mapping “projectized” work to devops-style...
TRANSCRIPT
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Chris Knotts, PMP – Product Director, IT Innovation & Learning
Mapping “Projectized” Work to DevOps-style Workflows
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Thank you for having me!
We will discuss…
• A bit about the state of Agile, DevOps, and continuous workflows (integration, testing, delivery, operations, etc.)
• A bit of history
• Project management concerns
• Common organizational dynamics that leave us with plenty of work to do
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A few assumptions for the hour…
• Chris is a real project manager, but not a real engineer
• DevOps, and to a lesser degree Continuous Delivery, are not codified. They are loose, open families of principles and practices enabled by a wide range of tech assets and tools.
• For now, specific vocabulary doesn’t matter. We’re interested in principles.
• We’re asking hard questions that don’t always have obvious answers – but the answers are there.
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Revisiting Triple Constraints
Scope
Time Cost
Quality
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Jim Highsmith, Thoughtworks
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From traditional to the “Agile Triangle”
Source: Jim Highsmith, Agile Project Management (2nd Edition)
Scope
Time Cost
Quality
Value
Quality Constraints
Scope
Time Cost
Source of value to the customer
These are enablers
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Projects, or software projects?
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The agile manifesto’s principles lead with…
Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
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A simplified look at a typical enterprise
s
S e c u r I t y, G o v e r n a n c e S e c u r I t y, G o v e r n a n c e
Business Customer
Application
Development teams IT Operations, Production
Environments, Support
Change Management
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A simplified look at enterprise IT projects
Business analysis
App Dev
Testing & QA
Release
IT Ops
Idea or need
Delivery
Feedback?
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Application delivery and the cost of defects
50% of defects introduced here
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2011: Continuous Delivery: Reliable Software Releases Through Build, Test, &
Deployment Automation
Jez Humble
Dave Farley
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2013: The Phoenix Project: A Novel About IT, DevOps, and Helping Your Business Win
Gene Kim
George Spafford
Kevin Behr
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These business outcomes are why people get so excited about DevOps
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How does a continuous delivery practice work?
• Configuration management (i.e. Puppet, Chef, Ansible)
• Distributed version control (i.e. Git, Mercurial)
• Highly automated testing, deployment pipelines
• Equal priority to non-functional and functional requirements
• Cross functional teams & agile engineering
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From waterfall, to agile, to continuous flow
Waterfall
Agile
Continuous Delivery
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BUT…
• Projects have a start and a finish – they are not continuous.
• How can large, complex projects be executed if we only work in tiny little bits?
These are fundamental scalability problems.
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Jez Humble’s “Water-scrum-fall”
Study, approval Design, planning
Analysis
Development
Testing, showcase
iterations
Centralized QA Release,
operations
“Agile” teams
PMO, Finance
Downstream IT
The “fuzzy front end” Pro
ject life
cycles
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Enterprise projects need our help!
• Projects don’t keep up with needs • Functional batching causes slowness and waste • Massive security problems • Attaching monetary value to conceptual value • Who is responsible for the overall flow? • Inefficiencies of estimating and planning • Cost of delay
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Business analysis
App Dev
Testing & QA
Release
IT Ops
Agile
Continuous Delivery
DevOps
Flow of enterprise value: are we there yet?
Project life cycles
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Who is in a position to improve this paradigm?
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So… who is the project manager?
• A product owner?
• A scrummaster?
• Someone worried about their job?
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Don Reinersten
“If you only quantify one thing, quantify the cost of delay.”
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Maersk Line and using cost of delay, CD3 scores
Joshua Arnold, “Black Swan Farming”
http://blackswanfarming.com/experience-report-maersk-line/
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Value flow from first mile (fuzzy front end) to last mile (delivery)
• Bernoulli’s principle (and other fluid dynamics) can be applied to enterprise projects
• Lean principles are being retooled for software projects
• Projectize work to attack bottlenecks, waste, and cultural barriers, then figure out the rest
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So… who is the project manager?
• Responsible for a value-based outcome
• Responsible for communicating monetary value of time cycles
• Responsible for framing projects and managing results
• Responsible for making sure technology work is actually responding to real business needs.
• Coordinator and communicator-in-chief between business stakeholders and technical producers
• Responsible for making work status visible to stakeholders
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Chris Knotts, PMP – Product Director, IT Innovation & Learning
Thank you!
[email protected] @chris_knotts