The paper looks into ways of achieving organizational agility .

1. DevOps: The Only Means of
Achieving organizational Agility
ASHOK PANDEY (AGILE AND DEVOPS COACH)
ASHOK.PANDEY84@GMAIL.COM

2. What are we going to learn?
(and why it’s important to learn now).
 EXTENSION OF AGILE DEVELOPMENT PRACTICES SUCH AS CONFIGURATION MANAGEMENT IN OPS
ENVIRONMENT.
 DEVOPS TRANSFORMATION APPROACH TO ACHIEVE FLOW , FEEDBACK AND CONTINUOUS LEARNINGS.
 IMPORTANCE OF INFRASTRUCTURE INNOVATIONS IN ORGANIZATIONAL AGILITY .
 CHALLENGES WE CAN FACE IN DEVOPS TRANSFORMATION .
 OUTCOME THAT WE CAN ACHIEVE.
 LEARNINGS.

3. Why you should listen to me.
 WE WANT TO BE ACHIEVE THE ORGANIZATIONAL AGILITY .
 I WILL BE SHARING MY LEARNING FROM SOME OF THE BIGGEST DEVOPS
TRANSFORMATION.

4. The specific takeaways you’ll get.
 DEVOPS TRANSFORMATION APPROACH.
 PRACTICES FOR ACHIEVING FLOW , FEEDBACK AND CONTINUOUS LEARNING IN VALUE DELIVERY
PIPELINE .
 KEY ASPECTS OF THE ORGANIZATIONAL CHANGE MANAGEMENT THAT HELPS IN ACHIEVING
ORGANIZATIONAL AGILITY .

5. The Problem.
Development
Team
Production
Team
 New features
 Responsive to
market
 Stability
 Security

6. The Solution
Delivery Value stream
Culture
Collaboration Extreme Automation
Agile/Lean

7. The before and after.

8. Before:One of The leading Insurance Co
 3 TO 6 MONTHS TO DEPLOY THE CHANGE TO PRODUCTION .
 OFTEN DIFFCULT TO MAINTAIN SYNC PRE- PROD ENVRIONMENT.
 DEV AND SUPPORT TEAM , KEEP DISCUSSING ABOUT OWNERSHIP OF ANY ISSUES
Business/ End Users Development team
Agile/Hybrid Agile
Operation team

9. After DevOps Transformation.
 Value stream
mapping of all
process to support
flow, feedback and
continuous learning .
 Transition from
project team to
product team.
 Responding to
market needs
with stability.
 Infrastructure
innovations
 Automating
everything
 Engineering
excellence
 Responsive to market with
reduction in production issues
 Reduction in MTTR
 Organizational
Change management
 Design thinking

10. The Mistakes People Make.
 Not actively pursuing business on-
boarding.
 Not clearly articulating the need of
DevOps at lowest employee level
 Not letting go old processes.
 Middle management is not fully
align to-words new way of working .
 Often considering tools as primary
factors and forgetting CI, CD are
practices and matter of attitude .
 Not leveraging the tools /Infra
innovations to speed up adoptions.

11. What you can do to take action now.
 Identify iterative and incremental improvements across people, process and technology landscape with
30- 60-90 days view .
 Break the silos between Dev, Ops, and Business with shared goals and collaborative agile, lean based self
sustain DevOps organization.
 Leverage the extreme automation in complete delivery value stream.
 Achieve the organizational agility .

12. ASHOKPANDEY84@GMAIL.COM
HTTPS://WWW.LINKEDIN.COM/IN/ASHOK-PANDEY-32335538?TRK=HP-IDENTITY-NAME