2. Agenda
Why:
Why are you here?
Business and IT drivers
The value of change
What
Perceptions of DevOps and ITIL
The 3 ways
How: Kanban, Scrum and Ops
Selling DevOps: identifying opportunities &
risks in your business
3. About Me
15+ years in IT service management
Roles include help desk, change management,
project management, service management
implementation, consultancy and training
Lead tutor and director of ITSM Zone since
2007
Interested in anything that helps IT work
better
4. About Me
• Established in 1974
• Sogeti Netherlands
• Lead Consultant Enterprise Agility & DevOps
• Coach, Trainer, Change Agent, Practitioner
• Expertise:
• Agile ITSM & DevOps
• Sourcing & SIAM
• Certified: ITIL, ASL, BiSL, Prince2, ISO20000,
Lean, Agile, Scrum, Kanban, SAFe
5. Why are you Here?
What issues are you
looking to address?
Today’s backlog
6. What is Agile?
6
Scrum
XP DSDM FDD
TDD
Kanban SAFe
Customer involvement
Incremental value
Fast learning
7. DevOps??
“…rather than being a market per se, DevOps is a philosophy, a
cultural shift that merges operations with development and
demands a linked toolchain of technologies to facilitate
collaborative change” Gartner
“…a cultural and professional movement that stresses
communication, collaboration and integration between software
developers and IT operations professionals”
DevOps Institute
“…an organizational mindset for continuously improving value
from the digital value chain by enabling cross-functional
collaboration on process, technology and behavior level”
Dave van Herpen
8. Business and IT Drivers
What’s driving the
adoption of DevOps
and Agile ways of
working?
9. The value of DevOps
END SILO THINKING
& BUDGETING
REDUCE REWORK
& DELAY
RELIABLE, FREQUENT
& TRANSPARENT
DEPLOYMENTS
CLEAR OWNERSHIP &
MATCHING WOW TO
VOLATILE MARKET
Customer Satisfaction
Optimal value & risk
Short TTM
Efficient operations
Business
driven
Feedback
loops
Fast flow
Multidiscipl.
teams
Generic business driver How DevOps helps Value
10. 10
1) Business value driven
Agile
Development
fixes this
Lean Startup
fixes this
DevOps Lite
fixes this
DevOps creates end-to-end Agility and Value creation.
16. Perceptions: ITIL
Or….
How IT is ‘done’
Contractually required
Millions of certified
professionals
Common language
17. DevOps and ITIL together
Strategy
Design
Transition
Operation
Improvement
18. Sluggish Organisations
Processes evolve over time
Errors lead to an increased desire for control
Metrics become meaningless
Process vision is lost
21. The First Way: Flow
Understand the flow of work
Always seek to increase flow
Never knowingly pass a defect downstream
22. The Second Way: Feedback
Understand and respond to the needs of all
customers – both internal and external
Shorten and amplify all feedback loops
Emphasize right to left feedback
23. The Third Way: Continual
Experimentation and Learning
Allocate time for the
improvement of daily
work
Create rituals that
reward the team for
taking risks
Introduce faults into
the system to
increase resilience
24. Keep CALMS and DevOps
Culture Automation
Metrics Sharing
Lean
25. Time for a Break...
Next up:
Techniques for DevOps and Agile
27. Kanban for ITSM
Foundation:
►Start with your existing process
►Respect current roles and responsibilities
►Strive for continuous improvement
►Everyone is a leader
Process principles:
►Visualize the workflow
►Limit WIP
►Pull work from left to right
►Monitor, adapt, improve
29. Select your challenge
1. Design a Kanban board for
an IT service team
2. How could you apply Scrum
to ITSM (e.g. service
planning, evaluation, CSI)
3. Which information/ practices
would you bring from your
support/ops towards dev?
30. DevOps and ITIL together
Process = consistent
way of doing
repeatable tasks
Ideal for automation
31. DevOps and ITIL together
Process = free time to
focus on the complex
stuff
Process = streamlined
decisions
32. Agile ITSM
Traditional ITSM rollout
methods don’t always
work well
Apply Agile principles to
ITSM design
Allow faster feedback
Get better at process
integration
33. Agile ITSM: Change
Go back to first principles
Leverage automation
Examine the desired rate of
change
Adapt change authorization,
documentation etc.
35. Selling DevOps
In groups of 4,
identify potential
risks (impediments) &
opportunities when
adopting DevOps in
your organisation
Here’s some
inspiration...
36.
37. Recommended reading:
– The Phoenix Project
– The Goal
– Principles of Product
Development Flow
– Lean Startup
Contact details
The End
Dave
Het begint allemaal met een idee (het lampje), dit idee wordt d.m.v. wensen concreet gemaakt. Deze wensen worden op de backlog neergezet (de koffer), deze wensen worden door ontwikkeling gerealiseerd. Na het realiseren wordt het overgedragen aan beheer, om uiteindelijk waarde te leveren.
Lean Startup: wordt gebruikt om van een idee naar de juiste wensen te komen, bv via experimenteren en testable hypotheses.
Agile Development: wordt gebruikt om deze wensen iteratief en incrementeel te ontwikkelen
DevOps Lite: wordt gebruikt om alleen ontwikkeling en beheer op elkaar te laten aansluiten
Dit alles bij elkaar is de scope van DevOps: het leveren van wendbaarheid en waarde door de gehele keten.
Dave
Dave
Dave
DevOps is dus niet alleen maar het samenbrengen van Development en Operations. Het is
Multidisciplinaire samenwerking tussen
Ontwikkelaars
Beheerders
Klanten (business)
Security en compliance
Architectuur
Testen en kwaliteit
Leveranciers
En support
Daarbij zien we dat er
Teams ontstaan die een volledig domein of keten behappen, en al het werk doen voor dat domein
T-shaped professionals ontstaan, dus niet alleen meerdere rollen in 1 team zetten, maar mensen zelf ook echt de mogelijkheid bieden meerdere competenties te ontwikkelen, dus een ontwikkelaar die ook deels kan testen, en een beheerder die ook wat van de code snapt en kan helpen.
En het liefst willen we deze professionals 100% gealloceerd worden in het team. Ook al weten we dat niet altijd kan, bv bij architecten of security officers. In die gevallen is het de voornaamste taak van die security officers bijvoorbeeld om het team op te leiden om hun eigen security acties uit te voeren en liefst security zo veel mogelijk in het product te bouwen, zodat er zo weinig mogelijk handmatige acties nodig zijn.
Dave
Claire
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Key concepts:
Frequently when releasing software, information flows from left to right – i.e., from Dev to QA to Ops
It is less common, however, for right to left feedback – and little time is allocated to reacting to feedback when it is received
The second way stresses the importance of right to left feedback
In order for this to be successful, the feedback loops should be short so that information is received in a timely manner
Feedback should also be visible (e.g., via dashboards) to amplify the feedback
Without this feedback, teams lack the information needed to continually improve
With shorter feedback loops
Sharing and knowledge grow
Trust grows
We better understand our customers, both internal and external
We fix defects faster and are better able to prevent problems
Processes are improved resulting in better flow, faster delivery speeds and less reactive, unplanned work