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WithoutaCollaborativeCulture,YouDon’tHaveDevOps
SabrinaMarczakPUCRS
ElisaDielPUCRS
ComputerWorld – Oslo– 2016
Agenda• WhatisDevOps Culture?• DevOpsprimaryfocusareasandChallenges• Whatisa“DevOps Team”?
• TheoryofTeamEffectivenessappliedtoDevOps• 5 Conditions&Strategies
• Lessonslearned
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SINTEF|PUCRSComputerWorld – Oslo– 2016
WhatisDevOps Culture?
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SINTEF|PUCRSComputerWorld – Oslo– 2016
“ADevOps cultureiscreatedthroughlotsofdiscussionanddebate.Traditionallysiloed technicalteamsinteractthroughcomplexticketingsystems and
ritualisticrequestprocedures.AteamtakingamoreDevOps approachtalksabouttheproduct,productionandbuildmetricsthroughoutitslifecycle,discussingrequirements,features,schedules,resources,and
whateverelsemightcomeup...”Mandi Walls
SINTEF|PUCRSComputerWorld – Oslo– 2016
ExcerptFrom:Walls,Mandi.“BuildingaDevOps Culture.”iBooks.
DevOps PrimaryFocusAreas
Collaboration betweenprojectteammembers/rolesInfrastructureasCode asscriptedinfrastructureconfiguration
Automation oftasks/processes/workflowsMonitoring applicationsandinfrastructure
5Source:DevOpsPanelDiscussion- CarnegieMellonUniversity - Yasan Hasar (Page#5)
SINTEF|PUCRSComputerWorld – Oslo– 2016
TeamsConfigurationsinDevOps
Book:Cross-FunctionalTeams
SINTEF|PUCRSComputerWorld – Oslo– 2016
DevteamandOpsteamCloseCollaboration!
Devs andOpsSameTeam!
DevOpsTeamSharedSkillset!
“DevOps”isnotarole!
DevOpsemphasizecompetences ratherthanRoles/Titles.Boundariesbetweenrolescontinuestoblur.
“Itdoesnotmeandispensingwithspecialties”
SINTEF|PUCRSComputerWorld – Oslo– 2016
“DevOps”happensinaCross-FunctionalTeam
“Astandardcrossfunctionalteamiscomposedofthoseindividuals fromdepartmentswithinthefirmwhosecompetencies areessentialinachievinganoptimalevaluation.Successfulteamscombine skill
sets whichnosingleindividualpossesses”GlennM.Parker
Book:Cross-FunctionalTeams
“InDevOps,thegoalistofacilitatedeploymentandproductionandincreasevalueandinnovationintotheproducts.”
SINTEF|PUCRSComputerWorld – Oslo– 2016
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Research:Howcantheteammemberscollaborate
effectivelyinDevOps?
25interviews VoiceRecorded~40mineach
13Devs and12Ops
SINTEF|PUCRSComputerWorld – Oslo– 2016
Coordination
BalanceBetweenMemberContribution
MutualSupport
Effort
Cohesion
Communication
TeamPerformanceEffectiveness(Quality)
Efficiency(ScheduleandBudget)
PersonalSuccessWorkSatisfaction
Learning(KnowledgeandSkills)
TheoreticalFrameworkforEffectiveTeamWorkSINTEF|PUCRSComputerWorld – Oslo– 2016
Hoegl,M.,Gemuenden,H.G.,2001.TeamworkQualityandtheSuccessofInnovativeProjects:ATheoreticalConceptandEmpiricalEvidence.OrganizationScience,Vol.12,No4,pp.435-449.
1)Coordination
Harmonizationandsynchronizationoftheindividualcontributionsareimportantcomponentsofthequalityof
collaborations;teamsneedtodevelopandagreeoncommongoalorientedwork-downstructures,schedules,budgets and
deliverables.
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SINTEF|PUCRSComputerWorld – Oslo– 2016
Coordina(on
BalanceBetweenMemberContribu(on
MutualSupport
Effort
Cohesion
Transparency andVisibility!• Visibilityofthetasks tothewholeteam• Everyoneshouldunderstandwhatthejobis
• Opstasksshouldalsobevisible!• Everyoneshouldknowimportantmilestonestotheteam
• Everyoneshouldknowtheirresponsibilities• Breaktherolesbarrier
SINTEF|PUCRSComputerWorld – Oslo– 2016
“Avoidhandover/handoffsbetweendevelopersandoperations.Sideeffects:helpavoidextradocumentationandmisunderstandings.”
Coordina(on
BalanceBetweenMemberContribu(on
MutualSupport
Effort
Cohesion
2)BalanceBetweenMembersContributions
Contributionstotheteamtasksarebalancedwithrespecttoeachmember’sspecific
knowledgeandexperience.
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SINTEF|PUCRSComputerWorld – Oslo– 2016
Coordina(on
BalanceBetweenMemberContribu(on
MutualSupport
Effort
Cohesion
Every teammember should:
• Haveequalvalue• “Devs teammakethethingandthenOpsmakesureeverythingisworking”
• Haveequalresponsibility• forhavingdeploymentandfeaturesuccess.
• Beempowered toidentifyandsolvetheirownproblemsandtakedecisions• Figureouttheirown ways ofdoingthingsbetter
SINTEF|PUCRSComputerWorld – Oslo– 2016
“CelebrateSuccesswithdevs AND ops!”Coordina(on
BalanceBetweenMemberContribu(on
MutualSupport
Effort
Cohesion
3)MutualSupport
Teammembersworkingonacommongoalshoulddisplaymutualrespect,grantassistancewhen
needed,anddevelopotherteammembers’ideasandcontributions.
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SINTEF|PUCRSComputerWorld – Oslo– 2016
Coordina(on
BalanceBetweenMemberContribu(on
MutualSupport
Effort
Cohesion
Worktogether!Sharetechnicalexpertise!
• Dev andOpshavetochangetheirwayofworkinganddevelopskillsthatwillmakepossiblethismutualsupport• Beempathetic towardseachother– understand eachotherjob.• Practices:PairingDev andOps,JobRotation
• Shareknowledge abouttheirownspecificcompetencies• Practices:InformalTraining,CommunitiesofPractice,strategiesonboardingofnewmembers.
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SINTEF|PUCRSComputerWorld – Oslo– 2016
“Developerscannotonlywritecodeandoperationscannottalkonlyaboutsystems.”
Coordina(on
BalanceBetweenMemberContribu(on
MutualSupport
Effort
Cohesion
4)Effort
Toachievehighteamworkqualityandavoidconflictamongteammembers,itisimportantforeveryoneintheteamtoknowandaccepttheworknormsconcerningsufficient
effort.
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SINTEF|PUCRSComputerWorld – Oslo– 2016
Coordina(on
BalanceBetweenMemberContribu(on
MutualSupport
Effort
Cohesion
Commitment tothe Job/Task!
• Teammemberscan'thandoverissuesandignorethemafterwards.• Operationsdon’tstrugglealoneandisolatedwithcoderelatedproductionissues
• Ifovertimeisrequiredforshortperiods,thewholeteamshouldbeworkingextrahours• Ifthereisneedfor24/7support,everyone shouldbeinvolved• Sideeffect:defectsgetfixedfasterJ
SINTEF|PUCRSComputerWorld – Oslo– 2016
Theworkis“done”onlywhenitisperformingasdesignedinproduction”
Coordina(on
BalanceBetweenMemberContribu(on
MutualSupport
Effort
Cohesion
5)Cohesion
Degreetowhichteammembersdesiretoremain ontheteam.Iftheteammemberslackasenseoftogethernessandbelonging,ifthereislittledesiretokeeptheteamgoing,thenintensivecollaborationseemsunlikely.
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SINTEF|PUCRSComputerWorld – Oslo– 2016
Coordina(on
BalanceBetweenMemberContribu(on
MutualSupport
Effort
Cohesion
Share the sameGoals!Wholeteamownership tothe product!
• ClearGoals• Acompellinggoalcanserveasamotivatorforacross-functionalteamworkingonabasicbusinessissue
• Ownershiptotheproduct• Whentheteamhavesenseofownershiptheirbehaviortowardsworkisdifferent.• Ifanygrouphasassumedownershipofproducttheywillhavetolearntosharethatwitheveryoneelseontheteaminordertosucceed
“SizeMatters:bigorganizationsaremucheasiertoendupinsilos”
SINTEF|PUCRSComputerWorld – Oslo– 2016
Coordina(on
BalanceBetweenMemberContribu(on
MutualSupport
Effort
Cohesion
Build Trust!Get toknow people technically andpersonally!• TechnicalTrustisbuildovertimeofclosecollaboration:• haveOpsfromdayonewiththedevteam.• WorkTogether,visibleprocessescreatedopportunitiestogettoknowpeopletechnically.
• InformalConversationsandInformalMeetingsaremoreimportantthatitseems.
• Liftoffs,Face-to-Face,SocialEvents.• DoacompetenceMatrix
SINTEF|PUCRSComputerWorld – Oslo– 2016
“Getalsotoknowwhatpeopledonotliketoworkwith!”
Coordina(on
BalanceBetweenMemberContribu(on
MutualSupport
Effort
Cohesion
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Coordination
BalanceBetweenMemberContribution
MutualSupport
Effort
Cohesion
Communication
TeamPerformanceEffectiveness(Quality)
Efficiency(ScheduleandBudget)
PersonalSuccessWorkSatisfaction
Learning(KnowledgeandSkills)
TheoreticalFrameworkforEffectiveTeamWorkSINTEF|PUCRSComputerWorld – Oslo– 2016
Conflict iscausedbyineffectivecommunication,whichleadsto
“misunderstandings,incorrectstrategiesandmutualfeelingsoffrustration”.
• Face-to-facemeetings• Frequencywilldependontheduration/financeoftheproject
• Jointchatrooms• Warrooms(jointplanning)forbigfeatures,releases,problemsolving
• Dailystandupsorweeklymeetings• Availabilityforadhoc meetings
• TechTalks/TechOps /ShowCases• Retrospectiveonthetechnologicalpart• Everytimeataskisdone
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GetyourCommunicationStructured
Dev Ops
SINTEF|PUCRSComputerWorld – Oslo– 2016
Commun
ica)on
Tunethe Frequency of the Communication
• OpenchatALWAYS• Warrooms,even1:1s,groupchats,…
• Meetingsareanecessaryevil• Weeklymeetings,operationsstandupmeeting• PlanningMeetings• Good,ifpossible: DailyStandups
• OpsneedtoengageasmuchasDevs• Listentothecommunicationandactwhenneeded• Somebackgroundnoiseduetointegrationwithothertoolscanbehindering
SINTEF|PUCRSComputerWorld – Oslo– 2016
Commun
ica)on
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CreateawarenessontheContentoftheInformationFlowinyourCommunication
• StrategicPlanning• Technologicaladvices• ArchitecturalChanges•Whatfacilitatesoperation• Defects• Changes inEnvironment• …. Devs
Ops
Management
SINTEF|PUCRSComputerWorld – Oslo– 2016
Commun
ica)on
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FindtheBestCommunicationToolsthatworksforyourTeam!
Emailonlyonveryspecificsituationsonly!
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Coordination
BalanceBetweenMemberContribution
MutualSupport
Effort
Cohesion
Communication
TeamPerformanceEffectiveness(Quality)
Efficiency(ScheduleandBudget)
PersonalSuccessWorkSatisfaction
Learning(KnowledgeandSkills)
EffectiveDevOps TeamWorkSINTEF|PUCRSComputerWorld – Oslo– 2016
Hoegl,M.,Gemuenden,H.G.,2001.TeamworkQualityandtheSuccessofInnovativeProjects:ATheoreticalConceptandEmpiricalEvidence.OrganizationScience,Vol.12,No4,pp.435-449.
