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Chris Knotts, PMP – Product Director, IT Innovation & Learning
Mapping “Projectized” Work to DevOps-style Workflows
Thank you for having me!
We will discuss…
• A bit about the state of Agile, DevOps, and continuous workflows (integration, testing, delivery, operations, etc.)
• A bit of history
• Project management concerns
• Common organizational dynamics that leave us with plenty of work to do
A few assumptions for the hour…
• Chris is a real project manager, but not a real engineer
• DevOps, and to a lesser degree Continuous Delivery, are not codified. They are loose, open families of principles and practices enabled by a wide range of tech assets and tools.
• For now, specific vocabulary doesn’t matter. We’re interested in principles.
• We’re asking hard questions that don’t always have obvious answers – but the answers are there.
Revisiting Triple Constraints
Scope
Time Cost
Quality
Jim Highsmith, Thoughtworks
From traditional to the “Agile Triangle”
Source: Jim Highsmith, Agile Project Management (2nd Edition)
Scope
Time Cost
Quality
Value
Quality Constraints
Scope
Time Cost
Source of value to the customer
These are enablers
Projects, or software projects?
The agile manifesto’s principles lead with…
Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
A simplified look at a typical enterprise
s
S e c u r I t y, G o v e r n a n c e S e c u r I t y, G o v e r n a n c e
Business Customer
Application
Development teams IT Operations, Production
Environments, Support
Change Management
A simplified look at enterprise IT projects
Business analysis
App Dev
Testing & QA
Release
IT Ops
Idea or need
Delivery
Feedback?
Application delivery and the cost of defects
50% of defects introduced here
2011: Continuous Delivery: Reliable Software Releases Through Build, Test, &
Deployment Automation
Jez Humble
Dave Farley
2013: The Phoenix Project: A Novel About IT, DevOps, and Helping Your Business Win
Gene Kim
George Spafford
Kevin Behr
These business outcomes are why people get so excited about DevOps
How does a continuous delivery practice work?
• Configuration management (i.e. Puppet, Chef, Ansible)
• Distributed version control (i.e. Git, Mercurial)
• Highly automated testing, deployment pipelines
• Equal priority to non-functional and functional requirements
• Cross functional teams & agile engineering
From waterfall, to agile, to continuous flow
Waterfall
Agile
Continuous Delivery
BUT…
• Projects have a start and a finish – they are not continuous.
• How can large, complex projects be executed if we only work in tiny little bits?
These are fundamental scalability problems.
Jez Humble’s “Water-scrum-fall”
Study, approval Design, planning
Analysis
Development
Testing, showcase
iterations
Centralized QA Release,
operations
“Agile” teams
PMO, Finance
Downstream IT
The “fuzzy front end” Pro
ject life
cycles
Enterprise projects need our help!
• Projects don’t keep up with needs • Functional batching causes slowness and waste • Massive security problems • Attaching monetary value to conceptual value • Who is responsible for the overall flow? • Inefficiencies of estimating and planning • Cost of delay
Business analysis
App Dev
Testing & QA
Release
IT Ops
Agile
Continuous Delivery
DevOps
Flow of enterprise value: are we there yet?
Project life cycles
Who is in a position to improve this paradigm?
So… who is the project manager?
• A product owner?
• A scrummaster?
• Someone worried about their job?
Don Reinersten
“If you only quantify one thing, quantify the cost of delay.”
Maersk Line and using cost of delay, CD3 scores
Joshua Arnold, “Black Swan Farming”
http://blackswanfarming.com/experience-report-maersk-line/
Value flow from first mile (fuzzy front end) to last mile (delivery)
• Bernoulli’s principle (and other fluid dynamics) can be applied to enterprise projects
• Lean principles are being retooled for software projects
• Projectize work to attack bottlenecks, waste, and cultural barriers, then figure out the rest
So… who is the project manager?
• Responsible for a value-based outcome
• Responsible for communicating monetary value of time cycles
• Responsible for framing projects and managing results
• Responsible for making sure technology work is actually responding to real business needs.
• Coordinator and communicator-in-chief between business stakeholders and technical producers
• Responsible for making work status visible to stakeholders
Chris Knotts, PMP – Product Director, IT Innovation & Learning
Thank you!
[email protected] @chris_knotts
