devops and the culture of high performing software organizations
TRANSCRIPT
@jezhumble better software west, las vegas
devops and the culture of high performing software organizations
how to implement continuous delivery
devops and the science behind it
culture and how we change it
how to build better products with these awesome new powers
preview
“the enterprise”
Project A
Project B
Project C
DBAs
Infrastructure team
Service desk
Value stream
OperationsEngineeringBusiness
Ping!
Project A
Project B
Project C
DBAs
Infrastructure team
Service desk
Value stream
OperationsEngineeringBusiness
Ping!
Project D
Let’s create a new
product
enterprise projects
Project A
Project B
DBAs
Infrastructure team
Service desk
Project D
We’re going agile! Oh no!Oh no!
Value stream
OperationsEngineeringBusiness
Project A
Project B
DBAs
Infrastructure team
Service desk
Value stream
OperationsEngineeringBusiness
Project D
Our test-driven code follows SOLID
principles
Shame it doesn’t work
Change management
Jon Jenkins, “Velocity Culture, The Unmet Challenge in Ops” | http://bit.ly/1vJo1Ya
devops movement
a cross-functional community of practice dedicated to the study of building, evolving and operating rapidly changing, secure, resilient systems at scale
IT as a competitive advantage
“Firms with high-performing IT organizations were twice as likely to exceed their profitability, market share and productivity goals.”
http://bit.ly/2014-devops-report
time to restore service
lead time for changes
release frequency
change fail rate
it performance
http://bit.ly/2014-devops-report
it performance
“The Role of Continuous Delivery in IT and Organizational Performance.” Dr Nicole Forsgren and Jez Humble http://ssrn.com/abstract=2681909
what is culture?
“A pattern of shared tacit assumptions that was learned by a group as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems.”
— Edgar Schein, The Corporate Culture Survival Guide
what is culture?
“Our true culture is made primarily of the things no one will say... Culture is about power dynamics, unspoken priorities and beliefs, mythologies, conflicts, enforcement of social norms, creation of in/out groups and distribution of wealth and control inside companies.”
— Shanley Kane | @shanley | Your Startup Is Broken: Inside the Toxic Heart of Tech Culture
“My job makes good use of my skills and abilities.”
“I would recommend this organization as a good place to work.”
“I am satisfied with my job.”
“We use data from app perf & infra monitoring tools to make business decisions daily.”
“I have the tools and resources to do my job well.”
top predictors of organizational performance
high trust culture
https://rework.withgoogle.com/blog/five-keys-to-a-successful-google-team/
high trust culture
Westrum, “A Typology of Organizational Cultures” | http://bmj.co/1BRGh5q
how organizations process information
measuring culture
effect of lean management on culture
http://bit.ly/2015-devops-report
changing culture
http://www.thisamericanlife.org/radio-archives/episode/403/nummi
the production line
http://www.flickr.com/photos/toyotauk/4711057997/
changing culture
http://www.thisamericanlife.org/radio-archives/episode/403/nummi Schein, The Corporate Culture Survival Guide | http://sloanreview.mit.edu/article/how-to-change-a-culture-lessons-from-nummi/
“What my NUMMI experience taught me that was so powerful was that the way to change culture is not to first change how people think, but instead to start by changing how people behave—what they do…
“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.”
TOYODA AUTOMATIC LOOM TYPE G
22
“Since the loom stopped when a problem arose, no defective products were produced. This meant that a single operator could be put in charge of numerous looms, resulting in a tremendous improvement in productivity.”
http://www.toyota-global.com/company/vision_philosophy/toyota_production_system/jidoka.html
hp laserjet firmware division
2008
~5% - innovation capacity
15% - manual testing
25% - product support
25% - porting code
20% - detailed planning
10% - code integration
Costs
Full manual regression: 6 wks
Builds / day: 1-2
Commit to trunk: 1 week
Cycle times
Implement continuous integration
Reduce hardware variation
Create a single package
Create a simulator
Invest in a comprehensive test automation
futuresmart rearchitecture
deployment pipeline
hp laserjet firmware division
~5% - innovation
15% - manual testing
25% - current product support
25% - porting code
20% - detailed planning
10% - code integration
2008
~40% - innovation
5% - most testing automated
10% - current product support
15% - one main branch
5% - agile planning
2% - continuous integration
2011
The remaining 23% on RHS is spent on managing automated tests.
the economics
2008 to 2011
• overall development costs reduced by ~40%
• programs under development increased by ~140%
• development costs per program down 78%
• resources now driving innovation increased by 8X
A Practical Approach to Large-Scale Agile Development (Addison-Wesley) Gruver, Young, Fulghum
What obstacles are preventing you from reaching it? which one are you addressing now?
What is the target condition? (The challenge)
What is the actual condition now?
When can we go and see what we learned from taking that step?
What is your next step? (Start of PDCA cycle)
improvement kata
improvement kata
impact mapping
Gojko Adzic, Impact Mapping
hypothesis-driven delivery
We believe that
[building this feature]
[for these people]
will achieve [this outcome].
We will know we are successful when we see [this signal from the market].
Jeff Gothelf “Better product definition with Lean UX and Design” http://bit.ly/TylT6A
experiments
Different types of user research, courtesy of Janice Fraser
“Evaluating well-designed and executed experiments that were designed to improve a key metric, only about 1/3 were successful at improving the key metric!”
do less
“Online Experimentation at Microsoft”, Kohavi et al http://stanford.io/130uW6X
Jon Jenkins, “Velocity Culture, The Unmet Challenge in Ops” | http://bit.ly/1vJo1Ya
“I think building this culture is the key to innovation. Creativity must flow from everywhere. Whether you are a summer intern or the CTO, any good idea must be able to seek an objective test, preferably a test that exposes the idea to real customers. Everyone must be able to experiment, learn, and iterate.”
innovation culture
http://glinden.blogspot.com/2006/04/early-amazon-shopping-cart.html
Define your direction
Define and communicate short-term, measurable outcomes
Ensure people have the tools and resources to experiment and learn
takeaways
what is culture?
“Our true culture is made primarily of the things no one will say... Culture is about power dynamics, unspoken priorities and beliefs, mythologies, conflicts, enforcement of social norms, creation of in/out groups and distribution of wealth and control inside companies.”
— Shanley Kane | @shanley | Your Startup Is Broken: Inside the Toxic Heart of Tech Culture
start measuring your own performance and setting goals
stop talking about individual productivity and 10x developers
eliminate hidden bias
invest in your people
there is no talent shortage
http://bit.ly/no-talent-shortage
thank you!
To receive the following: • An exclusive invite to our DevOps benchmarking tool • A chance to get a personalized analysis of your results • A copy of this presentation • A 100 page excerpt from Lean Enterprise • A 20m preview of my Continuous Delivery video workshop • Discount code for CD video + interviews with Eric Ries & more • Early drafts of the DevOps Handbook
Just pick up your phone and send an email
© 2015 Jez Humble & Associates LLC
@jezhumble | http://continuousdelivery.com/