does sfo 2016 - paula thrasher & kevin stanley - building brilliant teams
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© 2016 CSRA. All Rights Reserved.
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Building Brilliant TeamsHow we used the Spin/Merge to start, sustain, lead DevOps Teams
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Agenda
• Separation and Merger Story
• Expanding the Culture
• Building DevOps Talent
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Spin-Merge Challenge
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$4.1B*Public Sector
$8.2B*Commercial
Public Sector Financial Software
Corporate Software, Hardware,
Data Centers,Networks
IT SYSTEMS
Public Sector Administrative
Minimal IT
CorporateTax
TreasuryContractsHuman
ResourcesFinance
(CFO, Controller)
IT
Business Functions
$4.1B*Public Sector IT
Services Company
SPINCO
$5.5B* Public Sector IT
Services Company
TransitionServices
Agreements
$1.4B*SRA
* TTM revenue heading into spin/merge
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Migration Targets, Approach
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• Physically move workloads to 2 new Data Centers
• Build New CSRA Software Defined Network
• WAN cutover• Build IT Staff & Capability,
Interim Policies• Build a new Security
Architecture• Resolve Underlying
Architecture Issues
• Move all x86 Workload to Amazon Cloud
• Extend CSRA Network to AWS
• Use Racemi to Perform Server Image Copies
• Use IBM for Lotus Notes Hosting
• Replicated 38 Subscription/ SaaS Instances
CSRA IT Capabilities Cloud
• Minimum Viable Capability• Shadow IT Discovery (40+)• Lotus Notes Applications• Negotiate ~500 Vendor &
License Agreements• 16 Releases• Immovable SEC Deadline!
Application Migration
Once in a lifetime opportunity to rethink and rebuild everything
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Two-Part Move to Integrated Architecture
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Legacy Final
Shared: Resources, Services, Trust
Interim
Legacy CSC (now CSRA)
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Challenges
• How to build the new culture of DevOps• How to build a talent pipeline• How to grow the skillset
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Who you hire
Hiring Questions:• Tell me how you learn new skills?• Talk about a recent problem or defect
you had to troubleshoot?• What on your current program do you
wish you could automate? How would you do it?
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Incubator
Leverage CIO to build delivery Teams Talent Pipeline
University Partnerships
InternalCIO Projects
Go To Market
External Delivery
One Team, One Goal, One Mission for:• Training and Development• Consolidated Management• Work Allocation
Building expertise
Careergrowth
• Senior Developer• Developer• Developer• Tester• Sys Admin/DevOps
• Solution Architect• Technical Architect• Developer• Sys Admin/DevOps
• Senior Developer• Developer• Developer• Tester• Sys Admin/DevOps
Learning Pods
Hackathon Events
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Space to Learn
• Using Free/Cheap Vendor/Tools Training • Access to AWS & Azure Sandbox• Self-Building Tool Pipeline
– All Open Source: RedMine, Git, Jenkins/Maven, Vagrant, Selenium• University and Community College Partnerships• Slack time in schedule for learning• Mentorship/Coaching/Peer Learning• CEO Recognition for obtaining new skills
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Example: The CSRA Agile Cohort Group
• Training DevOps minded leaders
• Nominated existing team leaders
• Group of 5 + Agile Coaches
• Variety of roles and diversity of thinking
• Build the connections across roles
• Geographically diverse group (virtual meetings)
• Learn through training others
• Asked for deeper dives, reading and research
• Content outside the usual boundary of ‘Agile/DevOps’
• How to Motivate, How to lead change, How to coach
• Borrowed idea from Agile Alliance 2015 Workshop – Leveraged what was already built by others
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Credit: Agile Passionfruits
• Thanks and credit to Renee Troughton who not only presented this at Agile 2015 but spent time with us to share her program
• We hope to pay it forward here at DOES16# !
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Renee Troughton (@AgileRenee)
© 2016 CSRA. All Rights Reserved.
CSRA Cohort AgendaWeek Content
1 What it is to be me/How I got to be MeLearning models (Shu-ha-ri, 70/20/10, Unconsciously incompetent quadrant), champion modelAssignment allocation – Pick an Agile/DevOps Foundations Book
2 Discuss book first impressions“What Agile/DevOps mean to me”
3 Training: Problem & solution analysis models (Mind mapping, fishbone, A3, 5 whys, 6 hat thinking, ritual dissent, force field analysis)Root cause on a teammates problem
4 Assignment 1 Book Report OutSelect Assignment 2 Focus area (Topic Deep Dive)
5 Training: Effective Change Management/Facilitation
6 1:1 Coaching time for Assignment 2
7 Training: Visual Management (Gemba time)Assignment 3: Make an update to your current visualization
8 Assignment 2 Brown Bag peer reviews
9 Visual Learning Wall Assignments: Brief what you changed on your wall, best visualization improvementValue Stream Mapping Techniques
10 Conduct Topic Brown Bag/Coach Feedback
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What environment you provide
Architecture Purpose built for DevOps• Watched Agile/DevOps teams work• Work anywhere• Re-configurable for teams growth• Room for standups• Sharable common areas (encounter space)• Respect unique roles spaces (SOC/NOC)
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Jim N
oetzel,The Forum N
ews
http://theforumnew
s.com/
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Questions?