Organizations want the benefits of Continuous Delivery and DevOps, but they struggle to build their skills, form the right teams, and change their culture to achieve their full potential. To gain maximum benefit and deliver higher quality software, faster, companies need to change both from the bottom-up -- by learning new skills -- and from the top-down, by changing measures, funding, and teaming models. Kurt Bittner, Principal Analyst at Forrester Research and Tim Buntel, VP of Products at XebiaLabs teach you proven strategies and tactics you can use to build out the resources critical to your organization's Continuous Delivery and DevOps transformation.

1. Overcoming Organizational
Obstacles to DevOps and
Continuous Delivery
June 21, 2016
Kurt Bittner, Forrester Research
Tim Buntel, XebiaLabs

2. 2
Housekeeping
▪ This webinar is being recorded
▪ Links to the slides and the recording will be made
available a6er the presenta8on
▪ You can post ques8ons via the GoToWebinar
Control Panel

3. 3
Presenters
Tim Buntel
@tbuntel
▪ Responsible for XebiaLabs product
management and evangelism
▪ Involved with so6ware product
management, strategy and marke8ng
with emphasis on developer tools
and plaGorms for 20+ years
▪ Long8me startup mentor and advisor
Kurt Bi4ner
@ksbiKner
▪ Kurt BiKner is a Principal Analyst serving
Applica8on Development and Delivery
professionals
▪ His research focus in on helping organiza8ons
improve their speed and quality of delivery
while reducing cost and improving business
performance. He focuses primarily on
Con8nuous Delivery and DevOps prac8ces

4. 4
§ Continuous Delivery and
DevOps pioneer, authority
and technology leader
§ Global team in US,
Europe & APAC
§ Consistently recognized by
leading industry analysts
Connecting the dots for
Continuous Delivery
at enterprise scale
About XebiaLabs
VISIBILITY
AUTOMATION
CONTROL

6. © 2016 Forrester Research, Inc. Reproduction Prohibited
http://upload.wikimedia.org/wikipedia/commons/1/14/Horse_drawn_US_Mail_car.jpg
Organizations have to change the way
they work to deliver faster

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Delivering value faster
requires organizing differently

8. 8https://media.glassdoor.com/l/7c/1e/99/2d/floor-of-non-manager-cubicles-and-supervisor-manager-offices-from-the.jpg
Changing from this…

9. © 2016 Forrester Research, Inc. Reproduction Prohibited
› http://genome.wustl.edu/image/2/800/360/5/images/sections/homepage-carousel/cloverfield_3rdfloor_sm.jpg
… to this

10. © 2016 Forrester Research, Inc. Reproduction Prohibited
Most Bottlenecks Are Organizational
› Wait Time typically > Task Time
• Frequently 2x greater
› Root Causes
• Role Silos
• Sharing Resources Across Projects
• Lack of a “Product Team” model

11. © 2016 Forrester Research, Inc. Reproduction Prohibited
People
Process
Technology
Organizations Improve In Three Dimensions

12. © 2016 Forrester Research, Inc. Reproduction Prohibited
People
Process
Technology
› Culture
• Customer-focused
• Reinforced by measures
and goals
› Skills
• Diverse, cross-functional
• Bias toward automation
› Organization
• Cross-functional teams
People Make The Biggest Difference

13. © 2016 Forrester Research, Inc. Reproduction Prohibited
People
Process
Technology
› Lean
• Minimize hand-offs and
non-value add activities
• Agile teaming models
› Automated
• Delivery pipeline
• Environment provisioning
• Governance
• Testing
• Transparency
… but Process and Technology Affect Behavior

14. © 2016 Forrester Research, Inc. Reproduction Prohibited
Line of Business
Opera8ons
Business Analysts
Developers
Quality Assurance
Enterprise
Architecture
CIO
Customer
Experience
CMO
Most Organizations Are Functionally Aligned

15. © 2016 Forrester Research, Inc. Reproduction Prohibited
Project A
Project B
Project C
The Problem:
é Utilization = ê Throughput
Functional Alignment Produces Utilization Focus

16. © 2016 Forrester Research, Inc. Reproduction Prohibited
Integrated
Product
Teams
Communities of Practice
Servant-
Leadership
LOB
CMO
CIO …
Product-Centric Organizations Work Differently

17. © 2016 Forrester Research, Inc. Reproduction Prohibited
How Product Teams Work
› Fluid roles – cross-
functional, multi-skilled
team members
› Agile teaming model
› Measured on customer
value delivered
Integrated
Product
Teams

18. © 2016 Forrester Research, Inc. Reproduction Prohibited
skill
Dev I&O QA Architects CX
Product
Managers
Cyber
Security
Discovering outcomes ✔︎ ✔︎
Designing capabilities ✔︎ ✔︎ ✔︎ ✔︎
Writing code/scripts ✔︎ ✔︎ ✔︎ ✔︎ ✔︎
Testing code/scripts ✔︎ ✔︎ ✔︎ ✔︎ ✔︎
Assessing usability ✔︎ ✔︎ ✔︎
Optimizing experiences ✔︎ ✔︎ ✔︎ ✔︎
Optimizing application &
operational platforms ✔︎ ✔︎
Reviewing analytic data ✔︎ ✔︎ ✔︎ ✔︎ ✔︎ ✔︎ ✔︎
Securing applications ✔︎ ✔︎ ✔︎ ✔︎
Architecting solutions,
patterns, and IaC ✔︎ ✔︎ ✔︎
Product Team Skills and Traditional Roles

19. © 2016 Forrester Research, Inc. Reproduction Prohibited
DevOps changes skills and roles over time
› Deploy application code
› Support application code
› Write test cases
› Test application code
› Write application code
Developer Tester Ops
Skills gradually shift “left”
› Write application code
› Write test automation
using APIs
› Configure containers
› Deploy code to containers
› Execute test automation
via CI
› Support applications
› Test usability
› Exploratory testing
› Test test cases that
can’t be (or haven’t yet
been) automated
› Create and maintain
operational platforms

20. © 2016 Forrester Research, Inc. Reproduction Prohibited
What to look for when hiring, recruting
› Customer-focused
› Experience, or at least
interest in, writing code
› Adaptable
› Customer-focused
› Experience, or at least
interest in, writing
code
› Adaptable
› Customer-focused
› Exposure to, or
experience in, test,
ops
› Interest in taking on
traditional testing, ops
tasks
› Adaptable
Developer Tester Ops

21. © 2016 Forrester Research, Inc. Reproduction Prohibited
Warning signs
› “I don’t want to write
code”
› “Developers shouldn’t do
Ops work”
› “I don’t want to write
code”
› “Testers don’t write
code”
› “I just write code;
testing is for testers”
› “I don’t do support
work”
› “I don’t want to be on
call”
Developer Tester Ops

22. © 2016 Forrester Research, Inc. Reproduction Prohibited
How To Change: Product By Product, Team By Teamhttp://www.netsolutionsindia.com/blog/wp-content/uploads/2013/08/Core-Agile-Team.jpg
› Expand team by team,
application by application
› Select volunteers; don’t coerce
› Re-set goals
› Managers: clear obstacles
› Automate pipeline
› Gradually assemble a
common platform
› Establish a common
delivery pipeline with
standard governance
automation
› Continuously improve
practices, skills, and
automation

23. © 2016 Forrester Research, Inc. Reproduction Prohibited
Customers
Operational Platform Services
Software Platform
Services Teams
Shared Service
Teams
Integrated __
Product Teams___
Business Offering Teams
Project
Teams
S
o
u
r
c
i
n
g
• One or more products
• Integrated customer experience
• Integrated business processes
• Single release
• Shared resources
• Finite scope
• Ongoing releases
• Dedicated resources
• Aligned with business
offering funding
• Ideally deliver via automated
self-service
• Resources shared across
products and projects
• Ideally staffed or automated for
“zero wait-time”
• Common components and
services
• Common architectural
patterns
• Computing as-a-utility
Organizations Need Different Kind Of Teams

24. © 2016 Forrester Research, Inc. Reproduction Prohibited
Cultural Change Is The BIGGEST Challenge
› Managers: Directive ➠ Servant-leader
› Organization: Mistake-punishing ➠ Learning
› Individuals: Specialized ➠ Multi-skilled
› Goals: Individual ➠ Team
› Focus: Internal ➠ External
› Productivity: Utilization ➠ Throughput

25. 25http://successify.net/2013/04/01/john-f-kennedys-case-for-dreaming-big/
What Leaders Need To Do
› Create and promote a vision for a new way of working
› Make it safe, and even rewarding, to learn
› Alter the rules to incent and reward the change
› Level the playing field by supporting the change
› Challenge their organizations to adapt
› Break down organizational silos to drive better results

26. Thank you
forrester.com
Kurt Bittner
kbittner@forrester.com
@ksbittner

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Orchestrate, automate and get visibility
into release pipelines
Automate and standardize complex
application deployments
Analyze test results across
multiple test tools
XebiaLabs Solutions:
Connecting the dots for Continuous Delivery at enterprise scale

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Next Steps
▪ Download the IT Manager’s Guide
to ConAnuous Delivery:
xebialabs.com/it-manager-guide
▪ Learn more about XebiaLabs products:
hKps://xebialabs.com/products/
▪ Stay informed:
blog.xebialabs.com
@xebialabs
youtube/xebialabs

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Questions?
VISIBILITY
AUTOMATION
CONTROL

30. Thank you!