Accelerate Your DevOps Journey
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With over 70K downloads and input from 30K professionals worldwide, the annual State of DevOps Report from DevOps Research and Assessment (DORA) is the longest running and most rigorous research into DevOps. Learn how you can achieve elite performance in software development and delivery with findings from the 2019 report.
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Accelerate Your DevOps Journey
- 2. Nathen Harvey Developer Advocate, Google @nathenharvey
- 4. Incentives are not aligned
- 5. Incentives are not aligned Developers Agility Operators Stability
- 6. Incentives are not aligned The Business
- 7. Incentives are not aligned The Business IT
- 8. Just who is the business? The Business IT
- 9. Why is the business?
- 10. DevOps
- 11. DevOps is…
- 13. DevOps is… An that aims to increase software delivery , improve service , and build among software stakeholders.
- 15. DevOps does…
- 18. Software Delivery & Operations Performance Speed Stability
- 21. 208 TIMES MORE elite performers106 TIMES FASTER 7 TIMES LOWER 2,604 TIMES FASTER 2019 Accelerate: State of DevOps
- 22. Yes and Yes
- 23. Yes and Yes Velocity and Reliability
- 24. Yes and Yes Productivity and Job satisfaction
- 26. On-demand self-service Broad network access Resource pooling Rapid elasticity Measured service Cloud
- 27. Only 29% of respondents met all 5 characteristics of cloud computing On-demand self-service Broad network access Resource pooling Rapid elasticity Measured service
- 28. Elite performers are 24x more likely to have met characteristics of cloud computing
- 30. 04Culture
- 33. Failure leads to scapegoating It was not my fault!
- 34. Failure leads to scapegoating Failure leads to justice It was not my fault! Justice must be served!
- 35. Failure leads to scapegoating Failure leads to justice Failure leads to enquiry It was not my fault! Justice must be served! Let's investigate the system!
- 36. 1. On my team, information is actively sought. 2. Messengers are not punished when they deliver news of failures or other bad news. 3. On my team, responsibilities are shared. 4. On my team, cross-functional collaboration is encouraged and rewarded. 5. On my team, failure causes inquiry. 6. On my team, new ideas are welcomed.
- 37. Pathological (power-oriented) Bureaucratic (rule-oriented) Generative (performance-oriented) Low cooperation Modest cooperation High cooperation Messengers shot Messengers neglected Messengers trained Responsibilities shirked Narrow responsibilities Risks are shared Bridging discouraged Bridging tolerated Bridging encouraged Failure leads to scapegoating Failure leads to justice Failure leads to enquiry Novelty crushed Novelty leads to problems Novelty implemented Westrum organizational culture Westrum RA typology of organisational cultures. BMJ Quality & Safety 2004;13:ii22-ii27. http://bmj.co/1BRGh5q
- 38. How to change culture?
- 39. How to change culture?
- 40. How to change culture?
- 41. How to change culture? http://www.thisamericanlife.org/radio-archives/episode/403/nummi http://sloanreview.mit.edu/article/how-to-change-a-culture-lessons-from-nummi/ “What changed the culture was giving employees the means by which they could successfully do their jobs. It was communicating clearly to employees what their jobs were and providing the training and tools to enable them to perform those jobs successfully.” —John Shook
- 50. Less Rework
- 53. Less Rework Technical Practices Test Automation Continuous Testing Deployment Automation Version Control Trunk-based Development Test Data Management Shift Left on Security Monitoring & Observability Loosely Coupled Architecture Proactive Notifications Empowered Teams Code Maintainability Database Change Management Continuous Integration Continuous Delivery
- 54. Transformational Leadership Less Rework Technical Practices Test Automation Continuous Testing Deployment Automation Version Control Trunk-based Development Test Data Management Shift Left on Security Monitoring & Observability Loosely Coupled Architecture Proactive Notifications Empowered Teams Code Maintainability Database Change Management Continuous Integration Continuous Delivery
- 55. Transformational Leadership Vision Inspirational Communication Intellectual Stimulation Supportive Leadership Personal Recognition Less Rework Technical Practices Test Automation Continuous Testing Deployment Automation Version Control Trunk-based Development Test Data Management Shift Left on Security Monitoring & Observability Loosely Coupled Architecture Proactive Notifications Empowered Teams Code Maintainability Database Change Management Continuous Integration Continuous Delivery
- 56. Group Discussions 1. Select an outcome 2. Which capabilities are preventing progress? https://bit.ly/dora-bfd 3. What should we do next to improve these capabilities?
- 57. Focus resources on what is currently holding you back, then iterate: Identify constraints and choose the next target.
- 58. Rother, M. (2009) Toyota Kata. McGraw-Hill Education.
- 59. It takes work.
- 60. It takes work. We don’t have to do it all at once.
- 61. It takes work. We don’t have to do it all at once. will most likely fail if we try
- 62. What works? What doesn’t? Bottom-up or grassroots Training centers Centers of excellence Communities of practice A big bang approach
- 63. Elite teams favor strategies that create community structures Communities of practice Grassroots Proof of Concept (POC) as a template POC as seed
- 67. Thank you