Embed Size (px)
Citation preview
www.ranger4.com
DevOpstastic
Support That DevOpsChange Agents Need
Helen Beal@helenranger4
Daniel Breston@danielbreston
www.ranger4.com
DevOpstastic
DevOps StartsCIO
Head of Development Head of Operations
PMO/BAs Dev DBAs
The rest of the business
Test Security Release SupportInfrastructure
DevOps often starts as grassroots thinking and can start anywhere
www.ranger4.com
DevOpstastic
"The world as we have created it is a process of our thinking. It cannot be changed without changing our thinking."
Albert Einstein
www.ranger4.com
DevOpstastic
DevOps NirvanaCIO
Customer Innovation Management
Product A Product B Product C Product D
IT IS the business. Everyone is on board with the DevOps way of thinking.
Product F Product G Product H Product I
Product E
Product J
The Board
The
Busin
ess
Dashboards and automation alignment
www.ranger4.com
DevOpstastic
"It may be hard for an egg to turn into a bird: It would be a jolly sight harder for it to learn to fly while remaining an egg."
CS Lewis
www.ranger4.com
DevOpstastic
www.ranger4.com
DevOpstastic
www.ranger4.com
DevOpstastic
"If you want to make enemies, try to change something.”
Woodrow Wilson
www.ranger4.com
DevOpstastic
Are You a Change Leader?Level Capability Focus
1 Accepts Need for Change
At this level the change leader can publicly describe a change and persuasively defend the need for the change within the organization. The individual is able to tolerate ambiguity and create an open and receptive environment.
Level I change leaders can be successful working on small change initiatives when given clear direction and access to more experienced change leaders for advice and confirmation.
2 Defines/Initiates Change
This change leader can define a specific area where change is needed and can identify the leverage points for change in processes and work habits.
Level II change leaders can identify the need for and initiate change at the local level.
3 Manages Change
This change leader is able to define an explicit vision for change based on broad organizational visions. They will make the effort to deliver the message or refine a vision for change to everyone affected. This change leader is able to redirect individual or team approaches in the face of new opportunities and involve people in the change. At this level the change leader ensures the success of change through implementation of a communication strategy, the refinement of work and organizational design models, and the facilitation of staff development.
Level III change leaders are able to translate the vision of the organization into the context of a specific change initiative and bring this message to the entire organization.
4 Manages Complex Change
This change leader understands the cultural dynamics of the current state of an organization, including the hidden assumptions and the differences between the stated values and the values in practice. At this level the change leader is able to create a strategic practical course, balancing the current reality with the need for rapid adoption of the desired future reality.
Level IV change leaders are able to generate change in a productive vs. destructive way.
5 Champions Change
At this most strategic level, the change leader publicly challenges the status quo by comparing it to an ideal or a vision of change. This may cause a sense of crisis or imbalance. They support dramatic actions to implement the change effort. This change leader is responsive to and responsible for planning evolution, causing change, and transforming the organization.
Level V change leaders are asked to revolutionize organizations.
http://jimcanterucci.com/change-leader/
Over 68% of the respondents to an
online poll conducted by
Transition Management
Advisors seek their change leadership
education externally.
www.ranger4.com
DevOpstastic
"I have accepted fear as part of life, specifically the fear of change. I have gone ahead despite the pounding in the heart that says: Turn back."
Erica Jong
www.ranger4.com
DevOpstastic
"I alone cannot change the world, but I can cast a stone across the waters to create many ripples."
Mother Teresa
www.ranger4.com
DevOpstastic
"For the past 33 years, I have looked in the mirror every morning and asked myself: 'If today were the last day of my life, would I want to do what I am about to do today?' And whenever the answer has been no for too many days in a row, I know I need to change something."
Steve Jobs
www.ranger4.com
DevOpstastic
"Change is the process by which the future invades our lives."
Alvin Toffler
www.ranger4.com
DevOpstastic
"The people who resist change will be confronted by the growing number of people who see that better ways are available, thanks to technology."
Bill Gates
www.ranger4.com
DevOpstastic
9 Tips for Change AgentsFrom Chris Turner, Learning Person at XBS (1996)
1. Be open to data at the start2. Network like crazy3. Document your own learning4. Take senior management along5. No fear!6. Be a learning person yourself7. Laugh when it hurts8. Know the business before you try to change
anything9. Finish what you start
http://www.fastcompany.com/27514/9-tips-change-agents
www.ranger4.com
DevOpstastic
Results of Poll
www.ranger4.com
DevOpstastic
But what support do
change agents need?
www.ranger4.com
DevOpstastic
Time
www.ranger4.com
DevOpstastic
Authority
www.ranger4.com
DevOpstastic
Collaboration
www.ranger4.com
DevOpstastic
Resources
www.ranger4.com
DevOpstastic
Celebrate
www.ranger4.com
DevOpstastic
Ranger4 Supporting Change AgentsOffering Deliverable
DevOps LiftOff Workshop
In one day:- Everyone on the same page- High-level roadmap
DevOps Discovery- Maturity
Assessment- Readiness
Assessment
Impartial, 3rd party view on:- Current state- Best practice improvements
Value Stream Mapping High-level, Lean, visualisation exercise:- Shared journey- Shared accountability- Shared outcome
DevOps Mastery - Recognising capability and knowledge- Spreading the knowledge
Coaching - Focus and momentum- Mentoring- A sounding board
www.ranger4.com
DevOpstastic
BeDevOpstastic
