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THE NEED FOR SPEED
MARK LANDY & WILL EVANS
Enabling DevOps Through Enterprise Architecture
CONSUMERMEDICAL DEVICES PHARMACEUTICAL
The Johnson & Johnson Family of Companies is
organized into several business segments comprised
of franchises and therapeutic categories.
Morethan125YearsofCaring.Our128,300employeestouchthelivesof
overabillionpeopleeveryday,throughouttheworld.
JNJ NYSE
$113 MktCap
$311B Annual IT Spend
$2B
Unique Visitors
500K
Terabytes of Data
500Acquisitions /
Divestitures
in Flight
14 Apps Released
Each Year
450
Millions of
new patients
Shift to
outcomes
Expanding
care venues
Active policy
makers
Risk sharing
Consolidation
A NEW WORLD OF
HEALTHCARE TECHNOLOGY
Cloud
Internet of
Things
Advanced
Analytics
Robotics
Mobile
3D Printing
EPHEMERALIZATION
How software is eating healthcare technology…
Buckminster Fuller, “Ephemeralization - Doing more with less,” TEDEd, http://buff.ly/2esIJhz
HEADER ONE
EMERGENCE
Directed Opportunism & Asymmetries
2014 –
Today
Marc Rettig, 2016, “Notes on Emergence,” Medium, http://buff.ly/2fmhanx
5
Doctors, Nurses, and Patients,
Employees and Their Families,
Communities Where We Work,
Finally, to Our Shareholders
WE ARE RESPONSIBLE TO OUR…
Organizations which design systems are
constrained to produce designs which are
copies of the communication structures of
these organizations.
“
”
— MELVIN CONWAY
Melvin E. Conway, 1968, “How Do Committees Invent?” Datamation Magazine
THEORY OF
CONSTRAINTS
WHY
Change? How to
CAUSE
the change?
WHAT
to change?
What to
CHANGE
TO?
SYSTEMS THINKING
From local optima to whole-enterprise mindset
10
LOCAL OPTIMA
VS
GLOBAL OPTIMA
ENTERPRISE
FEDERATED ENTERPRISE
ARCHITECTURE
Theory of Constraints | Hoshin Kanri | Lean & Kanban
Complexity Thinking | Cost of Delay | Continuous Improvement
DECISION MAKING
Complexity informed design thinking
applied to FEA means leveraging an
abductive sensemaking process of
manipulating, organizing, pruning and
filtering demand (both failure and value
demand) through human sensor
networks to get ahead of business
intent.
Enterprises which design & execute
strategies are constrained to produce & fund
projects reflecting organizational and
temporal silos.
- MELVIN CONWAY(REDUX)
“
”
•  PROJECT(s) create a localized space, with little real flexibility
for experimentation; No slack.
•  Organizations, functions, and companies create and sponsor
PROJECTS which are constrained to localized sponsor’s need,
not Enterprise capability…
•  PROJECTS are Temporal Silos which struggle with time
horizons greater than 1 year, particularly in publicly traded
enterprises.
•  To deliver VALUE/OUTCOMES, STRATEGICALLY, we must
therefore relax the lateral (silo) and temporal (duration)
constraints of a FUNDING corridor.
not(only)projectswithcompletiondata….
FUND STRATEGIES
WITH VISIBLE
OUTCOMES
WHICH ENABLES
ENTERPRISE
AGILE DATA
By making our work &
decisions visible over a
rolling 4 year window, we
allocate the necessary
breadth and depth
of resource & systems
thinking required to “be”
strategic, respond to change,
inspect and adapt.
CONTINUOUS IMPROVEMENT
FEA relentlessly pursues IT Flow that yeilds economic value.
CURRENT
STANDARD
ORIGINAL
STANDARD
NEXT
STANDARD
Improvement through raising
standards and solving problems
Raise the
standard
Maintain current
standard
CREATED
GAP
CAUSED
GAP
TIME
DESIGN THINKING
NEW STANDARDS
CURRENT
CONDITION
TARGET
CONDITION
BARRIER
CONSTRAINT
CAUSE
remove
overcome
eliminate
You are
here
You need
to be hereGAP
A P
S D
A P
S D
A P
S D
A P
S D
LEANING INTO
LEAN THINKING
20
2
3
EXPLORE
PROBLEMS
PROBLEM
SETTING
LEARN
SUCCESS
PAIN
1
SELECT
CONTINUOUS
IMPROVEMENT
PROBLEM
FRAMING
PROBLEM
DISCOVERY
EXPLORE
CONCEPTS
EXPERIMENT
LEARN
“The Double Diamond: Strategy + Execution of the Right Solution” http://buff.ly/1TGRfX2
EXPLORE/EXPERIMENT
Technology is a benefit if,
and only if, it diminishes a
limitation.
“
”
— ELI GOLDRATT
Eliyahu M. Goldratt, 2005, “Beyond the Goal: Eliyahu Goldratt Speaks on the Theory of Constraints,” North River Press.
Kim S. Nash, 2016, “Johnson & Johnson Targets 85% of Apps in Cloud by 2018,” Wall Street Journal, http://buff.ly/2fmlnaW
•  Visualize Your Work, but first, Visualize Your System!
•  Identify the biggest constraints on your system, then apply
the five focusing steps.
•  Switch from Projects (Temporal Silos), to Strategies (Capability
Value Streams)
•  Align cross-functional, cross-disciplined teams to Strategies &
Enterprise Services
•  Stop measuring resource efficiency (cost-accounting/activity
based accounting), Start measuring flow efficiency
•  Shape Value and Failure Demand through Human Sensor
Networks
•  Identifying Asymmetric Bets for Experimentation & Learning
PRINCIPLES OF
CLYDESDALES
THANKS!
MARK LANDY & WILL EVANS
Need for Speed: Enabling DevOps Through Enterprise Architecture
Alicia Juarrero, 1999, Dynamics in Action: Intentional Behaviour
as a Complex System, Massachusetts: MIT Press
C.F. Kurtz & David .J. Snowden, 2003, “The new dynamics of
strategy: Sense-making in a complex and complicated world” in
IBM Systems Journal 42 (3): 462 to 483
David .J. Snowden, 2004, “Facilitating innovation within the
organisation” in Finance & Management, Sept. 2004: 5 to 7
David .J. Snowden, 2003, “Managing for Serendipity; or why we
should lay off ‘best practice’ in KM” in ARK Knowledge
Management 6 (8) (reproduced by The Cynefin Centre in 2005,
under Creative Commons License)
Donald G. Reinertsen, 2009, The Principles of Product
Development Flow, Celeritas Publishing
Donald G. Reinertsen, 1997, Managing the Design Factory,
Celeritas Publishing
Eliyahu M. Goldratt, 2014, The Goal: A Process of Ongoing
Improvement, North River Press
Eliyahu M. Goldratt, 1994, It’s Not Luck, North River Press
Eliyahu M. Goldratt, 2005, Beyond the Goal: Eliyahu Goldratt
Speaks on the Theory of Constraints, North River Press
REFERENCES
Gene Kim and Kevin Behr, 2014, The Phoenix Project: A Novel
about IT, DevOps, and Helping Your Business Win, IT Revolution
Press
H. William Dettmer, 2007, The Logical Thinking Process: A
Systems Approach to Complex Problem Solving, ASQ Quality
Press
James P. Womack and Daniel T. Jones, 2003, Lean Thinking:
Banish Waste and Create Wealth in Your Corporation,
Productivity Press
Russell L. Ackoff, Jason Magidson, and Herbert J. Addison, 2006,
Idealized Design: How to Dissolve Tomorrow’s Crisis Today, FT
Press
Marc Rettig, 2016, “Notes on Emergence,” Medium,
http://buff.ly/2fmhanx
Melvin E. Conway, 1968, “How Do Committees Invent?”
Datamation Magazine
R. Axelrod & M.D. Cohen, 1999, Harnessing Complexity:
Organisational Implications of a Scientific Frontier, New York:
Free Press
R.D. Stacey, 2001, Complex Responsive, Processes in
Organisations: Learning and Knowledge Creation, London:
Routledge
Theworldisnotasolidcontinentoffacts
sprinkledbyafewlakesofuncertainties,buta
vastoceanofuncertaintiesspeckledbyafew
islandsofcalibratedandstabilizedforms.
― Bruno Latour
“
”

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DOES16 San Francisco - Will Evans & Mark Landy - The Need for Speed: Enabling DevOps through Enterprise Architecture

  • 1. THE NEED FOR SPEED MARK LANDY & WILL EVANS Enabling DevOps Through Enterprise Architecture
  • 2. CONSUMERMEDICAL DEVICES PHARMACEUTICAL The Johnson & Johnson Family of Companies is organized into several business segments comprised of franchises and therapeutic categories. Morethan125YearsofCaring.Our128,300employeestouchthelivesof overabillionpeopleeveryday,throughouttheworld. JNJ NYSE $113 MktCap $311B Annual IT Spend $2B Unique Visitors 500K Terabytes of Data 500Acquisitions / Divestitures in Flight 14 Apps Released Each Year 450
  • 3. Millions of new patients Shift to outcomes Expanding care venues Active policy makers Risk sharing Consolidation A NEW WORLD OF HEALTHCARE TECHNOLOGY Cloud Internet of Things Advanced Analytics Robotics Mobile 3D Printing
  • 4. EPHEMERALIZATION How software is eating healthcare technology… Buckminster Fuller, “Ephemeralization - Doing more with less,” TEDEd, http://buff.ly/2esIJhz
  • 5. HEADER ONE EMERGENCE Directed Opportunism & Asymmetries 2014 – Today Marc Rettig, 2016, “Notes on Emergence,” Medium, http://buff.ly/2fmhanx 5
  • 6. Doctors, Nurses, and Patients, Employees and Their Families, Communities Where We Work, Finally, to Our Shareholders WE ARE RESPONSIBLE TO OUR…
  • 7.
  • 8. Organizations which design systems are constrained to produce designs which are copies of the communication structures of these organizations. “ ” — MELVIN CONWAY Melvin E. Conway, 1968, “How Do Committees Invent?” Datamation Magazine
  • 9. THEORY OF CONSTRAINTS WHY Change? How to CAUSE the change? WHAT to change? What to CHANGE TO?
  • 10. SYSTEMS THINKING From local optima to whole-enterprise mindset 10
  • 13. Theory of Constraints | Hoshin Kanri | Lean & Kanban Complexity Thinking | Cost of Delay | Continuous Improvement
  • 14. DECISION MAKING Complexity informed design thinking applied to FEA means leveraging an abductive sensemaking process of manipulating, organizing, pruning and filtering demand (both failure and value demand) through human sensor networks to get ahead of business intent.
  • 15. Enterprises which design & execute strategies are constrained to produce & fund projects reflecting organizational and temporal silos. - MELVIN CONWAY(REDUX) “ ”
  • 16. •  PROJECT(s) create a localized space, with little real flexibility for experimentation; No slack. •  Organizations, functions, and companies create and sponsor PROJECTS which are constrained to localized sponsor’s need, not Enterprise capability… •  PROJECTS are Temporal Silos which struggle with time horizons greater than 1 year, particularly in publicly traded enterprises. •  To deliver VALUE/OUTCOMES, STRATEGICALLY, we must therefore relax the lateral (silo) and temporal (duration) constraints of a FUNDING corridor. not(only)projectswithcompletiondata…. FUND STRATEGIES WITH VISIBLE OUTCOMES
  • 17. WHICH ENABLES ENTERPRISE AGILE DATA By making our work & decisions visible over a rolling 4 year window, we allocate the necessary breadth and depth of resource & systems thinking required to “be” strategic, respond to change, inspect and adapt.
  • 18. CONTINUOUS IMPROVEMENT FEA relentlessly pursues IT Flow that yeilds economic value.
  • 19. CURRENT STANDARD ORIGINAL STANDARD NEXT STANDARD Improvement through raising standards and solving problems Raise the standard Maintain current standard CREATED GAP CAUSED GAP TIME DESIGN THINKING NEW STANDARDS
  • 20. CURRENT CONDITION TARGET CONDITION BARRIER CONSTRAINT CAUSE remove overcome eliminate You are here You need to be hereGAP A P S D A P S D A P S D A P S D LEANING INTO LEAN THINKING 20
  • 22. Technology is a benefit if, and only if, it diminishes a limitation. “ ” — ELI GOLDRATT Eliyahu M. Goldratt, 2005, “Beyond the Goal: Eliyahu Goldratt Speaks on the Theory of Constraints,” North River Press.
  • 23. Kim S. Nash, 2016, “Johnson & Johnson Targets 85% of Apps in Cloud by 2018,” Wall Street Journal, http://buff.ly/2fmlnaW
  • 24. •  Visualize Your Work, but first, Visualize Your System! •  Identify the biggest constraints on your system, then apply the five focusing steps. •  Switch from Projects (Temporal Silos), to Strategies (Capability Value Streams) •  Align cross-functional, cross-disciplined teams to Strategies & Enterprise Services •  Stop measuring resource efficiency (cost-accounting/activity based accounting), Start measuring flow efficiency •  Shape Value and Failure Demand through Human Sensor Networks •  Identifying Asymmetric Bets for Experimentation & Learning PRINCIPLES OF CLYDESDALES
  • 25. THANKS! MARK LANDY & WILL EVANS Need for Speed: Enabling DevOps Through Enterprise Architecture
  • 26. Alicia Juarrero, 1999, Dynamics in Action: Intentional Behaviour as a Complex System, Massachusetts: MIT Press C.F. Kurtz & David .J. Snowden, 2003, “The new dynamics of strategy: Sense-making in a complex and complicated world” in IBM Systems Journal 42 (3): 462 to 483 David .J. Snowden, 2004, “Facilitating innovation within the organisation” in Finance & Management, Sept. 2004: 5 to 7 David .J. Snowden, 2003, “Managing for Serendipity; or why we should lay off ‘best practice’ in KM” in ARK Knowledge Management 6 (8) (reproduced by The Cynefin Centre in 2005, under Creative Commons License) Donald G. Reinertsen, 2009, The Principles of Product Development Flow, Celeritas Publishing Donald G. Reinertsen, 1997, Managing the Design Factory, Celeritas Publishing Eliyahu M. Goldratt, 2014, The Goal: A Process of Ongoing Improvement, North River Press Eliyahu M. Goldratt, 1994, It’s Not Luck, North River Press Eliyahu M. Goldratt, 2005, Beyond the Goal: Eliyahu Goldratt Speaks on the Theory of Constraints, North River Press REFERENCES Gene Kim and Kevin Behr, 2014, The Phoenix Project: A Novel about IT, DevOps, and Helping Your Business Win, IT Revolution Press H. William Dettmer, 2007, The Logical Thinking Process: A Systems Approach to Complex Problem Solving, ASQ Quality Press James P. Womack and Daniel T. Jones, 2003, Lean Thinking: Banish Waste and Create Wealth in Your Corporation, Productivity Press Russell L. Ackoff, Jason Magidson, and Herbert J. Addison, 2006, Idealized Design: How to Dissolve Tomorrow’s Crisis Today, FT Press Marc Rettig, 2016, “Notes on Emergence,” Medium, http://buff.ly/2fmhanx Melvin E. Conway, 1968, “How Do Committees Invent?” Datamation Magazine R. Axelrod & M.D. Cohen, 1999, Harnessing Complexity: Organisational Implications of a Scientific Frontier, New York: Free Press R.D. Stacey, 2001, Complex Responsive, Processes in Organisations: Learning and Knowledge Creation, London: Routledge