www.ranger4.com

DevOpstastic

DevOps Goals and Rewards

Helen BealHead of DevOps

www.ranger4.com

DevOpstastic

Don’t fight stupid -Make more awesome

(Jesse’s rule)

www.ranger4.com

DevOpstastic

The Downward Spiral

Words taken from a Gene Kim presentation

Operations sees:• Fragile applications are prone to

failure• Long time required to figure out

‘which bit got flipped’• Detective control is a salesperson• Too much time required to restore

service• Too much firefighting and

unplanned work• Planned project work cannot

complete• Frustrated customers leave• Market share goes down• Business misses Wall Street

commitments• Business makes even larger

promises to Wall Street

Dev sees:• More urgent date-driven projects

put into the queue• Even more fragile code put into

production• More releases have increasingly

‘turbulent installs’• Release cycles lengthen to

amortise ‘costs of deployments’• Failing bigger deployments difficult

to diagnose• Most senior and constrained IT ops

resources have less time to fix underlying process problems

• Ever increasing backlog of infrastructure projects that could fix root cause and reduce costs

• Ever increasing tension between development and IT Operations

www.ranger4.com

DevOpstastic

What does DevOps Culture Look Like?

Frictionless

Transparent

Innovative

Collaborative

SuccessfulSurviving

Thriving

Casual

Comfortable

Like home, family

www.ranger4.com

DevOpstastic

Changing Culture

1. Start small: build trust and safety2. Create champions3. Use metrics to build success4. Celebrate successes5. Exploit compelling events

Jesse again!

www.ranger4.com

DevOpstastic

Baseline Trackable Metrics

January April Ju

ly

October

020406080

100120

DefectsReleasesResourcesMTTROutages

Ranger4

DMI*score

* DevOps Maturity Index

www.ranger4.com

DevOpstastic

Establish Roadmap to Adoption

GO LIVE

Visi

on o

f Des

ired

Futu

re S

tate

Continuous Delivery

Fit Assessment

Organisational Initiatives

Approved Project Plan

Cultural Initiatives

Base

line

Asse

ssm

ent &

Met

rics

Architectural Imperatives

Process Initiatives

Technology Initiatives

Prio

ritisa

tion

Qua

ntifie

d Va

lue

DevOps Reorganisation

Cultural Change Program

Deployment Process Automation

ARA Tools Implementation

Test Process Review

APM Rollout

Service Virtualization

www.ranger4.com

DevOpstastic

Real World ExampleBaseline Target

8 week test cycle 3 week test cycle (further improvement should be achieved)

8 month release cycle Quarterly releases (continuous delivery should be aimed for)

HIGH number of defects Reduction in number of defects (target to be defined)

LOW customer satisfaction Marked improvement in customer satisfaction and retention

Stable delivery team costsAbility to on-board more clients and deliver

more releases without a corresponding increase in delivery costs

HIGH number of hand-over’s across the business

Agile delivery “cell” focus utilising multi-discipline teams providing single face to all

3rd parties

www.ranger4.com

DevOpstastic

What doesSUCCESSlook like?

www.ranger4.com

DevOpstastic

A DevOps Maturity Model

1

5

4

3

2

Optimising DevOps

Managed DevOps

Starting DevOps

Fundamental DevOps

Not started DevOps

DevOps DONE – fine tuning and tied tightly to business goals.

Automated build, cross-functional teams, product-focused, cultural

change happening

Thinking about cultural change, starting to write scripts, looking at test

automation

Outages, war-rooms, blame, unplanned work, delays and defects.

Happy people with integrated toolchain to pre-empt failure, automate test and

deployment – Continuous Delivery

www.ranger4.com

DevOpstastic

S M A R TSPECIFY MEASURAB

LEATTAINABLE

RELEVANT

TIMELY

WHO, WHAT, WHERE, WHEN, WHY, WHICH

FROM and TO HOW WORTHWHILE

WHEN

Define the goal as much as possible with no ambiguous language.

WHO is involved, WHAT do I want to accomplish, WHERE will it be done, WHY and I doing this – reasons, purpose. WHICH constraints and requirements do I have?

Can you track the progress and measure the outcome?

How much, how many, how will I know when my goal is accomplished?

Is the goal reasonable enough to be accomplished?

How so?

Make sure the goal is not out of reach or below standard performance.

Is the goal worthwhile and will it meet your needs?

Is each goal consistent with other goals you have established and fits with your immediate and long term plans?

Your objective should include a time limit: “I will complete this goal by day/month/year.”

It will establish a sense of urgency and prompt you to have better time management.

www.ranger4.com

DevOpstastic

Our team will release updates to the core business application, Milton, once a day by the 1st September 2014. We

currently perform releases once a fortnight but believe, using

automation, this goal is attainable. Not only will it allow us to put revenue generating innovation to market faster, the process will be more

consistent and reliable.

www.ranger4.com

DevOpstastic

We, the testing team, will reduce the volume of defects from 20 to 2 per

week by the end of 2014 and through improved testing techniques reduce

the average time to fix a defect from 4 hours to 30 minutes in the same

timeframe, thus removing backlog and pushing software improvements to

market at greater velocity.

www.ranger4.com

DevOpstastic

How do wecelebrate success?

www.ranger4.com

DevOpstastic

"Your work is going to fill a large part of your life, and

the only way to be truly satisfied is to do what you

believe is great work.”Steve Jobs

www.ranger4.com

DevOpstastic

JOB JOY

www.ranger4.com

DevOpstastic

Job satisfaction is the No.1 predictor of organizational

performance. We all know how job satisfaction feels: It’s about doing work that is challenging and meaningful, and being empowered to exercise our skills and judgment. We also know that where there’s job satisfaction, employees bring the best of themselves to work: their engagement, their creativity and their strongest thinking. That makes for more innovation in any area of the business, including IT.

From the 2014 State of DevOps Report

www.ranger4.com

DevOpstastic

www.ranger4.com

DevOpstastic

S C A R FSTATUS CERTAINTY AUTONOM

YRELATEDNESS

FAIRNESS

RELATIVE IMPORTANCE TO OTHERS

PREDICTING THE FUTURE

CONTROL OVER EVENTS

SAFETY WITH OTHERS

EQUITABLE EXCHANGES

Even a small amount of uncertainty generates an ‘error’ response in the orbital frontal cortex. This takes attention away from one’s goals, forcing attention to the error.

The act of creating a sense of certainty is rewarding.. Meeting expectations generates an increase in dopamine levels in the brain, a reward response.

Autonomy is the perception of exerting control over one’s environment; a sensation of having choices. An increase in the perception of autonomy feels rewarding.

Working in a team necessitates a reduction in autonomy. In healthy cultures, this potential threat tends to be counteracted with an increase in status, certainty and relatedness.

Relatedness involves deciding whether others are ‘in’ or ‘out’ of a social group. Whether someone is friend, or foe.

Positive social connections are a primary need; however, the automatic response to new social connections involves a threat.

The threat from perceived unfairness can be decreased by increasing transparency, and increasing the level of communication and involvement about business issues.

Establishing clear expectations in all situations – from a one-hour meeting to a five-year contract – can also help ensure fair exchanges occur. A sense of unfairness can result from a lack of clear ground rules, expectations or objectives.

Status is the most significant determinant of human longevity and health, even when controlling for education and income.

One’s sense of status goes up when one feels ‘better than’ another person. in this instance the primary reward circuitry is activated, in particular the striatum, which increases dopamine levels.

www.ranger4.com

DevOpstastic

Rewards

• Pride• Mastery• Autonomy• Joy• A sense

• of progress• of accomplishment• of meaningfulness• of choice• of purpose

• Altruism• Opportunity to shine

Intrinsic• Cash• Gift card/vouchers• Time off• Play• Flexible working hours• Clubs/trophies/awards• Praise/thanks/

compliments• Holidays/trips/hospitality• Payrise• Promotion/responsibility• Personal development• Qualifications

Extrinsic

www.ranger4.com

DevOpstastic

SCARF

STATUS

CERTAINTY

AUTONOMY

RELATEDNESS

FAIRNESS

Promotion/job-title, cash, awards, prizes, trips

Qualifications, contracts, voice at a higher table, project ownership

Leadership, ideas acted upon, showcasing success

Team based play, mentoring (both ways)

Voluntary work, increased transparency

www.ranger4.com

DevOpstastic

What does DevOps Culture Look Like?

Frictionless

Transparent

Innovative

Collaborative

SuccessfulSurviving

Thriving

Casual

Comfortable

Like home, family

www.ranger4.com

DevOpstastic

Not DevOps!

www.ranger4.com

DevOpstastic

Is the task

mostly routine?

Sta

rt H

ere

Yes

No

Can you increase the

task’s challenge or

variety, make it less routine or connect it to a larger purpose?

1. Offer a rationale for

why the task is necessary.

2. Acknowledge that the task is

boring.

3. Allow people to

complete the task in their

own way.

1. They offer praise and feedback

rather than things people can touch or

spend.

2. They provide useful

information rather than an

attempt to control.

Sure, I can do

that

That’s pretty hard

Concentrate on building a healthy, long-term

motivational environment that pays people fairly

and fosters

autonomy, mastery and

purpose.

Avoid “if-then” rewards in almost all circumstances.

Consider unexpected, non-contingent “now that” rewards. Rewards will be

more effective if:

Use rewards, even “if-

then” rewards, but be sure to:

When to Use

Rewards(from Daniel Pink’s ‘Drive’)

www.ranger4.com

DevOpstastic

"When a measure

becomes a target, it ceases

to be a good measure."

Charles Goodhart

www.ranger4.com

DevOpstastic

www.ranger4.com

DevOpstastic

createautonomy

www.ranger4.com

DevOpstastic

createmastery

www.ranger4.com

DevOpstastic

createpurpose

www.ranger4.com

DevOpstastic

The Antimatter Principle

“How to encourage the emergence of a workplace in which people might feel warmly invited to give of their best, and find much joy in the simple act of working together, in the company of fellows.”

Bob Marshall

www.ranger4.com

DevOpstastic

Bob’s Design Principles

1. Attend to folks’ needs2. Do what’s needed – more more, no less3. Continually Evolve The Service with Quick Feedback and

Iterations4. Make It Optional5. Flow6. Build for Inclusion7. Understand Context8. Build Services, not Digital Services9. Derive Consistency From Need10. Make Things Open11. Build Improvement Into the Way the Work Works

www.ranger4.com

DevOpstastic

There is no silver bullet…

www.ranger4.com

DevOpstastic

1) Understan

d where you are

www.ranger4.com

DevOpstastic

2) Understan

d who you are

www.ranger4.com

DevOpstastic

3) Know

where you want to be

www.ranger4.com

DevOpstastic

4) Plan and

prioritise your workstreams

www.ranger4.com

DevOpstastic

5) Try things!

Change things!

www.ranger4.com

DevOpstastic

6) MEASURE!

www.ranger4.com

DevOpstastic

When people ‘do’ DevOps, what’s the most common

mistake you see them make?

#DevOpsFriday5

www.ranger4.com

DevOpstastic

“They spend too much time railing against why it won’t work instead of making it

work.”

Alan Shimel

www.ranger4.com

DevOpstastic

BeDevOpstastic