Taking a Fresh Look at Continuous Delivery - What are We Really Trying to Achieve, and How Do We Do That?
Organizations are embracing Continuous Delivery (CD) for many reasons nowadays, including:
- better throughput and stability of systems built and managed
- better effectiveness of the organization, resulting in better financial outcomes for the organization
- better job satisfaction for members of the organization
- a desire to play with shiny new things and engage in resume driven development
When we take a deeper look at what the goals are, and talk about how we accomplish those goals, many times the discussion starts to devolve into a discussion of tools and tool capability. And many times, the deciding factors of one tool versus another tool speak to the capabilities of the tools to work in the existing organizational structure.
But this approach is flawed. If we view CD as an organization change to achieve the goals stated before, then we should expect that the organizational structure, as well as the organization’s guiding principles will have to change as well.
This talk will center around the premise that the changes that are needed to accomplish CD, and subsequently achieve the benefits associated with that involve the use of new tools (potentially bright and shiny, as well as resume enhancing). But the tools are merely necessary but not sufficient in attaining the organizational’s CD goals. True teamwork both from both a technical team perspective as well as inter-team collaboration as required to truly get to full positive outcomes for DevOps based CD. We’ll speak to some tools, but mostly talk about good teams and the top quality software that they need to produce, and how they need to go about that.
Outline/Structure of the Talk
This is a small talk that will center around the flawed premise that Continuous Delivery is always the goal of a team. I will argue that while Continuous Delivery can be quite a benefit, it is more of a tactic than a goal in and of itself. I will claim that to achieve a true Continuous Delivery goal, one must be more advanced along the Agile Fluency model than simply trying new skills out, and that organizational change away from silo efficiency towards organizational effectiveness is needed.
- many organizations are so caught up in the sing song of Continuous Delivery that they are looking at the practice as some sort of Silver Bullet that will, by and of itself, solve organizational health issues
- the IT organizational model is very flawed, and fosters the belief that greater team efficiency will result in better organizational effectiveness - in fact it doesn't, and sometimes it creates more problems than it tries to solve
- before committing to Continuous Delivery as the only way for IT to work, organizations would do well to pursue true teamwork, as well as a restructuring of the organization to avoid committing Lencioni's "Five Dysfunctions of a Team"
Delivery team members and delivery team stakeholders (POs, SMs, etc).