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You Can't Change Culture, But You Can Change Behavior (DevOpsDays Rome 2012)
- 1. You Can’t Change Culture, But You Can Change Behavior. (and behavior becomes culture)
- 2. Damon Edwards @damonedwards dev2ops.org damon@dtosolutions.com DevOps and Automation
- 3. DevOps Cafe Podcast devopscafe.org subscribe in iTunes
- 4. DevOps Cookbook In progress... Gene Kim Patrick Debois John Willis Mike Orzen John Allspaw Jez Humble Damon Edwards
- 5. Damon Edwards @damonedwards dev2ops.org damon@dtosolutions.com DevOps and Automation
- 6. Why I am standing here today #%!
- 7. Where do we put our efforts? ORGANIZATION ORGANIZATION ORGANIZATION ORGANIZATION TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM EASIER MORE DIFFICULT VERY DIFFICULT
- 8. Where do we put our efforts? ORGANIZATION ORGANIZATION ORGANIZATION TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM EASIER MORE DIFFICULT VERY DIFFICULT
- 9. Where do we put our efforts? ORGANIZATION ORGANIZATION ORGANIZATION TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM EASIER MORE DIFFICULT VERY DIFFICULT
- 10. Where do we put our efforts? ORGANIZATION ORGANIZATION ORGANIZATION TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM EASIER MORE DIFFICULT VERY DIFFICULT
- 11. Where do we put our efforts? ORGANIZATION ORGANIZATION ORGANIZATION TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM EASIER MORE DIFFICULT VERY DIFFICULT DevOps problems live here!
- 12. State of the Art DevOps Culture Talk in One Slide!
- 13. State of the Art DevOps Culture Talk in One Slide!
- 14. State of the Art DevOps Culture Talk in One Slide! +
- 15. What your mother told you was culture Culture (n.): Culture (adj.):
- 16. “Culture” really means “Organizational Culture” “Set of shared mental assumptions that guide interpretation and action in organizations by defining appropriate behavior for various situations.”
- 17. “Culture” really means “Organizational Culture” “Set of shared mental assumptions that guide interpretation and action in organizations by defining appropriate behavior for various situations.” Why we do it the way we do it.
- 19. Organizational Culture Artifacts • values • vision • norms • language • systems • symbols • beliefs • habits
- 20. Be not afraid! • It’s not as squishy as it seems • There is actually some solid academic work to grab onto • There are tools to at least describe, if not comprehend, organizational culture
- 21. Organizational Culture Assessment Instrument ...based on competing values framework
- 22. Organizational Culture Assessment Instrument ...based on competing values framework
- 23. Management Skills Assessment Instrument
- 24. Now for the bad news...
- 25. Now for the bad news... If you aren’t the CEO there isn’t a whole lot you can do about Organizational Culture
- 26. What to do?
- 27. What to do? • Option #1: Change your company
- 28. What to do? • Option #1: Change your company If you can’t then...
- 29. What to do? • Option #1: Change your company If you can’t then... • Option #2: Change your company
- 30. What to do? • Option #1: Change your company If you can’t then... • Option #2: Change your company If you can’t then...
- 31. What to do? • Option #1: Change your company If you can’t then... • Option #2: Change your company If you can’t then... • Option #3: (see Option #1)
- 32. What to do?
- 33. What to do? • values • vision • norms • language • systems • symbols • beliefs • habits
- 34. What to do? • values • vision • norms • language Infuse with • systems DevOps Vision • symbols • beliefs • habits
- 35. What is DevOps Vision?
- 36. What is DevOps Vision? 1. See the system
- 37. What is DevOps Vision? 1. See the system 2. Focus on flow
- 38. What is DevOps Vision? 1. See the system 2. Focus on flow 3. Recognize feedback loops
- 39. What is DevOps Vision? 1. See the system 2. Focus on flow 3. Recognize feedback loops 4. Look for continuous improvement opportunities
- 40. What is DevOps Vision? ™ EA THE BIG ID 1. See the system 2. Focus on flow 3. Recognize feedback loops 4. Look for continuous improvement opportunities
- 41. Infuse DevOps Vision into every cultural artifact • values 1. See the system • vision • norms 2. Focus on flow • language • systems 3. Recognize feedback loops • symbols • beliefs 4. Look for continuous improvement • habits opportunities
- 42. Now is the time to make the business case for DevOps behavior changes! 1. See the system • values 2. Focus on flow • vision Better TTM • norms • language Better Quality • systems 3. Recognize feedback loops • symbols • beliefs • habits 4. Look for continuous improvement opportunities
- 43. Infusing DevOps Vision into an Organization
- 44. Infusing DevOps Vision into an Organization • What doesn’t work: The Big Bang™
- 45. Infusing DevOps Vision into an Organization • What doesn’t work: The Big Bang™ • What does work: Recruit, Educate, Drill, Repeat
- 46. Now for some interesting examples on bringing DevOps Vision to life...
- 47. Banish the word “done” DONE Why?: Owner: Dev / Project Mgmt Drives “system thinking” and Impact: Developers, QA “focus on flow” Difficulty: Easy
- 48. Banish the word “done” DONE • You run a service. It never stops, so you are never “done”. Why?: Owner: Dev / Project Mgmt Drives “system thinking” and Impact: Developers, QA “focus on flow” Difficulty: Easy
- 49. Banish the word “done” DONE • You run a service. It never stops, so you are never “done”. • “Code complete” is an anti-pattern, not a milestone Why?: Owner: Dev / Project Mgmt Drives “system thinking” and Impact: Developers, QA “focus on flow” Difficulty: Easy
- 50. Banish the word “done” DONE • You run a service. It never stops, so you are never “done”. • “Code complete” is an anti-pattern, not a milestone • At best, you have fulfilled your most recent obligation Why?: Owner: Dev / Project Mgmt Drives “system thinking” and Impact: Developers, QA “focus on flow” Difficulty: Easy
- 51. Make operational requirements first class citizens Why?: Owner: Program Management Drives systems thinking, improves Impact: Schedule Owner predictability of flow, reduces technical debt creation Difficulty: Easy
- 52. Make operational requirements first class citizens • Operational requirements (“non-functional requirements) are just as important to running service as any business feature requirement Why?: Owner: Program Management Drives systems thinking, improves Impact: Schedule Owner predictability of flow, reduces technical debt creation Difficulty: Easy
- 53. Make operational requirements first class citizens • Operational requirements (“non-functional requirements) are just as important to running service as any business feature requirement • Include those operational requirements in whatever tools and processes your business feature requirements go through Why?: Owner: Program Management Drives systems thinking, improves Impact: Schedule Owner predictability of flow, reduces technical debt creation Difficulty: Easy
- 54. Visualize the flow Why?: Owner: Release (?) Drives systems thinking and focusing on the flow, makes Impact: Everyone bottlenecks obvious Difficulty: Easy
- 55. Collaboratively map the value stream Core business service delivery process Steering Current state value stream map Committee Erica Switzer Full L/T Lead time Projects / Expedites P/T Process time H/C Head count S/R Scrap rate Business Analyst Erica Switzer D Defects Estimates and EP Extra processes requirements M Motion PD Partially done Project Manager TS Task switching W Waiting Erica Switzer Business Change Creative request Daily Scrum Change Program Management meeting Request QA Control Forms Mx3 build Development Dx3 Develop Technical Specification Daily Scrum Deployment web assets meeting QA Meeting Business Systems Jira issues RT tickets Support Release Engineering L/T 6 weeks Web Assets, Deployment P/T 4 weeks Technical Operations flows and Jira issues Document Stan Walters H/C 12 wireframes S/R 5% Bob McNulty Wx2 PDx4 Wx2 RT tickets Change TSx5 Dx2 Delta Development Development D Release Control Development features and Build and deploy Integration testing Build and deploy Set of fixes EP service L/T 8 weeks L/T 2 days L/T 1 day L/T 8 hours Cut project branch branches P/T 4 weeks P/T 4 hours P/T 1 day P/T 7 hours H/C 5 H/C 1 H/C 5 H/C 1 W D D Mx2 S/R 25% S/R 10% S/R 95% S/R 2% PDx3 D Mx8 Dx2 L/T 15 minutes Joe Harbaugh Joe Harbaugh Joe Harbaugh Fernando Gomez EP PD Deploy to EP P/T 5 minutes Acceptance testing Feature testing Tested Merge project Deploy to Staging Staging testing H/C 1 packages Production branch S/R 0% L/T 5 days L/T 4 weeks L/T 6 days L/T 1 week L/T 9 hours L/T 30 minutes Chris Holmes Development P/T 5 hours P/T 2.5 weeks P/T 90 minutes P/T 3.5 days P/T 8 hours P/T 30 minutes Environments H/C 2 H/C 4 H/C 3 H/C 4 H/C 6 H/C 1 Documented S/R 10% S/R 20% S/R 66% S/R 66% S/R 66% S/R 33% test plans Raj Lee Raj Lee Frances Middleton Frances Middleton Allen Cannata Fernando Gomez and cases PDx2 QA Staging Production Build test plan Build test cases Environments Environment Environment L/T 5 days L/T 2 weeks P/T 4 days P/T 8 days H/C 1 H/C 2 S/R 10% S/R 20% Deploy to Performance Raj Lee Raj Lee Performance testing L/T 6 days L/T 1 week P/T 90 minutes P/T 3 days H/C 3 H/C 1 S/R 66% S/R 66% Frances Middleton Allen Cannata Performance Environment Process Time 4 weeks 4 weeks 4 hours 1 day 7 hours 5 hours 2.5 weeks 90 minutes = 62 days 3.5 days 8 hours 2 weeks 4 weeks 1.5 days 1 hours 4.5 days 1.5 weeks 5.75 days 1.5 days 1 hour Lead Time = 113 days Why?: Owner: Anyone Aligns understanding of the full system, highlights wastes Impact: Everyone (problems) Difficulty: Low /Medium
- 56. Turn information flows into artifact flows M Service pack review email Current state value stream map Customer L/T = 56d P/T = 7d communication L/T Lead time H/C = 6 P/T Process time S/R = 100% L/T = 28d Suresh Wu P/T = 7d H/C Head count crit bugs H/C = 1 S/R = S/R Scrap rate M(2) W Stephen / Xi Customer derived Release Program D Defects reqs. Management Release EP Extra processes M W Schedule L/T = M Motion Estimates PRD P/T = Product Program H/C = Planning PD Partially done S/R = TS Task switching Erica Smith L/T = 105d P/T = 46d W Waiting PD H/C = 15 S/R = 100% Lockdown Technical Support M(2) EP John Robert control Product Management Engineering Engineering Planning Cloud Services Process Design PRD Specs PRD L/T = 45d EP(2) TS(2) P/T = 18d Documentum M EP H/C = 23 M(3) W(2) S/R = PD Preliminary Bob Smith ERR Cloud Services Development Release BRD M(3) W Release PRD ERR Server L/T = 45d Memos L/T = 60d Provisioning P/T = 21d P/T = 16d H/C = 140 D MOP, SOP H/C = 3 QA L/T = 24d S/R = S/R = 3% Environment Remedy P/T = 4d Bob Smith QA Forum M(3) EP Reggie / Carlos Ticket H/C = 3 Ticket QA forum Engineering S/R = 50% BRD checklist Release Jen Garza M W EP Patch L/T = 60d Calendar D P/T = 1d Change Control EP H/C = 1 README QA Forum S/R = >5% Rollout Server M EP(3) L/T = 42d Ticket Victoria Doe Schedule Acceptance Tasks P/T = QA Test H/C = L/T = 14d S/R = P/T = 1d L/T = 105d MOP MOP Peter Lee H/C = 4.5 P/T = 11d ERR S/R = 15% H/C = 42 PD(3) Lynn A. etc S/R = Selective Sam Young Promotion L/T = 90d P/T = 15d Remedy New Targets H/C = 5 Ticket S/R = Steve Young BTS README M W(2) EP Deploy Release Full M(2) PD(3) Development Shared Commits Build Release L/T = 90d Drive Prod Packages P/T = 8d L/T = 75d Shared Drive Promotion P/T = 43d L/T = 1d Test H/C = 8 H/C = 130 P/T = 0.3d L/T = 60d S/R = 2% S/R = H/C = 2 P/T = 0.2d XML Lewis S./Peter Y. Production Bob Smith S/R = 33% H/C = 1 M W(2) EP John Doe S/R = >5% Single Victoria Doe Image PD D(3) TS Server Why?: Owner: Development Removes barriers to flow, smooths Impact: Dev and Ops handoffs, improves quality Difficulty: High
- 57. Turn information flows into artifact flows M Service pack review email Current state value stream map Customer L/T = 56d P/T = 7d communication L/T Lead time H/C = 6 P/T Process time S/R = 100% L/T = 28d Suresh Wu P/T = 7d H/C Head count crit bugs H/C = 1 S/R = S/R Scrap rate M(2) W Stephen / Xi Customer derived Release Program D Defects reqs. Management Release EP Extra processes M W Schedule L/T = M Motion Estimates PRD P/T = Product Program H/C = Planning PD Partially done S/R = TS Task switching Erica Smith L/T = 105d P/T = 46d W Waiting PD H/C = 15 S/R = 100% Lockdown Technical Support M(2) EP John Robert control Product Management Engineering Engineering Planning Cloud Services Process Design PRD Specs PRD L/T = 45d EP(2) TS(2) P/T = 18d Documentum M EP H/C = 23 M(3) W(2) S/R = PD Preliminary Bob Smith ERR Cloud Services Development Release BRD M(3) W Release PRD ERR Server L/T = 45d Memos L/T = 60d Provisioning P/T = 21d P/T = 16d H/C = 140 D MOP, SOP H/C = 3 QA L/T = 24d S/R = S/R = 3% Environment Remedy P/T = 4d Bob Smith QA Forum M(3) EP Reggie / Carlos Ticket H/C = 3 Ticket QA forum Engineering S/R = 50% BRD checklist Release Jen Garza M W EP Patch L/T = 60d Calendar D P/T = 1d Change Control EP H/C = 1 README QA Forum S/R = >5% Rollout Server M EP(3) L/T = 42d Ticket Victoria Doe Schedule Acceptance Tasks P/T = QA Test H/C = L/T = 14d S/R = P/T = 1d L/T = 105d MOP MOP Peter Lee H/C = 4.5 P/T = 11d ERR S/R = 15% H/C = 42 PD(3) Lynn A. etc S/R = Selective Sam Young Promotion L/T = 90d P/T = 15d Remedy New Targets H/C = 5 Ticket S/R = Steve Young BTS README M W(2) EP Deploy Release Full M(2) PD(3) Development Shared Commits Build Release L/T = 90d Drive Prod Packages P/T = 8d L/T = 75d Shared Drive Promotion P/T = 43d L/T = 1d Test H/C = 8 H/C = 130 P/T = 0.3d L/T = 60d S/R = 2% S/R = H/C = 2 P/T = 0.2d XML Lewis S./Peter Y. Production Bob Smith S/R = 33% H/C = 1 M W(2) EP John Doe S/R = >5% Single Victoria Doe Image PD D(3) TS Server Why?: Owner: Development Removes barriers to flow, smooths Impact: Dev and Ops handoffs, improves quality Difficulty: High
- 58. Turn information flows into artifact flows M Service pack review email Current state value stream map Customer L/T = 56d P/T = 7d communication L/T Lead time H/C = 6 P/T Process time S/R = 100% L/T = 28d Suresh Wu P/T = 7d H/C Head count crit bugs H/C = 1 S/R = S/R Scrap rate M(2) W Stephen / Xi Customer derived Release Program D Defects reqs. Management Release EP Extra processes M W Schedule L/T = M Motion Estimates PRD P/T = Product Program H/C = Planning PD Partially done S/R = TS Task switching Erica Smith L/T = 105d P/T = 46d W Waiting PD H/C = 15 S/R = 100% Lockdown Technical Support M(2) EP John Robert control Product Management Engineering Engineering Planning Cloud Services Process Design PRD Specs PRD L/T = 45d EP(2) TS(2) P/T = 18d Documentum M EP H/C = 23 M(3) W(2) S/R = PD Preliminary Bob Smith ERR Cloud Services Development Release BRD M(3) W Release PRD ERR Server L/T = 45d Memos L/T = 60d Provisioning P/T = 21d P/T = 16d H/C = 140 D MOP, SOP H/C = 3 QA L/T = 24d S/R = S/R = 3% Environment Remedy P/T = 4d Bob Smith QA Forum M(3) EP Reggie / Carlos Ticket H/C = 3 Ticket QA forum Engineering S/R = 50% BRD checklist Release Jen Garza M W EP Patch L/T = 60d Calendar D P/T = 1d Change Control EP H/C = 1 README QA Forum S/R = >5% Rollout Server M EP(3) L/T = 42d Ticket Victoria Doe Schedule Acceptance Tasks P/T = QA Test H/C = L/T = 14d S/R = P/T = 1d L/T = 105d MOP MOP Peter Lee H/C = 4.5 P/T = 11d ERR S/R = 15% H/C = 42 PD(3) Lynn A. etc S/R = Selective Sam Young Promotion L/T = 90d P/T = 15d Remedy New Targets H/C = 5 Ticket S/R = Steve Young BTS README M W(2) EP Deploy Release Full M(2) PD(3) Development Shared Commits Build Release L/T = 90d Drive Prod Packages P/T = 8d L/T = 75d Shared Drive Promotion P/T = 43d L/T = 1d Test H/C = 8 H/C = 130 P/T = 0.3d L/T = 60d S/R = 2% S/R = H/C = 2 P/T = 0.2d XML Lewis S./Peter Y. Production Bob Smith S/R = 33% H/C = 1 M W(2) EP John Doe S/R = >5% Single Victoria Doe Image PD D(3) TS Server Why?: Owner: Development Removes barriers to flow, smooths Impact: Dev and Ops handoffs, improves quality Difficulty: High
- 59. Metrics with a mission: Situational Awareness Organization & Process Data Application Situational Infrastructure Data Awareness Data Business Data Why?: Owner: Metrics (?) Feedback. Aligns organizational Impact: Everyone efforts. Difficulty: Medium
- 60. Turn everything into a change correlation chart Why?: Owner: Metrics (?) Raise awareness of change. Impact: Everyone Difficulty: Medium
- 61. Paint the walls with awareness Why?: Owner: Metrics (?) Feedback. Aligns organizational Impact: Everyone efforts. Difficulty: Easy
- 62. Realign Ownership and Control Why?: Owner: Technology Managers Removes bottlenecks (improves flow), pushes the pain forward, aligns Impact: Everyone activities with those best suited to execute Difficulty: Medium / High
- 63. Realign Ownership and Control • Dev owns... uptime for their own code Ops owns... uptime for platforms and tooling Why?: Owner: Technology Managers Removes bottlenecks (improves flow), pushes the pain forward, aligns Impact: Everyone activities with those best suited to execute Difficulty: Medium / High