Chocolate, LEGO and Scrum Jambalaya ( introduction to DevOps simulation game) has been presented by Dana Pylayeva and Bryan Beecham #SGNOLA 2014

1. Dana Pylayeva, Bryan Beecham
Chocolate, LEGO and Scrum Jambalaya

2. Chocolate, LEGO and Scrum Jambalaya
What is this all
about?
@DanaPylayeva, @BillyGarnet

3. Dana Pylayeva
Scrum Master and ThinkShare host at
Rakuten Marketing.
Survived 2 years of managing DBAs
(and fighting production fires on 60TB)
Top 3 on my list:
Continuous learning (through people,
places and experiences)
Flexibility (through Agile and Yoga)
Fun (as defined by Nicole Lazzaro)
@DanaPylayeva, @BillyGarnet

4. Bryan Beecham
Agile Coach and Trainer at Iceberg Ideas Inc.
Learned to code on a Commodore VIC-20
(with 3583 bytes of RAM)
Top 3 on my list:
Get one thing done every day
Learn one new thing every day
Do one thing for someone else every day
@DanaPylayeva, @BillyGarnet

5. Inspiration
@DanaPylayeva, @BillyGarnet

6. Scrum framework
@DanaPylayeva, @BillyGarnet

7. What happens when production releases are limited?
Work in Progress
( WIP)
@DanaPylayeva, @BillyGarnet

8. From local optimization to global degradation?
Production
D
E
V
D
E
V
Customers
@DanaPylayeva, @BillyGarnet

9. Deployments results in post-deployment
chaos and disruption.
@DanaPylayeva, @BillyGarnet

10. Is there a conflict of interest?
Customers
@DanaPylayeva, @BillyGarnet

11. What is the problem?
“The velocity of change in business
requirements is undeniably increasing
at a frightening rate for those
organizations unable to keep pace”
The Seven Habits Of Highly Effective DevOps
by Glenn O’Donnell and Kurt Bittner, Forrester Research, Inc, September 3, 2013
@DanaPylayeva, @BillyGarnet

12. A change again?
@DanaPylayeva, @BillyGarnet

13. We must change to survive!
To change is to change twice:
Source: "The forgotten half of change“, L. de Brabandere
Changing Perception
Time
Change
Changing Reality
Change
Time
CREATIVITYINNOVATION
@DanaPylayeva, @BillyGarnet

14. What is The Goal?
@DanaPylayeva, @BillyGarnet

15. Theory of constraints - Systems thinking
1. Identify the system's constraint(s)
2. Decide how to exploit the system's constraint(s)
3. Subordinate everything else to the above decision
(align the whole system or organization to support
the decision made above)
4. Elevate the system's constraint(s) (make other
major changes needed to increase the constraint's
capacity)
5. Warning! If in the previous steps a constraint has
been broken, go back to step 1, but do not
allow inertia to cause a system's constraint.
@DanaPylayeva, @BillyGarnet

16. Theory of constraints - Systems thinking
1. Identify the system's constraint(s)
2. Decide how to exploit the system's constraint(s)
3. Subordinate everything else to the above decision
(align the whole system or organization to support
the decision made above)
4. Elevate the system's constraint(s) (make other
major changes needed to increase the constraint's
capacity)
5. Warning! If in the previous steps a constraint has
been broken, go back to step 1, but do not
allow inertia to cause a system's constraint.
@DanaPylayeva, @BillyGarnet

17. Theory of constraints - Systems thinking
1. Identify the system's constraint(s)
2. Decide how to exploit the system's constraint(s)
3. Subordinate everything else to the above decision
(align the whole system or organization to support
the decision made above)
4. Elevate the system's constraint(s) (make other
major changes needed to increase the constraint's
capacity)
5. Warning! If in the previous steps a constraint has
been broken, go back to step 1, but do not
allow inertia to cause a system's constraint.
@DanaPylayeva, @BillyGarnet

18. Theory of constraints - Systems thinking
1. Identify the system's constraint(s)
2. Decide how to exploit the system's constraint(s)
3. Subordinate everything else to the above decision
(align the whole system or organization to support
the decision made above)
4. Elevate the system's constraint(s) (make other
major changes needed to increase the constraint's
capacity)
5. Warning! If in the previous steps a constraint has
been broken, go back to step 1, but do not
allow inertia to cause a system's constraint.
@DanaPylayeva, @BillyGarnet

19. Theory of constraints - Systems thinking
1. Identify the system's constraint(s)
2. Decide how to exploit the system's constraint(s)
3. Subordinate everything else to the above decision
(align the whole system or organization to support
the decision made above)
4. Elevate the system's constraint(s) (make other
major changes needed to increase the constraint's
capacity)
5. Warning! If in the previous steps a constraint has
been broken, go back to step 1, but do not
allow inertia to cause a system's constraint.
@DanaPylayeva, @BillyGarnet

20. Different kinds of bottlenecks?
@DanaPylayeva, @BillyGarnet

21. Truly cross functional teams – expand your skills!
@DanaPylayeva, @BillyGarnet

22. Invite Ops to your Scrum team!
Next Sprint!
@DanaPylayeva, @BillyGarnet

23. Simplify deployments with automation
O
P
S
O
P
S
@DanaPylayeva, @BillyGarnet

24. The Three Ways
“The First Way, helps us understand how
to create fast flow of work as it moves
from Development into IT Operations,
because that’s what’s between the
business and the customer.”
@DanaPylayeva, @BillyGarnet

25. The Three Ways
“The Second Way shows us how to
shorten and amplify feedback loops, so
we can fix quality at the source and avoid
rework. “
@DanaPylayeva, @BillyGarnet

26. The Three Ways
“The Third Way shows us how to create a
culture that simultaneously fosters
experimentation, learning from failure,
and understanding that repetitions and
practice are the prerequisites to
mastery.”
@DanaPylayeva, @BillyGarnet

27. @DanaPylayeva, @BillyGarnet

28. Using games for education and learning
@DanaPylayeva, @BillyGarnet

29. Incorporating four types of fun
• Easy fun
• Hard fun
• People fun
• Serious fun
Source: Nicole Lazzaro http://xeodesign.com/xeodesign_whyweplaygames.pdf
@DanaPylayeva, @BillyGarnet

30. Welcome to the Magic Circle!
- a boundary that
divides the world of the
game from the real
world
- the rules of the game
matter not the rules of
the real world
@DanaPylayeva, @BillyGarnet

31. Treats4U.com simulation framework:
•Three sister companies compete
in a global market.
•Scrum framework
•Product:
1) LEGO animal
2) 2 candies
•Value of products fluctuates
based on market demands.
The company that delivers the most value wins!
@DanaPylayeva, @BillyGarnet

32. Introducing the team:
@DanaPylayeva, @BillyGarnet

33. Let the fun
begin!
@DanaPylayeva, @BillyGarnet

34. What did you think?
bryan@icebergideas.com
@BillyGarnet
dana.pylayeva@mail.rakuten.com
@DanaPylayeva
How can we
improve this
session?