DevOps transformation tailored to organisational culture T.Pająk

Więcej informacji o tym wydarzeniu dostępne jest w języku angielskim: Form: 1hr of presentation (case study) + 1hr of discussion Knowledge level: 2 (participants should understand agile approach to software development) Main addressee: Managers, ScrumMasters, Project Managers, HRs Description: Your organisation decided to implement scrum. But scrum won't solve your problems - it will make them visible. One of the challenges you may face is how to construct a high-performing organisation that can deliver shippable increments every sprint. Your organisation needs to be able to bring new ideas to the production environment really fast. And here comes DevOps, which fulfills a promise given by scrum. If you agree that ‘culture eats strategy for breakfast’, the strategy of building a high-performing organisation via DevOps must be tailored to the culture a given organisation has. I would like to take a closer look at what DevOps transformation actually means in terms of influencing organisational culture. My theory is that depending on organisational culture (hierarchy, clan, market or adhocracy) a different approach to DevOps transformation should be taken for it to be successful. My experience has shown that it's the adhocratic culture that lets DevOps flourish. Bearing this in mind, how should you modify constraints in your organisation to influence culture change in the right direction? What challenges might you face depending on the existing culture? To answer those questions, the key thing is to understand that transformation is highly contextual and different types of leadership are required in each case. I will discuss these issues based on my experience as a software engineering manager responsible for DevOps transformation and as a coach witnessing other organisations trying to make the change.