connecting the dots: agile, devops, lean it - mike orzen - agilenz 2017

Connecting to Dots:Agile, DevOps & Lean IT

Michael Orzen

Mike Orzen

We do not learn from experience, we learn from reflecting on experience.

- John Dewey

The Challenge / Opportunity

• “Crap at the speed of light”– Email– Text– Facebook– LinkedIn– Twitter

• TV news cycle – 24/7 doom and destruction!

• Tyranny of the urgent

• Meetings, One-on-One’s, Drop Ins

Stress

Impatience

Lack of Focus

Lack of Awareness

Health and Performance Impact

The Wandering Mind

Your Mind’sCurrentFocus

Your Target Focus

Mindfulness

Your Mind’sCurrentFocus

Your TargetFocus

Mindfulness!

Practicing Mindfulness

When the mind wanders…

1) Become aware of your current focus

2) Focus on the task at hand

3) Observe what is happening (is my focus drifting, am I daydreaming, am I worrying, am I planning, am I present?)

4) Gently refocus on the target

5) Each time you do, you strengthen your“awareness muscles”

”Essentially, all models are wrong, but some are useful."

- George E. P. Box

Create and Flow Value!

DevOpsLean IT

Applying Lean in IT Is Relatively New

1900 2000

Henry FordConveyor Line/Process Flow

Taylor, GilbrethScientific Management

DemingVisits Japan

Taiichi Ohno - Birth of Toyota Production System

Shewart atBell LabsStatistical Analysis/Process Control

TotalQualityManagement

Six SigmaMotorola, Allied Signal, GE

“The Machine ThatChanged the World”published

“Lean Thinking”published

Lean Six Sigma

Theory of Constraints

TrainingWithin Industry

JuranVisits Japan

Feigenbaum publishes “Quality Control Principles” Shingo Prize

created

Age of Scientific Management Age of Engagement Age of Integration

Lean Office, Supply Chain, Health Care, Service

Industries and beyond

“Reengineering the Corporation” published

Agile Manifesto

mid-1500s , continuous flow production

of warships – Venice1793, interchangeable parts to

cotton gin - Eli Whitney

Agile Manifesto

“Lean IT” published

Lean Mfg.

DevOps

DevOpsLean IT

Createvalue

Understand and manage the value

stream

Create & flowvalue

Establish pull

Improveforever

Start Here!

Tools Trust

Two Pillars of Lean

Application Delivery Value Stream

Service Desk Event Value Stream

IT Services Value Streams

Cyber Event Value Stream

SDLC Value Stream

eratio

Service

sk & Su

rprise A

rchite

, Finan

cial Mgt.

Infrastru

rtfolio

plicatio

Testin

Lean IT

• 3 essential components to IMPROVE FLOW:

– Engaging People

– Improving Processes• Eliminating Waste: Non-value Added Work, Variation & Overburden

• Applying Methodical Problem Solving

– Leveraging Technology

Lean IT – 10 Dots

1) Understand customer-defined value to know quality and waste

2) Front-load the development process to explore options early

3) Create a level process flow

4) Use standardization to reduce variation and drive predictable outcomes

5) Balance functional expertise and cross-functional knowledge

Lean IT – 10 Dots

6) Fully integrate suppliers into the development system

7) Fully integrate customers into the development system

8) Build learning and continuous improvement into the process

9) Align people through simple visual communications

10) Adapt technologies to fit your people and process

DevOpsLean IT

Agile Software Development

Sprints

Product

Backlog

Daily Scrum

Product

OwnerRetrospective

User StoriesBurn Down

MasterVelocity

Release

Backlog

Estimates

Ship-Ready

Feature Set

Time Boxed

Agile/Scrum – 10 Dots

1) Run the business and IT as one team (value streams)2) Self-organizing autonomous teams (respect for people)3) Breakdown the work iteratively for rapid feedback and course

correction (check/adjust)4) Break the work into smaller pieces (one-piece flow)5) Test code as part of development process (quality at the

source)

Agile/Scrum – 10 Dots

6) Drive healthy team behaviors by establishing a cadence (respect for people)

7) Make the work visual (visual management and standard work)8) Learn through reflection (continuous learning)9) Apply kanban (pull)10) Keep the team in tact (shared learning and trust)

DevOpsLean IT

Challenges

Dev Ops

Stability

Availability

Service

Deployment

Functionality

No Feedback

Multiple environments

Sub-cultures

MultipleTools

DifferentPriorities

NoShared

Objective

DisintegratedProcesses

CONFUSION

DevOps & Learning Cycles

DevOps – 10 Dots

1) Create a culture of trust , respect, and accountability (respect for people)

2) Take customer-centric action (voice of the customer)3) End-to-End responsibility DevSecOps (value streams)4) Work in cross-functional autonomous teams (respect + flow)5) Automate everything you can (accelerate flow)

DevOps – 10 Dots

6) Amplify feedback Loops (check/adjust)7) Continuous integration and deployment (flow)8) Systemic measurement (manage by fact)9) Experimentation & mastery (continuous learning)10) Engage in continuous improvement (PDCA)

The key to the Toyota Way [Lean Thinking]…is not any of the individual elements – but what is

important is having all the elements togetheras a system.

- Taiichi Ohno

DevOpsLean IT

Connecting (some of) the Dots

A. Respect for People

B. Customer-driven focus

C. Waste, Variation and Overburden

D. All-inclusive Value Streams

E. Daily Management of work using Visual Systems

F. Level Flow, Small Lots, and Pull

G. Feedback-driven Continuous Learning

H. Rapid-cycle Experimentation with standard work as a platform

A systems driven approach:

Purpose

People

Process

Technology

Connecting (some of) the Dots

Create your own true north

Be the change you want to see

Everyone has two jobs

Leaders have two more jobs

Behavior over thought

Practice Hansei daily

Connecting to Dots:Agile, DevOps & Lean IT

Michael Orzen

Mike Orzenmike@mikeorzen.com

ThankYou!

connecting the dots: agile, devops, lean it - mike orzen - agilenz 2017

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