The IT world has been shifting drastically. Everyone knows about cloud computing, but most people do not understand that the way software needs to be developed to be truly cloud-based, is substantially different than how software has been built for decades. Quick development cycles and continuous updates to software are now required. To make this shift, some organizations are transferring the LEAN operational principles that propelled Toyota to produce high quality and reliable cars to software delivery. In software development, the LEAN principles are referred to as Agile Development or DevOps.
LEAN principles can be effectively applied to almost any process to make it better. The main idea is that for work to happen in the fastest possible way, it needs to flow through the system continuously without stopping and not come back into the flow of work because of poor quality. To integrate these principles requires a transformation in how an organization acquires and builds software and the infrastructure to support it.
The challenge is how to create enough energy and momentum within your organization for this transformation.
To introduce Agile and DevOps practices within ITS at Temple, we have done several things to increase the awareness, understanding, and support for this transformation.
We looked for experts. My leadership team went to visit Pivotal, a company that trains organizations on how to make this shift. After that visit, we sent several team members from different parts of the organization to the SpringOne conference, where Fortune 25 companies who have adopted the Pivotal methodology and tools converged. The team came back energized and awed by what they saw and excited about what we could do. The conference also helped them understand that this shift is not about technology, but about people.
We spread the word. After these evangelists started talking to their teams about what a difference DevOps could make at Temple, we sent 27 attendees to a local one-day DevOps conference. The participants came back with a better understanding of the principles of DevOps. They were also encouraged that other organizations were struggling with how to apply these changes as well, understanding that we weren’t as far behind as we feared.
We started experimenting with the principles. My leadership team made a Kanban board of our work across the organization to try to get an understanding of our work in progress. The visual display of our work traffic jam was powerful. Although I have been studying these principles for years, this exercise drove home to me that I had not done my job of focusing our teams on the most impactful work for our organization.
We invited everyone to participate. We announced a retreat to develop the strategic vision for how ITS could adopt Agile/DevOps principles. Everyone was invited. The only requirement to attend was to read “The Phoenix Project: A Novel About IT, DevOps, and Helping Your Business Win.” Several people commented that although it was fiction, it accurately described how we feel overwhelmed as we juggle the unending stream of requests and the unplanned work that happens when things break.
Over eighty people came to the retreat and it was an energizing and productive day. We created a shared vision for Agile and DevOps at Temple, learned about the principles together and brainstormed ideas about how to move the culture and operational change along. This is the shared vision for Temple ITS that the attendees created at our retreat.
We are educators, who support an inclusive environment that is respectful, people-focused, and fun!
We encourage learning and recognize people’s positive intent. With trust, we grow from our mistakes by continually supporting a quality improvement mindset (LEAN principles).
We strive to be innovative in technology, cost efficiency and creativity. We advance our mission by creating opportunities to explore improvements and expand our personal development. We lead by supporting a rapid development environment.
We optimize our time by identifying and automating repeatable processes to efficiently utilize our technical resources. We seek to minimize redundancies, rework, and defects to strengthen our resolve to follow LEAN principles. We use agile processes and choice architecture to present different alternatives in process and user experience to our customers.
Collaboration and Communication
We operate everyday with clear communication, collaboration and information sharing. We build and foster all of our relationships by inviting internal/external stakeholders to be a member of our team and encouraging feedback with authenticity in our discussions.
We have already instituted changes with daily leadership stand-ups, created Wonderful Wednesdays to encourage innovation and experimentation and started to visually track our work. As we head into a new year, we have so much energy about the possibilities, and the really wonderful thing is that the transformation is being championed by the group and not just me.
I can’t wait to see what the new year brings!