#Insanity Ep6: Friday Night Fight (DevOps Scaling)

Day 5: This is the toughest workout. We are not playing anymore! You have nothing left but you are physically and mentally charged. You have practiced the moves and have mentally overcome and now its time to put everything together and put your new strength and speed to the test.

This workout has little in the way of rest and recovery periods with extended durations of core wrenching, back breaking, arm killing, leg numbing exercises. Your hear, lungs and muscle system will be tested and you will Max Out before the end.

https://youtu.be/5plOuyS9kO0

Friday Night Fight and DevOpsGroup / DORA Discovery

Friday Night Fight Round 2 puts all the exercises from the previous days together and puts them into practice. This is where the rubber hits the road and its the last one before 2 days rests. Then we restart with Max Out Cardio which then helps us to understand if we have improved.

From a DevOpsGroup perspective, this is where we put all the learning and research together. By now, we will have understood your capabilities around:

  • Process
  • Culture
  • Measurement
  • Technology

And we will have measured your performance around:

  • Lead Time
  • Deployment Frequency
  • Mean Time to Restore
  • Chang Failure Percentage
  • Burnout
  • Deployment Pain

As a result of the assessments, the constraints of the organisation will have been identified. Therefore, a clear set of actions can be established that will reduce the impact of the constraints found.

"I want you to dig deeper" Shaun T

Examples of improvement may include:

  • Coaching in Agile and DevOps ways of working
  • Improvements in version control including items such as code control, environment configuration control, code branching strategy, automated code merges, etc.
  • Improvements in trunk-based development including items such as coding standards, scheduled check-ins, automated unit tests, automated static code analysis, dormancy strategy, etc.
  • Improvement in continuous integration including items such as automated builds, centralised repositories, etc.
  • Improvement in deployment automation including items such as automated test data management, continuous delivery, etc.
  • Improvements in test automation including items such as automated test data provisioning, automated functional tests, virtual services strategy, test driven development, etc.
  • Improvements in infrastructure capabilities including items such as automated infrastructure, middleware and application provisioning, automated monitoring, self-service, etc.
  • Improvements in monitoring capabilities including items such as real-time monitoring, performance metrics, analytics, dashboards, etc.
  • Improvements in security including items such as penetration testing. authorisation services, vulnerability testing, etc.

Plan, Do, Check, Act

The challenge now is to take one or two of the prioritised improvement and implement them and measure the impact of the delivery of value and the metrics provided. This is not a one-time exercise but a core component of continuous improvement. There will always be a bottleneck, a new constraint will appear, a new team will form, a new technology will be introduced.

The key here is that we want to help kick start a “learning organisation” – organisations may need a little help getting started but once started, they should plan, do, check, act through developing a culture where they care, where they trust each other and the organisation, where they have learnt about and implemented the technologies that improve performance.

Once a team is at this stage, our job is done, we can move on to the next team or the next organisation.

Accelerate State of DevOps 2018

According to the Accelerate State of DevOps Report 2018 and Accelerate, High Performance Organisations achieve much higher rates of throughput with significantly less lead time and much higher stability of production services because they have:

  • Transformations leaders that share 5 common characteristics of vision, inspirational communication, intellectual stimulation, supportive leadership and personal recognition
  • Both faster throughput and better stability resulting in increased competitiveness and good customer experience
  • More automation of configuration, testing, deployment and change approval
  • Applied DevOps irrespective of industry or organisational size
  • Loosely coupled architectures and teams as strong predicators of continuous delivery of value.
  • Lean product management enabling feature that customer actually want to be shipped faster. This is measured by profitability, productivity and market share.

If you need help to start your transformation, Contact DevOpsGroup to conduct a DevOps Discovery underpinned by the DORA research and assessments and let us help you understand where you need to improve – team@devopsgroup.com

More in this series:

  • #Insanity Ep1: Insanity Max 30 (DevOps: Stability AND Throughput)
  • #Insanity Ep2: Max Out Cardio (DevOps Performance Benchmarking)
  • #Insanity Ep3: Max Out Power (DevOps Processes and Measurement)
  • #Insanity Ep4: Max Out Sweat (DevOps Technical Capabilities)
  • #Insanity Ep5: Max Out Strength (DevOps Culture)
  • #Insanity Ep6: Friday Night Fight (Scale)

Raj Fowler

I am a natural, enthusiastic and authentic leader who understands the impact of IT as a differentiator for business performance and how organisational culture directly influences IT and business performance. With a strong appreciation of the changing technology environment, I have spearheaded a transformation of organisational ‘ways of working’ through adoption of the philosophies and principles that underpin DevOps, Agile and Lean. As a result, I have a track record of delivering operational excellence whilst improving IT agility, security and responsiveness enabled through close business relationships, technology-led thinking and inspirational leadership. 3 years ago we delivered about 50 to 100 changes per annum across about 80 business systems, all of which we managed using our standard plan, build and operate practices. Change was difficult and the transition from project to service was painful. I lived the opening chapters of the Phoenix Project on a regular basis. I now manage over 100 business systems and we categorised 7 of these as Products which include ServiceNow, Salesforce, Cognos, SuccessFactors, SharePoint. SAP and Bespoke Applications where we have established Product Teams. These are teams that build and support Product using DevOps philosophies. As a result, we delivered over 2500 changes last year whilst at the same time improving the service by 30%, improving customer satisfaction and employee morale. Using the "you build it, you support it" (Amazon) mentality, change is no longer a big event but a normal everyday occurrence and the usual spikes of incidents are no longer there, in fact with each change we deploy, the incident volumes reduce! Teams are not only delivering new features but are cleaning up their code and removing technical debt with every release. As a result, we have made a significant impact to the efficiency of our internal functions which in turn helps the competitiveness and profitability of the enterprise.

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