Key to DevOps’

20142010

2011

2012

2015

2016

The Phoenix Project GAME

DevOps

2017

DevOps Days Belgium5 Year anniversary Ghent


“DevOps, in a sense, is about setting

up a value delivery factory – a

streamlined, waste-free pipeline

through which value can be delivered

to the business with a predictably fast

cycle time.”

Mark Schwartz

‘The Art of Business Value’



The Beal-Hedemark Golden Square

with DevOps you CAN have it all

COST £

DELIGHTQUALITY

TIME


RealisationIdeaValue Stream


Value Stream

RealisationIdea


Ideation

Integration

ValidationOperation

Realisation

DevO

ps

The DevOps LoopTM


ULTURE

UTOMATION

EASUREMENT

HARING


The Emerging DevOps Superpattern

DevOps

Lean

Theory of Constraints

Safety CultureLearning

Organisation

Holacracy

ITSM

Agile


900 BC

1159 AD 1676 AD 2000

Standing on the Shoulders of Giants

Orion and Cedallion

Bernard of Chartres

Isaac NewtonNoel

Gallagher


AGILE


© DevOps Institute unless otherwise stated 13

“Agile was instrumental in Development regaining the trust in the business, but it

unintentionally left IT Operations behind. DevOps is a way for the business to regain trust in the entire IT organization as a whole.”

Clyde Logue

Founder of StreamStep


1) Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. 2) Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. 3) Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. 4) Business people and developers must work together daily throughout the project. 5) Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. 6) The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. 7) Working software is the primary measure of progress. 8) Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. 9) Continuous attention to technical excellence and good design enhances agility. 10) Simplicity - the art of maximizing the amount of work not done -is essential. 11) The best architectures, requirements, and designs emerge from self-organizing teams. 12) At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

The 12 Principles of the Agile Manifesto


"If agile was the opening act,

continuous delivery is the headliner."

Kurt Bittner


Discipline Culture Automation Measurement Sharing

Agile The customer is elevated. Support and trust

are key. Teams self organise. The importance

of motivating individuals is recognised.

Behaviour is a adjusted as an output of

reflection.

The 1st principle of the Agile

Manifesto is the continuous

delivery of value. This is best

optimised through automation.

Focus on velocity via sprint

burndown charts. Also ideally

measuring value to the customer.

Working software is the primary

measure of progress.

Daily collaboration between

business and tech is emphasised.

Face to face interaction is

preferred. The team reflects

together.


Agile Principle #10“Simplicity - the art of maximizing the

amount of work not done – is essential.”


HOLACRACY








reflection.














together.

Holacracy An Agile organisational management system

driven to distribute authority through self-

organising teams preferring coaching over

management. Focus on personal freedom and

responsibility.

Uses Glassfrog to manage circles

and GitHub.

Everyone’s a sensor. No sales

targets, no budgets.

Heavily focussed on using peer-

review processes. Has its

background in Agile thinking.

Relies on collective intelligence.


‘”Change’ no longer a relevant topic because organisation constantly

adapts from within.”


ITSM


ITSM


ASM


“Rapidly changing IT requirements require

rapidly changing IT capabilities.”







reflection.














together.





responsibility.


and GitHub.







ASM Just enough governance to deliver the best

service to the customer. Encourages a

continuous learning environment.

Using service desk tools and

monitoring to streamline

processes. Using Cloud and

release/environment

orchestration to deliver faster.

SLA driven – focus traditionally on

stability or uptime.

Promotes better collaboration by

cross‐pollinating vocabulary and

methods.


LEAN


• Chapter 5: Selecting Which

Value Stream to Start With

• Chapter 6: Understanding

the Work in Our Value

Stream, Making it Visible,

and Expanding it Across the

Organization







reflection.














together.





responsibility.


and GitHub.













release/environment






methods.

Lean Focus on delivering value to the customer

with minimal waste.

Types of waste Lean seeks to

eliminate are errors and

duplication – both of which

automation helps to tackle.

Use Kanban to measure velocity

and Value Stream Mapping to

expose waste and measure

improvement.

Use Value Stream Mapping to

understand the handoffs between

processes and human interactions.


Value Stream Mapping Metrics

Process Time Lead Time

- Processing time- Touch time- Work time- Task time

- Throughput time- Response time- Turnaround time

‘Value Stream Mapping: How to Visualise Work and Align Leadership for OrganisationalTransformation’ 2014 (Karen Martin and Mike Osterling)

%C&A


LEARNING ORGANISATION


“(Learning organisations are)… organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together.”

Peter Senge


The Third Way







reflection.














together.





responsibility.


and GitHub.













release/environment






methods.


with minimal waste.








improvement.




Learning

Organisation

Decentralising the role of leadership. Putting

long term sustainability ahead of short term

fixes – avoidance of cultural debt.

Automate rote tasks to release

time for learning and

experimentation. Use Knowledge

Management tools.

Exposing personal mental patterns

and thinking for inspection and

influence from others. Team

learning is one of the 5

disciplines. Shared vision of the

future.


SAFETYCULTURE



FAILFAST


FAILSMART


FAILEARLY


FAILSAFE



ExperimentInnovate

Success

FailureLearning


“One way to enable market-oriented outcomes is for Operations to create a set of centralized platforms and tooling services that any Dev team can use to become more productive… a platform that provides a shared version control repository with pre-blessed security libraries, a deployment pipeline that automatically runs code quality and security scanning tools, which deploys our applications into known, good environments that already have production monitoring tools installed on them.”

The DevOps Handbook








reflection.














together.





responsibility.


and GitHub.













release/environment






methods.


with minimal waste.








improvement.




Learning

Organisation







Management tools.






future.

Safety Culture It’s got culture in the name! In a highly

experimental, innovative environment, we

need to build safety in.

Fail safe, fast, smart – testing and

auditing early in the release cycle

and pre-emptive monitoring.

MTTR but measuring failure in

terms of real business value is

most effective.

Accountability is key and ensuring

all understand their role in

procedures.


THEORY OF CONSTRAINTS







reflection.














together.





responsibility.


and GitHub.













release/environment






methods.


with minimal waste.








improvement.




Learning

Organisation







Management tools.






future.

Safety Culture It’s got culture in the name! In a highly

experimental, innovative environment, we

need to build safety in.

Fail safe, fast, smart – testing and

auditing early in the release cycle

and pre-emptive monitoring.

MTTR but measuring failure in

terms of real business value is

most effective.

Accountability is key and ensuring

all understand their role in

procedures.

Theory of

Constraints

Mental models held by people can cause

behaviour that becomes a constraint.

Automation can remove

constraints in manual processes.

Three measures: throughput,

operational expense, and

inventory.

Constraints are frequently poor

handoffs due to weak

collaboration.


Dev

Op

s

Learning Organisation

1970 1980 1990 2000 2010 2020

Holacracy

Agile

Lean

Theory of Constraints

Safety Culture

ITSM

1950 1960


The First Way:Flow

The Second Way:Feedback Loops

The Third Way:Experimentation & Learning

Agile

Holacracy

ASM

Lean

Learning

Organisation

Safety Culture

Theory of

Constraints

The Three Ways and the DevOps Superpattern


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The DevOps Superpattern