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THE G2G3 DEVOPS
SIMULATION EXPERIENCE
JARO TOMIK
CHANNEL ACCOUNT MANAGER
APRIL 2017
DEVOPS adoption IS growing
DevOps now 2nd most searched term on GARTNER website
DevOps has crossed the ‘chasm’
2017 is expected to see the emergence of DevOps at scale
Gartner rate the business benefit of Devops ‘TRANSFORMATIONAL’
DEVOPS SUCCESS IS A BUSINESS PRIORITY - NOW!
•
PEOPLE
ISSUES
50%
PROCESS
ISSUES
37%
TECHNOLOGY
ISSUES
8%
INFORMATION
ISSUES
8%
DEVOPS IS A CULTURE SHIFT; NOT A TECHNOLOGY
Gartner, DevOps Survey Adoption results, 2016
Gartner surveyed CIOs to discover
what was the biggest challenge they encountered
to DevOps adoption success
“When asked to identify the
biggest obstacle to adopting
DevOps, half of those with current
DevOps capabilities cited
‘PEOPLE’
challenges — as opposed to
process, technology or information
— as the greatest issue”
The largest single threat to
the success of DevOps
adoption is
PEOPLEPoor communication
Lack of buy-in to DevOps
No shared DevOps vision
Absence of trust
Lack of accountability
Failure to collaborate
Disengagement
*Gartner: Driving DevOps Adoption Success with ITSM Role Support:, John Rivard, Katherine Lord, Hank Marquis
CULTURAL
TRANSFORMATION
A SHARED
VISION
BEHAVIOURAL
CHANGE
SUCCESSFUL DEVOPS IS DRIVEN BY:
THE G2G3 DEVOPS
SIMULATION EXPERIENCE
THE ANSWER:
Creating breakthrough understanding to
drive DevOps transformation
•
THE G2G3 DEVOPS SIMULATION:
• Is an unforgettable experiential workshop that brings DevOps value to life
• Drives alignment and buy-in around a shared DevOps vision
• Engages people on the journey to DevOps future state
• Is high-impact and realistic, using game dynamics
• Suitable for all levels: leadership, operational and business
• Overcomes resistance and drives DevOps collaboration and culture
• Turns DevOps and change opponents into advocates
• Provides an impressive and engaging ‘WOW!’ experience
•
TANGIBLE OUTCOMES FROM SIMULATION
Your business will experience the DevOps difference and fast:
• A ‘one team’ culture around DevOps
• Common and agreed language and success measures
• Understanding of business focus and customer value
• Improved communications
• Reduced cost to quality – Early defect detection and resolution
• Reduced time to test
• Accelerated time to market
• Continuous application deployment & delivery
• Increased ability to release more and faster
“Simulations can change compliant process behavior to compassionate service behavior” Eveline Oerhlich, Forrester
•
LEARNING BY DOING:
The DevOps simulation takes place
over 3 ‘rounds’
Each of the 3 rounds takes the
participants through Kolb’s experiential
learning cycle: starting with activity,
followed by review and best practice
(theory) and finally planning.
“Simulation can take you to the next level on your
service management journey” Eveline Oerhlich, Forrester
Tell me, I forget.
Show me, I remember.
Involve me, I understand
Old Chinese Proverb
•
CLIENT SUCCESS STORY: DEVOPS SUCCESSChallenge:
A large telecoms company transitioning a 50,000 strong global IT workforce to a DevOps operating model to
help evolve their traditional business into a mobile technology company. Required workforce to think, behave
and act differently.
Solution- the G2G3 DevOps Simulation :
The client used their experience in creating DevOps Simulations to create a customized DevOps simulation
around their strategic three pillars approach to digital transformation that centred on creating a one team
culture, being product focused and achieving faster delivery. Used at 100 strategic ‘boot camp simulation
sessions’ to drive the necessary culture shift.
Benefits to the client:
Accelerated a cultural shift required for DevOps
Ensured a common and consistent vision
Created shared understanding and terminology
Improved communications and collaboration
Delivered actionable positive takeaways
Delivered a successful operating model for AT&T
DOES SIMULATION/EXPERIENTIAL LEARNING WORK? - YES!
• The most effective way to develop high acuity behaviours, while strengthening the underlying
neural pathways, is by jumping in and doing with Experiential Learning (Gartner)
• Successful transformations demand new capabilities. To build them, Experiential Learning
leverages the intimate link between knowledge and experience. (McKinsey)
• Knowledge retention from simulation is 9% higher than for any other form of education or
learning*
• Simulations build 30% more confidence in the application of learned knowledge as opposed to
traditional classroom or online instruction*
• "Instructional guidance or learning methodologies that incorporate game mechanics elements will
generate on average, 37% more correct action than standard communication approaches”**
* Sitzmann T (2011) A meta-analytic examination of the instructional effectiveness of simulation games (Personnel Phsychology)
* T. Suzmann (2011) A Meta-Analytic Examination Of The Instructional Effectiveness Of Computer-Based Simulation Games.
** Sitzmann T (2011) A meta-analytic examination of the instructional effectiveness of games (Personnel Phsychology), Review of 65 studies, chapter 4 “The gamification of learning and instruction”
•
WON COMPUTING DEVOPS EXCELLENCE AWARD
G2G3 and the DevOps Simulation were awarded Best DevOps Training Provider
at the Computing DevOps Excellence Awards
•
THE G2G3 DEVOPS SIMULATION JOURNEY
Round 1: CHAOS Round 2: IMPROVED Round 3: OPTIMISED
People Poor communications
Lack of co-ordination
Silo mentality
Customer/business frustration
Lack of trust
No accountability
Blame culture
Slow to market/not responsive
Move towards shared decision making
Improved accountability
Managed communications
Knowledge sharing
Shift towards satisfaction as a metric
Move towards customer value
Roles moving closer together
Collective ownership
One team culture
Common and agreed success measures
Effective knowledge sharing
Vendor integration
Responsive to change
Process
Inconsistency across the board
Process duplication and waste
Manual, time consuming and error prone
Lack of prioritisation
Delays in release and deployment
Introducing agile
Kanban boards
Prioritisation
Fail fast
Release automation
Introducing ITIL - Incident Management, Change Management,
Knowledge Management, Availability Management, Capacity
Management, Service Level Management, Configuration
Management
Behaviour driven development
Test driven development
Continuous assessment
Continuous delivery and deployment
Continuous integration and testing
Virtual testing
Importance of metrics-driven DevOps
Optimising ITIL processes
TechnologyNo automation
Lack of understanding of infrastructure
Lack of understanding of ops environment
Inefficient delivery pipeline
Unfocused technical innovation
Technical and infrastructure knowledge sharing
Applications components library
Continuous monitoring
Innovation culture - business focused
Minimum viable product
Continuous operations
•
ROUND 1: CHAOS
• Highlights significant customer frustration
• Brings to life the need to collaborate and communicate across an
organization, evident through a lack of trust between the teams and
information in the right places at the right time
• Establishes the need for single teams with common goals, and
defined roles and responsibilities that break down the traditional silos
• Highlights the lack of engagement between Dev and Ops, resulting
in; poor Time To Market (TTM), lack of agility, poor business
performance and a lack of knowledge in the Development Team of
the production systems and standards
• Focuses on manual, time consuming and error prone processes
• Focuses on a lack of priority
•
ROUND 2: IMPROVED• Talks to the improvements that have been made from the previous
round
• Focuses on a organization that is still mainly reactive and not yet looking
proactively, particularly from Operations
• Highlights the impact to the customer when application deployments are
not architected with a service mindset
• Accentuates a “Product”rather than “Project” focused mindset with
information being kept within the project rather than shared
• Brings the idea of process duplication and waste into the discussion
• Focuses on a lack of continuous feedback across the teams, particularly
back to Development, leading to a discussion around moving roles
closer together and “Shift Left”
• Emphasizes the need for continuous integration
•
ROUND 3: OPTIMIZED
• Talks to the improvements that have been made from the previous
round
• Highlights the need for analytics to drive enhancements and new
developments
• Underlines the need for common success measures and owners
across the entire software development lifecycle and beyond
• Reinforces the desire to continuously refine the “ways of doing
things” to build in quality at the front
• Underlines the need for virtual testing and service virtualization
• Highlights non-functional requirements, such as, monitoring,
performance, disaster recovery and high availability
•
ROLE: BUSINESS & PRODUCT OWNERS
Identify new services & opportunities
Work with development to deliver
Market and service status awareness
ROLE: SERVICE DESK
Business/customer facing - logging incidents
and working closely with Support Teams
THE DEVOPS SIMULATION
ROOM LAYOUT AND KEY ROLES
ROLE: RELEASE & OPERATIONS
Identify capacity and support deployment
of new services/existing services
Working within financial constraints
ROLE: DEVELOPMENT & TEST
Develop & test new/upgraded
services to the business
•
ROLES - BUSINESS TEAM
Key elements of the role:
• Identify new services and business opportunities, sharing the
requirements with Development. Each new service deployed will
enable the business to deliver a sustained increase in revenue
• Be aware of emerging business opportunities; these events may
lead to increased demand and ultimately revenue. To meet
these opportunities, the business must be able to quickly identify
demand requirements and provision capacity on the IT
Infrastructure.
• Be aware of any service disrupting incidents that are preventing
the organization from generating revenue
Identify new services and business opportunities for each of the businesses
•
ROLES - DEVELOPMENT AND TEST TEAM
Key elements of the role:
• Manage the development of new and upgraded services to the
business
• Be responsible for the initiation of all development and test
activity
• Build different layers of a multi layer application based on the
criteria provided by the business
• Test the application against various criteria, ensuring that the
component parts of the application integrate successfully
together
Responsible for the development and test of new and upgraded services
•
ROLES - SERVICE DESK
Key elements of the role:
• The Service Desk has a customer-facing role and are
responsible for logging and coding all incidents arising from the
business operation. You must provide a high level of customer
service, working with both the Support Teams to maintain a high
standard of operation.
•
ROLES - RELEASE AND OPERATIONS
Key elements of the role:
• As members of an Operations Team the role is to identify available
capacity in the data center for the deployment of virtual machines
(VMs) supporting the launch of new business services and spikes
in demand on existing services
• Each new service deployed will enable the business to deliver a
sustained increase in revenue that can be
• The Operations Team must track and work within stipulated
financial constraints reporting back to the business
• The final responsibility of the Operation Team is to resolved any
business impacting incidents
Identify capacity and deploy virtual machines
•
THE G2G3 DEVOPS SIMULATION E-BOARD
•
BUSINESS REPORT
•
DETERMINING DEVOPS MATURITY
•
APPLICATIONS DEVELOPED
•
•
•
