How to Build High-Performing IT Teams - Including New Data on IT Performance from Puppet Labs 2015 State of DevOps Report
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The document outlines strategies for building high-performing IT teams, emphasizing the importance of aligning teams, incentives, and implementing key technical practices. It highlights the benefits of high-performing organizations, such as increased agility, reliability, and profitability, supported by case studies from companies like Hiscox and Salesforce. The document also stresses the significance of team structure, continuous integration, and a culture of learning and collaboration in achieving successful DevOps practices.
How to Build High-Performing IT Teams - Including New Data on IT Performance from Puppet Labs 2015 State of DevOps Report
- 1. How to Build High-Performing IT Teams Presented by Alanna Brown
- 2. Agenda • Build the case • Identify the desired state • Align incentives • Align your teams • Implement key technical practices
- 5. People don’t buy what you do, they buy why you do it. Simon Sinek http://bit.ly/sinektedtalk
- 7. High-performing IT orgs are more agile 30x More frequent deployments 200x Faster lead times than their peers Source: Puppet Labs 2015 State of DevOps Report
- 8. High-performing IT orgs are more reliable 60x Change success rate 168x Faster mean time to recover (MTTR) Source: Puppet Labs 2015 State of DevOps Report
- 9. High-performing IT orgs are winning 1.5x More likely to exceed profitability, market share & productivity goals 50% Higher market capitalization growth over 3 years.* Source: Puppet Labs 2015 State of DevOps Report
- 10. Learning is not compulsory, but neither is survival. Edward W. Deming http://bit.ly/deming14pts
- 12. Organization Low trust culture High trust culture Siloed teams Cross-functional teams Lack of alignment Aligned around business goals
- 13. Processes Lots of manual work Mostly automated work Long cycle times Short cycle times Poor visibility Fast feedback & insight
- 14. People High burnout High job satisfaction Stagnant Able to grow Checking boxes Creative innovation
- 17. Align Incentives
- 18. “Trying to effect process, people, technology and cultural changes across the entire application portfolio, in a globally dispersed team and with a lot of associated technical debt, is an epic challenge.” Jonathan Fletcher Enterprise Architect and Lead for Technology, Platform and DevOps at Hiscox http://bit.ly/devopshiscox
- 19. Hiscox: Results • Reduced cost per release on one application by 97% • Reduced time per release by 89% • Reduced staff required to release by 75% • Automated testing reduced multiple man days of effort down to an overnight hands-free process
- 20. Conflicting Incentives Business Delivering value to customers Dev teams Delivering new features Ops teams Ensuring stability of systems Quality teams Ensuring quality of software releases
- 21. Everyone is responsible for quality and we’re all trying to deliver the best solution for our customers. Reena Mathew, Principle Architect Quality Engineering, Salesforce http://bit.ly/sfdevops
- 24. We can’t do DevOps because our application is ________________________.
- 25. Architectural Characteristics Significant affect on IT performance • Does not require integrated testing environment • Can deploy/release app independently of other apps/services it depends on • Custom software with microservices architecture No affect on IT performance • Packaged commercial software / COTS. • Systems of record / systems of engagement • New, not-yet-deployed systems. • Software w/ embedded component that runs on manufactured hardware device / user-installed component that runs on user’s machine
- 26. Align Your Teams
- 27. Typical Enterprise Org Structure IT Operations NOC Commercial Banking Business Units Credit Cards Mortgages Investment Banking Systems Engineers Network Engineers Storage Admins DBAs InfosecDev teams reside in BU
- 28. Pattern 1: Smooth Operations Dev Ops Recommended Reading: http://blog.matthewskelton.net/2013/10/22/what-team-structure-is-right-for-devops-to- flourish/
- 29. Pattern 2: Cross-functional team Characteristics • Consists of devs, testers, ops, product owner, etc. • Focused on delivering a single application • Self-sufficient • Optimized for throughput
- 30. Pattern 3: DevOps Team Dev Ops Dev Ops Characteristics • Consists ideally of devs with systems experience, or sysadmins with programming experience • Focused on automating pain points • Responsible for building a platform that allows devs to self-service • Provides a toolchain to enable devs to build, test and deploy their systems • Coaches other teams
- 31. Roles & Responsibilities Roles Responsibilities “The Business” Understand market trends and identify customer needs IT Manager Build trust with counterparts on other teams; create culture of learning and continuous improvement; delegate authority; remove roadblocks Dev Manager Build trust with Ops counterpart; bring Ops into the planning process early Systems Engineer Automate the things that are painful; help devs get feedback QE Provide input into scale and performance; provide feedback on staging environments Devs Plan for deployment as you’re planning new features; get feedback from ops and work with them on deployment process
- 34. Infrastructure as Code Infrastructure as Code Version Control Peer Review Continuous Delivery Collaboration Iteration Fast Feedback Visibility
- 35. Version Control Source: Puppet Labs 2014 State of DevOps Report
- 36. Peer-Reviewed Change Process • Code can be contributed by anyone • Code changes can be reviewed by anyone • Code can be worked on as a team
- 37. Continuous Delivery • Code is repeatable • Code is sharable • Code is promotable • Code is testable
- 38. Measuring Results Throughput • Deployment frequency • Change lead time (from dev’s laptop to production) • Cycle time Stability / Reliability • Change fail rate • Mean time to recover • Availability / downtime
- 39. Deployment Pain Tomorrow, ask your team two questions: • How painful are your deployments? • What’s causing the pain?
- 40. Diversify Your Team Teams with more women have higher: • Financial performance • Stock market performance • Hedge fund returns • Collective intelligence
- 41. Q&A
- 42. Resources • The 2015 State of DevOps Report is here! puppetlabs.com/2015- devops-report • The Phoenix Project by Gene Kim • Continuous Delivery by Jez Humble • PuppetConf 2015: http://2015.puppetconf.com/ • DevOps Enterprise Summit: http://devopsenterprise.io/
Editor's Notes
- #4: The first and most critical step in kickstarting your DevOps initiative is building the case and creating consensus. It sounds really simple, but most people get this critical step wrong.
- #6: There’s a great TED talk by Simon Sinek, who wrote a book called Start with Why. The basic premise is this: People don’t buy what you do, they buy why you do it. You probably already know why DevOps matters, but that doesn’t mean the rest of your team, your peers, or the people you report to get it. Just as an experiment, go ask ten people “What problem are we trying to solve?” and see what answers you get. I bet they’ll be different depending on who you talk to. Are there any managers or team leads in the room? Well, listen up: you play a critical role here. One of the most unexpected findings from the 2015 State of DevOps Report was that when the DevOps initiative was driven purely from the top-down, OR purely from a grassroots level, we saw a negative effect on organizational performance. That’s why all of you managers and team leads are so important: you’re the ones who connect the strategic goals of the business with on-the-ground execution. In the next couple of slides, I’m going to give you the tools to make a really strong business case for DevOps in your organization.
- #7: One of the challenges every organization faces is the need to move faster without compromising the reliability, security and stability of their systems. These two seemingly opposing forces — agility and reliability — are possible to achieve. And it’s not just the unicorns who are achieving these results, it’s the horses, too.
- #8: Over the past 4 years, our data has consistently shown that: High performing IT organizations are more agile. They deploy code 30 times more frequently. And they deploy 200 times faster than their peers.