DOES20

   a year ago
#DOES20DOES20DevOps Enterprise Summit 2020
DevOps Enterprise Summit
The anti-patterns you hear about high performance that make you shake your head are...?
Duena Blomstrom
"We just need to change the process"
Jeffrey Fredrick
"we need to get 10x developers"
Duena Blomstrom
"We just need to do SCRUM "properly" again"
Liam Gulliver
"We just need to ship X times a day"
Matt K. Parker
Anti-pattern: "Maximize velocity." Related: "Compare velocity from team to team". (The right pattern in this context: "Minimize volatility").
Jeffrey Fredrick
"we just had the wrong person in the role"
Duena Blomstrom
"We don't have time/money for the people thing"
Jeffrey Fredrick
"we should adopt the Spotify model"
Duena Blomstrom
"This would be better if we just changed cloud provider"
Liam Gulliver
"We need 'full stack' developers so they can take responsibility of every part of the cycle"
Duena Blomstrom
"Management likes this Agile thing, it's the developers that won't play ball"
Dave Mangot
we do daily standups (aka status reports) so "We're Agile!"
Jon Moore
"Why were your estimates wrong?"
Duena Blomstrom
"DevOps may be nice but doesn't work for OUR stuff"
Gene Kim
"You read too many books" 😂
Liam Gulliver
"Let's just do DevOps"
Duena Blomstrom
"We DO make our people feel heard, we do yearly employee surveys!"
Duena Blomstrom
You're gonna love this one @RealGeneKim #OverheardInEuropeanBank "Now I gotta read about Unicorns?!?"
Dave Mangot
We'll add on monitoring later
DevOps Enterprise Summit
Next question: What is your top advice for getting teams to accept change?
Duena Blomstrom
Show them the connection between flexibility and resilience. How those who find ways to revel in the unknown mathematically end up doing better and being happier than those stuck in the fear of risk.
Matt K. Parker
Change isn't something you accept--it's something you create. If teams aren't creating change themselves, then it's not a transformation.
Ben Grinnell
get them to propose it
Arun N
Show the how change brings in value, and how their/customers life will shift to the better.. nothing drives change more than alignment
Jon Moore
Don't surprise them; sell the benefits of the change; make sure they have support to make the change (training, time, budget).
Jeffrey Fredrick
teams are eager to change when they feel they have a voice. If they aren't being listened to, why should they accept it?
Duena Blomstrom
More importantly still, show them how change binds them and how resilience is part of their #PsychologicalSafety team magic and they'll ask for more opportunities to change course!
Ben Grinnell
I've found so much more success with embedding continuous change and improvement when the focus is not a KPI but reducing friction and stress in the workplace and getting everyone focused on how much easier they can make their colleagues jobs
Dave Mangot
I always lead with Kaizen. We can always get better right? If you think that the way things are working are the best they could ever possibly be, then you should definitely not change anything. ;)
Ross Clanton
build a movement. Grow energy and excitement around change. Make it fun, reward those that are changing, and more of the late adopters will start to pivot.
Liam Gulliver
Empathize with them. Show them that you understand the things that are causing them pain now and that you're open to change, but to do it you need to work together. Make the discussion engaging - whiteboards, post-its, whatever drives excitement in the team
Liam Gulliver
Also, the Kotter steps are a good template for that. In fact @short_louise is giving a talk on that exact thing right now at @DevOpsNotts!
Gene Kim
What is one super valuable thing you've learned in the last two weeks?
Ross Clanton
great example of how to build a learning culture 😺
Jon Moore
I am now an expert in how to vote in my local jurisdiction.
Jeffrey Fredrick
I learned I wasn't sharing with my team the problems that were most in my mind.
Gene Kim
The more senior you are, the simpler your message has to be.
Ross Clanton
I learned the financial process at my company so I can make sure my team gets $$
Gene Kim
...otherwise, the message is too prone to misinterpretation/miscommunication/etc.
Matt K. Parker
"The Availability Heuristic"--the way our most available memories, either because they are recent, or because of the emotional impact they had on us, or because of how vivid the memory is, often impairs our ability to make sound judgements.
Liam Gulliver
Not necessarily a learning per se, but a validation - no environment is like prod other than prod. Test in prod itself!
Matt K. Parker
This is especially problematic in command and control organizations, where messages must pass down from the top to the bottom. This matters less when your job as a leader is to support, not to dictate.
Duena Blomstrom
Learned about the GI Joe Fallacy - from the same course- where they dismantle that "knowledge is half the battle" in the sense that more emphasis should be put on practice/habit creation
Dave Mangot
@DuenaBlomstrom the 3rd way of DevOps! Repetition and practice lead to mastery.
Ben Grinnell
How bad I am at translating leadership messages when I'm not 100% on the bus
DevOps Enterprise Summit
Q1: How do you get buy-in for a #DevOps Transformation from leaders?
Matt K. Parker
You don't. If you're starting with a position that you want others to "buy into", you've already lost. If you want someone to change, you have to make it *there* idea.
Duena Blomstrom
Have them read the Accelerate State of DevOps report and furnish them with a handout of the financial figures of the respondents. “That’s what they do. This is how they’re winning.” Really have them read it though, stand by their shoulder. Sending links won’t do!
Arun N
Convince them with real use cases! Living examples of other enterprises doing great transformations works the best!
Dave Mangot
All leaders (and humans!) want to know what's in it for them and the business. Now that we've got great stuff like Accelerate, that's not hard to do!
Jon Moore
I've had the most success with the "roadshow" : meeting the members of the senior leadership team in 1on1 settings. You are more likely to be able to target your pitch to their individual interests and questions, and you can often get more candid feedback this way.
Jeffrey Fredrick
by focusing on business problems with the transformation as the means, not the end.
Gene Kim
@jon_moore I'm so excited that you're sharing your philosophies about the role of the Chief Architect at #does20 — it's fascinating for me to see the spectrum of "gentle nudge" to "everyone must."
Ross Clanton
I don't see buy in as a huge challenge (who doesn't want move value, cheaper, better, faster). It's the lean in that leaders need to do, their words, actions, etc., to champion and support the change throughout the org thats a bit harder.
Ross Clanton
helping leaders understand how their role and approach needs to change will help with the lean in..
Diana Cx
Small and quick wins might get you some interest from sponsoring parties, however when it comes to bigger changes and sustained efforts, it'll be easier if you find a strong champion that is already promoting other isolated initiatives to solve the issues that DevOps addresses