ScalingDevOps

#DevOps requires that team members take on several different roles, while at the same time working with a variety of other stakeholders whose roles are also evolving. So the key is the ability to remain flexible and open minded in any role

this is a tough one

Less about roles but a culture that encourages a willingness to learn and accepts that failure will happen. Without that, starting, let alone scaling, will be very difficult.

we need management clearly understanding and communicating their business goals - so that value is generated through all roles

VP who want to give DevOps a try.

DevOps Enabler :-)

North star meaning the ultimate modus operandi which #DevOps will enable #continuousdelivery but also includes the customer in the devops lifecycle
So, delighting the customer incrementally by delivery of the right thing, faster, with feedback loop

From Scaling DevOps to DevOps at Scale - Rapid , Decentralized , flexible , grass root

Align the "method" and "goal" with the client. Goal is faster delivery; Method is DevOps. Many companies upset the factors.

Define clear outcomes and identify first steps. Identify capability gaps and determine how to close them. It's a journey.

great item for discussion! This can be general or specific to each industry. It also depends on a company's #maturity level. To me, #DevOps will become #DevSecOps and then #DevSecDataOps etc through evolution of #nimble orgs

I don't think it will affect the evolution, I see this will help the business leaders to think strategically and move towards the next gen devops . it will be like 5G of DevOps in next 2 years. Thats how i see it.

This factor keeps popping up in many aspects of our chat - maybe it deserves it's own Crowd Chat!?

the pandemic period will be the dark age for the "traditional" software platform and a test to team who call themselves "DevOps" team. At the end of the day, some best practice of DevOps will come to the industry.

Because of the "remote working".

@SteveZhengCA Yes I agree this will be a defining period for DevOps

support from leadership - instead of always asking teams for options and solutions- I think DevOps needs strong #leaders who are willing to roll up sleeves and jump in.

Centralize DevOps team with Risk, governance, compliance , Info security , Dev, QA, Ops and product team together and keep them apprised on a daily basis helps to build a global strategy to bridge the gaps.

Always do the Agile & DevOps Maturity evaluation first.

Create a scaling up strategy - Pace ( gradual/rapid) , Centralized/Decentralized , Flexible -fixed process ,Expert-driven/ or grass root journey

Provide guidance and support at all layers of the organization. Create understanding around key tenants, that it is a journey and why they are doing it at all

Enable your fast moving, more advanced teams to develop their own DevOps practices within organizational guardrails. Use their learnings to enable your central team that is enabling the rest of the organization.

1) A lot of times organizations are taking on DevOps and Agile journeys at the same time but they’re not always aligned - they need to be (so governance needs to align them)

i see huge gaps at big enterprises, Governance, compliance, risk management teams are always outside the devops organization and it is very difficult to bring them to an alignment and they cannot work in silos when it comes digital transformation.

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2) alignment on the #businesscase (the ultimate reason for how DevOps will help the org) - this provides clear guardrails and enables autonomy for the team to develop a concrete governance

If senior leadership is identified as needing to change, will they?

another one: starting devops at the side of desk for most people, and then not being able to scale due to lack of focus

Investing solely in technology and underestimating the investment needed in people.

culture, communication and change management aspects, especially if org is new to #Agile as well - acceptance of failure is a tough one for most traditional orgs. Often this leads to lack of expectations management at all levels -> signal: employees exiting

Scaling the value not outcome. Distribute accountability & Long term vision for Value

Should not start from a "big plan" and implement much practice at the same time.

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Change management outside of technology to create the needed common understanding. Lack of capability and skills. Insufficient top-level buy-in to make the changes to financial management and personal incentives.

In my experience, this conversation gets buried a little due to cultural challenges, until its too late

pair them. pair coding is not only for the dev roles, but for all role in a team.

Bring all groups tot he table and focus on the overall outcomes. Value Stream Mapping can help as an exercise. It can also expose friction. However, exposing that friction and dealign with it is necessary to move forward.

work on incentives , upskilling , cross functional & make it a safe place to collaborate & experiment

PI planning, having everyone as part of product planning and grooming stage to make them understand that they are responsible for the product equally.

For the team to take on the other roles there are many changes need to occur in terms of accountability. Switching to a product based delivery from project based helps. Changing the metrics and creating commonality in objectives and how they are measured.

A recent chat regarding security showed me the importance of individual buy in as well as teams and the overall organization

Start with small teams
encourage skill development with a culture of fail fast fail often - then fix it
Support from leadership
As you approach scaled part: clarity across organization on what they want to achieve from DevOps

Pilot Team, start small, technical practice first.

automation is required for any DevOps implementation and more is needed when scaling

Remember the basics: Clarify your outcomes and define your indicators. Start small. Celebrate your wins.

@pgmaddison Good approach Peter - and this would include starting with initial, achievable goals, so that there will be wins to build on

Create a north star - Value , Assess the Challenge , Enact Change

adopt and adapt to cultural change, empower the team with the tools they need and managing risks at the individual level.

Right time to scale, don’t get caught up in complexity before the value

To understand that we need to talk about what does a successful devOps project look like and then consider conditions for scaling it up- To me it’s not so much the right time but
knowing what conditions are needed for success and then,
what you need to get there

DevOps as a transformation of how your organization delivers value will scale naturally as the organization begins to understand and adopt new ways of working.

There is no such thing as right time. Optimization is a continuous process and scaling is done via feedback loops within the organization on what is working and what is not. when there is continuous feedback scaling becomes organic.

Start small and use those initial wins to drive communication across the organization. It is not just an "IT" change. How the organization organizes around technology delivery needs to change too.

You need to tall enough to implement some of the DevOps practice.

optimization is otherwise fail fast, take smart risks.

@vishnube continuous optimization

Scaling DevOps should happen when there is potential for it to pay off, providing value that other solutions can not

Optimizing DevOps is intrinsic to the practices. Continuous learning and optimization is a part of growing your DevOps practices.