SCRUMOPS. David West Scrum.org All Rights Reserved

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1 SCRUMOPS David West

2 Improving the Profession of Software Delivery 2

3 Entering the Super Nova 3

4 Firstly THERE IS NOT SUCH THING AS ScrumOps! 4

5 Building Bridges.. 5

6 This Work Came From 6

7 7

8 At the Heart of the Super Nova This radical shift in focus Customer The Firm Customer needs change Frequent adaptation is essential The Firm Customer is leading to vast economic, social and political change 8

9 But Customers Are NOT predictable 9

10 Decision-Making in an Uncertain World An Empirical Approach it Required.. Source: Stacey RD. Strategic Management and Organizational Dynamics: The Challenge of Complexity. 3rd ed. Harlow: Prentice Hall,

11 An Empirical Approach - Inspect and Adapt (Transparency) Deploy and Measure 5 1 Identify an Opportunity Continue learning Build at Least Part Of It 4 2 Understand Desired Outcomes 3 Evaluate Possible Solutions 11

12 We Know What Works Self-organizing teams autonomous, cross-functional Goal-seeking, but not prescriptive Deliver working products in small increments Learning by doing Simple, transparent controls Learning culture wanting to share (osmosis) 12

13 Scrum Iterative Incremental Evolved since the early 90 s by Ken Schwaber & Jeff Sutherland A lightweight framework For Agile product delivery With few, definite rules 10 minutes to learn, a lifetime to master 13

14 Scrum Framework 14

15 But Scrum + Customers might not be enough 15

16 The Reality of Scrum is Water Scrum Fall 16

17 Not Surprising Really Project Management and funding lifecycles add complexity Service Management and Release Process are designed to slow stuff down 17

18 Organizations are not built to support an empirical approach 18

19 Traditional Organizations Legacy Evolved complexity of the software / systems People Cultural norms, silos, management traditions and finance :-) Market Pressure on short term needs and lack of understanding by owners 19

20 Let s play a thought experiment What does a customer centric organization look like? 20

21 It All Begins With Agile Teams 21

22 Scrum has always focused on releasing software to learn Release Frequently Inspect Frequently Release Frequently Sprint review IS NOT a release gate Professional Scrum requires technical excellence Scrum aspires to DONE = Released Inspect Frequently PBI s should include the way to measure value Measurement is required to be empirical 22

23 DevOps Came From Agile At the Agile 2008 conference Andrew Clay Shafer and Patrick Debios discussed Agile Infrastructure Which led to DevOps Days in Belgium in 2009 Agile DevOps 23

24 Initial Focus Was To Solve the Scrum / Agile Fall Problem Scrum Fall Applying Agile development approach to release management and infrastructure Taking the practices of Continuous Integration and adding a deployment orientation Led to Continuous Delivery 24

25 But this problem is much harder than it looks Operations are focused on stability and TCO Running IT has lots of moving parts What about Helpdesks, Security, Infrastructure vendors, etc.. 25

26 DevOps Values In Response To The Problem CULTURE SHARING DevOps Values AUTOMATION MEASUREMENT LEAN 26

27 Where is Agile in this picture? 27

28 And What About The Scrum Team Self-organized We do not tell them what to do, we tell them what outcomes we seek. Has all the necessary skills to deliver the work Is small 7 +/- 2 Small enough that communication is not a huge overhead Is safe Feels empowered to make decisions without fear Has a clear focus on outcomes A clear vision for success with measurements Can get stuff done Supported by an organization that removes impediments 28

29 Has All The Skills Necessary to Deliver the Work! 7 + / - 2 People Front End, Back End Mobile Security, performance Operations and Infrastructure Release Management UX / Design Business / Customer knowledge Testing Dependencies Easy to say, hard to do 29

30 Self-Organize to Form Teams What motivates people? 1. Autonomy 2. Mastery 3. Purpose Form teams naturally with: Team members who want change (Opt-in) Team members who want to work together (selforganization) Mutually-agreed commitments and decision processes (selfdirection) Guided by business goals Source: Daniel H. Pink, Drive: The Surprising Truth About What Motivates Us, Riverhead Hardcover,

31 The Need For Comb Shaped Team Members 31

32 Enabled by Ever Changing Shared Services Agility is undermined by queues Infrastructure Supplier management Automation Architecture User Experience 32

33 Supporting Teams - The Spotify Tribe Model Squad similar to a Scrum Team Tribe collection of Squads that work in a related area. Similar to a Nexus Chapter, small family of people inside a Tribe with similar skills Guild is a community of practice cross Tribe 33

34 Communities Connect People Across Teams To Share And Improve Community Team 1 Team 1 Team 1 Team 2 Team 2 Share experiences and grow skills through immersion & pairing Use peer coaching to share knowledge and increase professionalism, consistency Remove common impediments Team 4 Team 3

35 But What About Processes. Test Results Idea Business leaders, Marketing, Security, Ops, Legal, Product Owner Product Backlog Developer Dev tools Automated Tests Testers Stakeholders Customer SCM Build Test Environments Release Decision Deploy Production Environments Automation supports competency 35

36 Tool Providers Also Recognize the Need for Alignment 36

37 Moving to a customer centric organization Agility is required to respond to the challenges of the modern world Scrum provides a way to build a process on top of a inspect and adapt loop DevOps was ALWAYS required to be effective But introducing frequently release and feedback loops is difficult Some Ideas Focus on Teams and Nexus DONE means DONE Look to DevOps for improving flow Skill up those teams with Security and operations Support with STRONG community Enable with SHARED services that will always be changing (agile too) 37

38 Thank You! 38

39 As we scale to many teams Nexus might be an answer Supports 3 to 9 teams working on the same product Encourages frequent integration / transparency Provides mechanisms to inspection and adaption at scale DOES NOT PROVIDE Product portfolio planning A way to organize operations / release trains to get stuff out Because, like Scrum it assumes you are focused on a product AND have a team empowered to deliver DONE software 39

40 IT s Current Culture is DevOps Biggest Constraint ITIL/ITSM Seven Kingdoms of IT Agile DevOps Security Testing Lean Automation CI/CD Source: Game of Thrones George RR Martin and HBO Everyone wants to sit on the Iron Throne! 40

41 We Can t Fix It All But We Build An Organization with People Who Can 41

42 Conway s Law A Basic Precept of DevOps Organizations which design systems are constrained to produce designs which are copies of the communication structures of these organizations. In order to improve its systems and systems engineering capabilities, IT must also improve its communication structures by integrating practices across its competency network. 42

43 Software Craftsman Software delivery is more a craft than an engineering discipline Applying the medieval model of apprentice Journeyman Master Put s a formal model around learning, mentoring ship and development Can help formalize the role of community of practice and internal open source approaches But, it is just one model that can help.. 43

44 What Do Those Communities Look Like? Continuous Development Continuous Delivery Continuous Operations Product Ownership What about Testing? Security 44

45 Continuous Development Continuous Delivery Continuous Operations Product Ownership Security 45

46 But How Do You Know You Have Won 46

47 DevOps Metrics That Matter Culture Process Quality Systems Activity Impact Retention Satisfaction Callouts Idea-to-cash MTTR Deliver time Tests passed Tests failed Best/worst Throughput Uptime Build times Commits Tests run Releases Signups Checkouts Revenue Slide from Andi Mann of Splunk 47

48 Measure Outcomes. Measure Direct Evidence. Revenue per Employee Product Cost Ratio Employee Satisfaction Customer Satisfaction Release frequency Release Stabilization Cycle Time Installed Version Index Usage Index Innovation Rate Defect Density 48

49 Continuous Development Continuous Delivery Continuous Operations AGILE Product Ownership Continuous Security 49

50 The Three Ways The First Way Flow Increase the flow of work (left to right) The Second Way Feedback Shorten feedback loops for continuous improvement (right to left) The Third Way Continuous experimentation and learning Create a culture that fosters Experimentation, taking risks and learning from failure Understanding that repetition and practice leads to mastery The Theory of Constraints is an important element of the Three Ways.

51 Product Ownership Continuous Development Scrum Continuous Delivery Continuous Security Scrum Continuous Operations Automation Measurement 51

52 The Journey of an IT Craftsman Continuous Development Continuous Delivery Continuous Operations AGILE Product Ownership Continuous Security The Competencies To Master 52

53 Working Slide Fund Frequently Release Frequently Inspect Frequently 53