A systemic approach to shaping a DevOps culture

I n n o v a t i v e V a l u e M a n a g e m e n t
A systemic approach to shaping
a DevOps culture
Masa K. Maeda, Ph.D.
CEO, Valueinnova LLC USA
@masakmaeda masa@valueinnova.com

©Valueinnova LLC, All rights reserved
Masa K Maeda, PhD
CEO & Founder, Valueinnova LLC USA
Masa has 27 years of international experience and has brought prosperity to
companies from Fortune 500 to Startups in America, Europe, Asia and
Africa. He is the creator of the Serious LeAP® model for Lean-Agile
economic improvement at organizations.
Previously: In the USA, Masa did R&D at Apple Inc., was a founding team member of four
startups in silicon valley, was a professor at UC Berkeley and the U of Barcelona. In
Japan, he also did R&D for Justsystems Inc. the #1 Japanese software company.
Masa is a well-known figure in the Lean Agile and the High Collaboration Frameworks communities,
one of the first Kanban Coach-Trainers worldwide, a founder of the Lean Kanban University, a
pioneer on High Collaboration Frameworks, a Senior Consultant with the Cutter Consortium and
the True North Consortium, and a member of the Agile Testing Alliance Steering Committee.
Masa has a PhD and an MS from the University of Tokushima in Japan
Lives in Utah, USA.

https://wallpapercave.com/wp/mATtmGU.jpg

http://likeshare-world.com/wp-content/uploads/Reﬂection-at-The-Wave-Marble-Canyon-UT-USA.jpg https://goo.gl/Q4TX56

http://bit.ly/2rlgTud

Nine

?!?!

How to do DevOps?
http://bit.ly/2iOfcTv http://bit.ly/2rlgTud

How to do DevOps?
http://bit.ly/2iOfcTv http://bit.ly/2rlgTud
This is good and useful
but incomplete…

Why DevOps?
What’s its purpose?
Who does it serve?

To achieve a certain project management
philosophy that involves more efficiency
in communications between development
teams and other parts of a greater
business or organization.
—Technopedia
… with focus on effective value delivery.

How de we make it valuable?

http://bit.ly/2rlgTudhttp://bit.ly/2wYmL0c http://bit.ly/2wYgqBO
Positive
economic
outcome
Benefit
people

© Ruth Zive
Business automation
hummm…
• Focus is still on automation
• Customer isn’t explicit
• Value isn’t explicit

2017 State of DevOps

Aha!

A Systems-level DevOps model

Ideas
build
Procuct
measure
Data
learn
©Valueinnova
Empa-
thize
Observe Deﬁne Ideate
Proto-
type
Validate
Mindset
Human Aspect
Methodologies &
Frameworks
Managing the flow of customer expected value
Identify
Customer &
Business
Value
I n t e g r a t e d q u a l i t y
Evolutionary
HCFs
0
4
8
12
16
SLA1 SLA2 SLA3 SLA4
Value-based

delivery

cadence
Portfolio
Delivery
• Requests

• Variations

• Defects
Dev Ops
ToDoLAB™
by Valueinnova
Strategic
business need
track
Portfolio
management
track
Release &
Request mgmt
track
Variation
& Defect mgmt
track
Quality
management
track
Talent
management
track
Knowledge
& Skills mgmt
track
DevOps
Innovation mgmt
rack
Ecosystem
management rack
Collaboration
beyond
Dev & IT
Systems
thinking
Value &
Quality
mindset
Adaptability
Lean-Agile thinking
Lean-Agile dev & QA
CID
Automation
High Collaboration
Frameworks
Kanban & Scrum
Design Thinking
& Lean Startup
Systems thinking

Who is the customer?

Requirements Design Develop Verify Deliver
Who is the customer?

An example of
effective interaction
through High Collaboration
Frameworks

VRE prioritization is an adaptation by
Masa K Maeda, Luciano López and Luis Díaz
from a prioritization technique by Paulo Caroli
VRE Prioritization
Business Value
vs.
Customer Value
Business Effort
vs.
Technical Effort
Business Risk
vs.
Technical Risk
(Value-Risk-Effort)

Business
Value
Customer
Value
L M H
H
M
L
User
story 3
User
story 2
User
story 1
Value Layer
VRE Prioritization

Business
Value
Customer
ValueL M H
H
M
L
US 3
US 2
US 1
BVH-CVL
BVM-CVH
BVL-CVL
Value Layer
VRE Prioritization

Technical
Risk
Business
Risk
L M H
H
M
L
Business
Value
Customer
ValueL M H
H
M
L
US 1
BVH-CVL
US 3
BVM-CVH
US 2
BVL-CVL
Risk Layer
Value Layer
VRE Prioritization

Technical
Risk
Business
Risk
L M H
H
M
L
Business
Value
Customer
ValueL M H
H
M
L
US 1
BVH-CVL
US 3
BVM-CVH
US 2
BVL-CVL
Value Layer
Risk Layer
VRE Prioritization

Technical
Effort
Business
EffortL M H
H
M
L
Technical
Risk
Business
RiskL M H
H
M
L
US 3
TRM-BRM
BVM-CVH
US 1
BVH-CVL
TRL-BRM
Value & Risk Layers
Effort Layer
VRE Prioritization

Technical
Effort
Business
EffortL M H
H
M
L US 3
TRM-BRM
BVM-CVH
US 1
BVH-CVL
TRL-BRM
Effort Layer
Value
Risk
Priority
1
2
VRE Prioritization

VRE Prioritization combined with the K2 rapid requirement generation technique

Improving DevOps flow
with Kanban

What about Automation?

It isn’t a matter
of automating everything
as much as it is a matter
of automating the right thing
the right way at the right time

Artiﬁcial
Intelligence

Case
in Banking

Case: Bank of Chile
Projected growth:
from 10 to 70 agile teams
(currently 23 teams)
Initial state Current State
Time
[months]
Time to market 45 days
21 days
(54% improvement)
2.5
Continuous integration 8 hrs < 1 hr. 2.5
Continuous delivery 40 hrs < 4 hrs. 2.5
Planning
71% of the teams
(random times)
100% of the teams
(every 2 weeks)
3
Road mapping 0% of the teams 86% of the teams 3
Blockage management 33% of the teams 89% of the teams 3
Refactoring and other
ﬁne-tuning
0% of the teams 86% of the teams 3.5

At Bank of Chile
we already are
within the top two
percentages

To conclude..

I owe to my customer and to myself to:
1. Keep a Systems thinking perspective and active participation
2. Always Consider the Economic benefit to the customer and to
the business
3. Focus on Successful value delivery to the customer
4. Keep Active participative collaboration with all people
involved on the value to be delivered
5. Understand that Automation isn’t the goal, it’s the means
6. Adapt yourself and make your DevOps approach adaptive
A systems-level approach to shaping a DevOps culture

I n n o v a t i v e V a l u e M a n a g e m e n t
Thanks!
Masa K. Maeda, Ph.D.
CEO, Valueinnova LLC USA
@masakmaeda masa@valueinnova.com

A systemic approach to shaping a DevOps culture

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