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Description
Enabling a DevOps Mindset at Scale in an Enterprise - Jimmy McNamara & Nick Penston, Fidelity Investments
Talk through the cultural enablers to create a strong DevOps culture within large organisations. Nick and Jimmy will talk through the cultural enablers to support large numbers of very talented and ambitious cloud engineers. Touching on strategies supporting strong communication and talent development for cloud engineers. Key themes: Talent Development Enabling DevOps culture Harnessing the voice of the developer/cloud engineer
For more Continuous Delivery Foundation content, check out our blog: https://cd.foundation/blog/
A
Good
morning,
good
afternoon
and
good
evening,
everybody,
my
name
is
nick
pensten,
I'm
here
with
my
colleague
jimmy
mcnamara
and
we're
here
to
give
you
bring
on
a
journey
on
how
to
enable
devops
mindset
at
scale
in
your
enterprise
over
the
next
30
minutes
or
so
we'd
love
you
to
go
away
with
learnings
across
two
key
areas.
The
first
is
when
you
think
of
the
key
pillars
to
focus
on
in
your
organization.
A
What
should
you
be
focused
on?
What
type
of
challenges
can
you
meet,
and
how
can
you
alleviate
those
challenges,
then,
when
you
think
to
the
implementation
in
your
teams,
what
are
the
things
you
should
be
laser
focused
on
to
guarantee
success,
all
right,
let's
dive
straight
in
so
first
a
quick
disclaimer
all
right.
A
So,
when
you
think
of
dev
ops,
how
do
you
frame
the
approach
when
you
think
of
enabling
that
mindset
one
way
to
think
about
it
is
across
three
areas
and
that's
across
engineering
excellence,
operational,
externs
and
agility
excellence
and
ultimately,
together
they
help
you
drive
that
delivery
excellence
which
helps
accelerate
the
velocity
of
that
value
to
your
customers.
So
when
we
talk
about
delivery
excellence,
it's
the
pursuit
of
mastery
in
the
craft
of
software
engineering,
being
laser
focused
on
developing
that
capability,
the
same
for
operational
excellence
when
you're
building
those
highly
resilient,
scalable
application.
A
You
know
really
focused
on
that
mastery
in
that
discipline
and
underpinning
both
of
those
is
the
pursuit
of
mastery
in
agility
excellence.
This
isn't
just
around
feedback
to
your
customers
and
the
processes
and
flow
of
work.
It's
about
the
agility
of
the
code
itself,
if
you
want
to
have
an
agile
business
you're
going
to
have
to
have
agility
in
the
software
itself
and,
ultimately,
the
code
that
runs
those
applications.
A
So,
let's
take
a
look
at
these.
The
first
one
up
is
to
be
focused
on
capabilities
that
drive
the
outcomes
that
you
want
for
your
business
again,
there's
a
bunch
of
capabilities
that
you
can
leverage
to
really
help
accelerate
that
devops
culture
and
the
acceleration
of
that
value
to
your
customers,
and
I
think,
there's
three
really
important
fundamental
ones
that
you
should
focus
on,
particularly
when
you're
beginning
or
even
in
an
intermediate
part
of
that
journey.
A
So
there
are
technical
capabilities,
measurement
capabilities
and
supported
by
the
cultural
capabilities.
So
I'm
going
to
step
through
these
and
give
some
examples
of
some
of
the
focus
areas,
so
any
good
technical
capabilities.
This
is
about
reducing
the
friction
between
your
engineering
teams
and
the
customer.
When
you
think
of
measurement
capabilities,
it's
the
best
practices
and
the
capabilities
of
observing
your
systems,
both
pre
and
post
production
and
democratizing
that
data.
So
you
can
continually
improve
that
really.
A
So
what
type
of
things
sit
underneath
these
capabilities
and
a
lot
of
these
will
be
familiar,
but
they're
really
important
to
be
laser,
focused
on
when
you
think
of
driving
at
maturity
and,
ultimately,
the
culture
of
their
ops
and
instilling
that
mindset
of
that
culture
across
your
engineering
themes.
So
when
you
think
of
continuous
delivery
and
deployment,
that
is
a
key
component
of
that
friction
between
your
developers
and
your
engineers.
So
how
do
your
customers,
so
a
high
degree
of
maturity,
is
essential.
A
The
continuous
testing
and
validation
of
that
application,
as
it
goes
out
to
your
customers,
when
you
think
of
the
cognitive
load
that
security
app
can
bring
to
the
table,
reducing
that
for
your
developers
and
two,
I
think
of
the
most
important
when
it
comes
to
the
agility
side,
is
around
code.
Maintainability
having
a
strong
maturity
in
this
area
is
critical,
so
you
can
quickly
pivot
to
those
requirements
for
your
customers.
A
Technical
debt
is
also
uber
important
and
not
just
the
prevention
of
the
debt
itself,
but
how
you
manage
the
debt
and
prioritize
it
to
remove
those
biggest
constraints
again,
a
key
enabler
when
you
think
of
agility
from
a
software
perspective
from
a
measurement
capability.
It's
about
the
maturity
and
the
growth
of
capabilities
around
those
proactive
notifications.
A
Now,
if
you
think
of
these
capabilities
as
the
what
what
about?
How?
How
do
you
actually
go
about
maturing
these
capabilities
and
really
driving
that
culture
and
mindset
and
one
way
to
look
at
it-
is
thinking
about
it
in
three
dimensions
across
the
tree
house?
How
you
build
things,
how
you
operate
things
and
how
you
do
things,
and
these
are
really
closely
aligned
to
engineering
excellence,
operations
and
agility
excellence.
A
A
Well,
empowering
your
team
so
pushing
the
best
practice
to
the
edge
into
your
teams
and
surfacing
that
up
across
your
organization.
Again,
it's
a
commitment
to
excellence
and
without
being
over
opinionated
in
your
organization,
one
key
tenant
to
enabling
this
is
ensuring
that
you
codify
that
excellence,
and
that
is
reducing
the
cognitive
load
on
your
engineers.
A
This
is
really
important
when
you're
going
through
that
journey
of
maturity,
you're
going
to
the
cloud
you're
developing
that
mindset
and
culture
across
your
organization,
so
it
makes
it
easy
for
your
engineering
teams
to
consume
those
practices
to
learn
about
them.
While
you
focus
on
building
those
amazing
experiences
for
your
customers.
A
Now
that
all
sounds
awesome.
What
about
challenges
I'll
draw
on
two
here?
The
first
is
when
you
think
of
the
capabilities
themselves,
particularly
when
you
have
a
large
organization
that
is
moving
at
different
speeds.
What
type
of
capabilities
do
you
focus
on?
Do
you
focus
on
capabilities
that
are
going
to
help
enable
teamster
starting
that
journey?
A
Are
you
going
to
focus
on
capabilities
that
are
going
to
help
those
teams
already
going
to
the
cloud
you
don't
want
to
be
over
opinionated
for
teams
that
are
already
doing
awesome,
work
and
accelerating,
and
you
don't
want
to
do
too
little
for
those
teams
beginning
that
journey.
So
getting
that
balance
right,
it
can
be
a
challenge.
Another
key
thing
is
around
the
implementation
to
how
and
the
guidance
and
instilling
that
culture
of
of
excellence-
and
you
know,
do
you
centralize
that
and
you
know,
really
have
a
centralized
team.
That's
going
to
drive
that.
A
Or
do
you
federate
it
across
your
organization,
bringing
that
group
together
to
really
evolve,
how
you
do
things,
how
you
build
things
and
how
you
operate
things
in
the
cloud
so
moving
on
to
the
second
tier?
This
is
paramount
when
you
think
of
a
continuous
learning
culture,
a
continuous
improvement
culture,
which
is
a
key
tenet
of
annie,
devops
culture,
and
really
this
is
about
instilling
that
innovation,
experimental
mindset
across
your
teams-
and
while
I
think
about
this,
is
across
a
couple
of
principles.
A
A
Now,
when
it
comes
to
learning,
how
do
you
approach
and
where
do
you
focus
on
learning,
particularly
when
you
want
to
develop
that
mindset,
so
one
way
to
look
at
it
is
to
think
of
learning
across
four
key
areas.
The
first
is,
as
you
develop
core
competencies
in
your
engineers,
so
these
are
the
core
competencies
which
every
engineer,
regardless
of
where
to
work
in
your
organization,
must
know,
then
think
of
how
do
you
instill
learning,
skills
and
knowledge
in
the
competencies
associated
context
in
which
those
engineers
work
in
and
then
two?
A
A
And,
finally,
I
think,
a
really
really
important
one
when
you
think
of
that
devops
mindset
and
the
continuous
improvement
and
knowledge
is
personal
interest
been
enabling
your
engineers
to
seek
out
their
interest
outside
your
current
context.
This
is
a
couple
things
and
instills
that
sense
of
community
and
enables
your
engineers
to
connect
with
people
that
may
not
otherwise
do,
but
also
to
be
able
to
bring
that
technology
and
learnings
from
that
group
into
their
context
and
be
able
to
use
it
to
innovate
even
further
and
quickly
across
their
products
and
services.
A
So
again,
awesome
what
type
of
things
challenges
and
I'll
definitely
draw
on
two
here.
The
first
is
on
the
learning
paths
themselves.
There's
a
couple
of
ways:
you
can
approach
it
and
go
really
individualistic
where
every
engineer
has
their
tailored
pass,
but
there's
a
couple
of
challenges:
there
scale
can
be
one
if
you've
thousands
of
developers
in
your
organization
that
can
be
really
tough
to
roll
out.
A
How
do
you
facilitate
that
content
and
have
that
momentum
of
learning,
as
you
spin
up
from
starting
in
that
journey
to
a
more
mature
state
now,
the
final
pillar,
if
you're
gonna
walk
away
with
anything
from
this
presentation?
This
is
one
of
the
key
learnings.
I
would
love
you
to
go
away
with,
and
this
is
around
understanding
your
systems
and
understanding
your
organization
and
all
aspects
of
it
and
democratizing
that
data
to
drive
continues
improvement
and
particularly
in
when
you
think
of
development
teams
and
engineering
teams.
A
This
is
really
really
important,
because
this
area
and
the
practices
associated
with
modern
development
is
very
an
opinionated
space.
What
one
person
thinks
is
good
practice.
Another
person
may
may
disagree,
and
particularly
this
is
a
challenge
as
you
go
through,
that
mature
lead
curve.
So
what
can
you
do
about
it?
Enabling
data
is
pretty
with
this,
and
one
area
I'd
like
to
really
zone
in
on
is
when
you
think
of
that
end
to
end
development
like
cycle
which
we're
all
familiar
with
so
think
of
your
sdlc
process.
A
So
on
the
screen
and
the
top
blue
bar,
you
can
see
an
example.
You
code
it
you
test
the
ability
you
get
function.
So
how
do
you
really
optimize
that
true,
true
data,
so
a
couple
ways
to
approach
it?
One
we
have
the
dora
metrics,
which
we
consider
I
consider
at
the
macro
level,
so
they're,
well-defined,
well
understood
from
an
industry
perspective
tied
to
the
outcome,
so
really
helped
describe
some
of
the
principles
we
talked
about
earlier.
However,
one
of
the
biggest
challenges
there
is,
when
you
think
about
maturity
curve.
A
How
do
you
know
what
practices
and
what
areas
to
focus
on
for
continuous
improvement?
That
is
going
to
remove
the
largest
constraint
and
that's
going
to
differ
depending
on
your
context,
but
also
on
your
maturity.
So
how
do
you
take
the
opinion
out
of
that?
One
way
to
do
that
is
enable
data
at
this
layer.
So
a
really
basic
example
think
about
lead
time.
What
are
the
type
of
things
that
go
into
reducing
that
lead
time?
A
Fundamentally,
one
of
the
things
is
around
say,
build
time
itself
along
your
test
stake
where
they
execute
how
they
execute
have
flakey
they
are,
and
the
practice
is
all
aligned
to
that.
So,
if
you
can
enable
the
data
at
this
level,
that
really
empowers
your
team
again,
pushing
it
to
the
edge
and
then
being
able
to
use
that
data
to
really
drive
that
improvement,
and
that
really
really
is
a
fundamental
cornerstone
when
you
think
of
enabling
that
mindset
and
your
overall
maturity
in
the
devops
space.
A
B
Thank
you
nick.
So
that
was
a
great
update,
so
so
nick
did
a
fantastic
job
at
describing
how
an
organization
really
enables
devops
at
scale.
I'm
going
to
take
you
on
a
journey
to
you
know,
talk
to
you
about
how
we
take
that
and
we
embed
it
in
the
team
how
we
take
and
describe.
You
know
how
the
teams
drive
and
how
they
operate
in
terms
of
principles
and
also
how
the
organization
supports
the
teams
in
terms
of
services
offers,
so
that
you
know
we
can
support
teams
in
achieving
their
best
outcomes.
So
next
slide.
B
B
B
We
need
to
think
about
the
developer,
experience
the
teams
actually
experienced
themselves
and
how
we,
as
an
organization,
offer
these
services
so
that
developers,
you
know
we're
really
focused
on
hiring
great
people
in
fidelity
and
we're
really
really
interested
in
making
sure
those
people
are
as
productive
as
quickly
as
possible
once
they
enter
the
organization,
and
that's
really
about
you
know
enabling
self-service
across
our
development
tooling,
so
folks
can
get
access
to
our
source
code
management
system
itself
and
actually
release
code
as
soon
as
possible.
Another
thing
we're
really
keen
on
is
measuring.
B
You
know
how
we
operate,
so
we
are
a
culture
that
is
very,
very
focused
on
continuous
improvement
and
how
are
you
actually
measuring,
where
you're
at
and
actually
identifying
opportunities
to
make
improvements?
So,
as
you
move
forward,
you're
continuous
you're
continuously,
improving
another
thing,
we're
very
very
focused
is
on
value.
B
To
actually
plan
out
and
focus
on
and
make
sure
that
they're
actually
executing
on
the
on
value
at
all
times
and
really
focusing
on
and
that
above
the
line
values
so
that
we're
constantly
looking
to
improve
our
products
and
services.
So
so
I
think
you
know
when
we
think
about
teams.
You
know
we
think
about
autonomous
teams.
That
ownership
is
is
extremely
key
to
when
we're
thinking
about
making
sure
that
we're
hearing
to
the
right
principles
we're
supporting
the
teams
making
sure
those
teams
have
great
developer
experience.
B
The
teams
themselves
are
very
focused
on
measuring
and
constantly
focusing
on
improvement
and
they're.
Also,
lastly,
but
not
at
least
focusing
on
making
sure
they're
executing
on
the
right
work
at
the
right
time
to
realize
value
for
for
us
and
our
customers
and
constantly
driving
improvements
in
our
products
and
services.
So
next
page
please!
B
So
when
you
think
about
principles,
there's
there's
a
number
of
principles
you
can
see
on
the
screen
here,
they're
really
really
important
to
us.
You
know
as
we
as
we
look
at
these
principles.
It's
about
you
know,
leveraging
the
best
in
class
and
capabilities
out
there,
whether
that's
open
source,
whether
that's
a
buy
versus
build
decision,
and
also
you
know
when
we
think
about
principles.
These
principles
are
also
adhered
to.
The
teams
that
execute
the
development,
but
also
how
we
as
an
organization,
support
the
teams.
B
So
when
we
think
about
self-service,
you
know
we're
we're
constantly
looking
to
ensure
that
we
can
offer
up
service,
self-service
capabilities
and
we
build
those
as
developers.
We
also
offer
those
self-service
capabilities
to
our
developers.
So
we
really
smooth
and
ease
their
path
as
they
develop
and
everything
is
called
is
key
for
us.
B
B
We're
constantly
looking
to
understand
as
a
developer,
and
you
know
some
that's
something
that
drives
our
team
to
focus
on
automation.
We're
also
really
really
focused,
and
this
comes
down
from
our
leadership-
is
pace
over
perfection.
You
know
it
is
better
to
get
out
there
and
execute
and
try
constantly
try.
You
know,
try
new
features
etc,
so
that
we're
actually
getting
out
ahead
and
we're
making
progress
as
fast
as
possible,
and
when
we
think
about
you,
know
how
we
serve
up
our
developers.
B
We
really
think
in
the
long
term
in
terms
of
how
we
manage
our
platforms
and
we
think
of
those
in
terms
of
capabilities
and
we're
all
we're,
always
as
our
central
teams
that
support
our
development
teams,
we're
thinking
about
in
terms
of
capabilities,
we're
thinking
about.
Well,
where
are
we
in
terms
of
capabilities?
We
offer
developers
and
are
we,
you
know
best
place
in
making
sure
that
they
have
the
best
available
capabilities
for
them
to
do
their
job
and
and
as
we
release
platforms
and
capabilities.
B
In
terms
of
you
know
they
are
scalable,
they
are
performant,
but
they
have
baked
in
best
practice,
so
we're
really
bootstrapping
our
developers
and
we're
enabling
them
to
focus
on
the
value
in
terms
of
you
know,
producing
business
value
from
the
get
go
so
that
you
know
it
really
kind
of
shortens
their
journey
to
productivity
and
producing
business
value.
Another.
B
It
kind
of
touched
on
it
there
we
are
a
huge
proponent
of
learning
and
mentoring.
You
know,
there's
a
huge
investment
in
terms
of
allocating
specific
time
across
our
teams
to
actually
spend
time
learning.
We
see
that
as
a
investment
in
our
future.
We
see
that,
as
you
know,
I.t
is
a
very,
very
temporal
industry.
It
is
constantly
changing.
B
You
know
the
you
know,
language
are
constantly
evolving
and
we
need
to
give
time
to
our
developers
and
we
give
time
to
ensure
that
they're,
you
know
have
that
time
and
have
that
capability
to
constantly
learn
constantly,
and
you
know
give
give
time
for
them
to
actually
develop
their
skills.
You
know
this
organization
and
you
know
throughout
its
history,
has
been
a
huge
proponent
of
I.t.
B
It
backs
that
in
terms
of
investment,
and
it
certainly
backs
that
and
giving
our
developers
that
time
to
actually
train
up
and
scale
up
to
be
the
best
you
know
the
best
developers
they
can
be
next
slide.
Please
so
again,
so
you
know
talked
about
the
team
and
and
what
what
the
team
represents
and
talk
about.
The
kind
of
components
of
you
know
what's
important
for
a
team,
but
for
us
you
know
we're
really
really
focused
on
hiring
the
best
developers
out
there.
B
So
you
know,
one
of
our
goals
is
as
soon
as
a
developer
gets
in
that
door.
We
want
those
developers
to
be
productive
on
the
day.
They
are
hired.
We
want
them.
If,
if
the,
if
there
is
a
business
need,
we
want
them
to
have
the
ability
to
be
able
to
actually
produce
code
and
release
it
to
a
production
environment,
because
you
know
that's
really
really
important.
We,
you
know,
we
really
value
our
developers
and
we
hire
the
best
people
and
how
we
do.
B
B
B
B
So
again,
you
know
for
us,
as
I
said,
developers
are
first-class
citizens
in
this
organization,
and
so
we
try
and
give
them
the
first
class
service
and
we're
you
know
really
focused
and
our
goals
is
to
make
sure
those
developers
can
produce
code
as
soon
as
the
business
needs
them
next
slide,
please
so
so
you
know
we
talked
about
principles.
We
talked
about
developer
experience.
One
of
the
key
thing
we
focus
on
is
is
measuring
and
really
focus
on
on,
as
we
develop
to
really
understand
across
our
platforms.
B
B
You
know
we
get
into
a
continuous
planning
cycle
where
we're
actually
evaluating
what
is
the
next
block
of
work,
we're
looking
to
do
and
prioritizing
that
and
we're
looking
at
making
sure
that,
as
developers
execute
on
the
work
that
they're
really
focused
on
stuff?
That,
actually,
you
know,
is
progressing
and
moving
that
product
at
certain
service
and
and
that
can
take
the
form
of
new
features
for
our
end
users
and
customers.
B
It
can
also
take
the
form
of
value
through
automation,
and
you
know,
efficiency
so
that
you
know
we're
decreasing
if
you
like
our
technical
debt
on
our
product
and
we're
we're
actually
producing
capacity
to
develop
new
features
and
functions
for
our
products
and
service
into
our
services.
You
know,
I.t,
it's
an
extremely
dynamic
temporal
industry,
the
actual
businesses
that
the
it
faces
off
to
are
changing
rapidly.
B
B
B
So,
as
with
anything
there's,
you
know
numerous
challenges
and
opportunities
that
we
have
an
organization
and
development
teams
come
across
and
you
know
so.
Some
key
things
are
around
culture,
communication
technology.
So
you
know
if
we
go
to
the
next
slide,
I
can
kind
of
call
out
and
talk
to
some
of
these
things.
One
thing
for
us
is
culture.
Culture
is
key
right,
so
you
know
we
we
as
a
team
and
as
as
kind
of
drivers
of
development
in
the
organization
really
in
culture.
B
We
really
encourage
a
culture
of
high
communication,
a
culture
of
high
exchange
of
information.
You
know
we're
interested
in
working
out.
We're
interested
in.
You
know
communicating
directly
to
our
colleagues
and
you're,
really
sharing
our
learnings
sharing
our
experience.
You
know
we've
spent
a
lot
of
effort.
Actually
you
know
placing
really
good
visual
cues
around
our
principles.
You
know
we're
interested
in
making
sure
that
you
know
in
one
of
our
key
ones.
Was
you
know
you
know?
Ownership
is
key
for
us.
If
you
architect,
something
you
own
it.
B
You
want
it
from
the
design
you
own
it
to
the
point
that
he
is
scalable
and
sustainable.
You
know
there
is
there's
no
better
place
to
learn
about
your
code
than
in
a
production.
Environment
and
ownership
is
absolutely
key
for
us
and,
and
you
know,
we're
really
interested
in
driving
a
culture
of
high
communication
high.
You
know
sharing
of
information
using
visual
cues
across
our
team
and
making
that
team
area
their
own
area
so
that
they
can
actually
you
know,
use
it
to
kind
of
place
their
principles
and
and
share
their
information
and
share.
B
B
Talk
about
more
and
other
things
you
need
to
consider
in
terms
of
you
know
enabling
a
really
really
strong.
You
know
devops
mindset
in
your
teams.
You
know
communication
is
key
communication,
both
from
a
kind
of
team
perspective.
It's
really
key.
You
know,
as
you're,
providing
those
services
to
the
actual
teams
themselves
that
you've
real,
clear
communication
between
you
know
the
central
services
teams
and
our
business
partners.
B
You
know
culture,
we
talked
about
that.
That
is
huge
for
us,
it's
about
enabling
a
positive
culture.
It's
it's
it's
about,
trying
things
and
failing
fast
right
and
then
from
a
technology
perspective,
there's
been
lots
of
learnings
along
the
way
you
know,
in
terms
of
you
know,
it's
very,
very
important
that
you
evaluate
your
technology,
that
it's
not
it
doesn't
become
a
you
know,
a
a
kind
of
drive
towards
tools
you
need
to
stand
back
from.
B
You
know,
stand
back
and
actually
evaluate
technology
from
the
capabilities
perspective
and
also
you
know,
given
fidelity
is
such
a
larger
organization
scale
and
scalability
and
performance
is
key
to
us
and
it's
really
key
to
make
the
right
choices
in
terms
of
ensuring
you're.
You
know
you're
leveraging
the
market
leader
in
the
capability.
B
B
So
next
slide,
please
so
that's
kind
of
a
summary
from
me.
So
thank
you
very
very
much.
Hopefully
you
got
a
good
insight
in
terms
of
how
we
kind
of
drive
organizations
at
a
macro
level,
and
then
we
look
to
enable
that
team
and
we
actually
look
to
enable
you
know
real
real
strong
cultures,
strong
culture
of
own
ownership
and
devops
in
and
the
teams
in
our
organization.
Thank
you.