Continuous Delivery Foundation cdCon 2021, 6 Jul 2021

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From YouTube: Gamification Strategy for Enterprises to Enable DevOps Practice - Garima Bajpai

Description

Gamification Strategy for Enterprises to Enable DevOps Practice - Garima Bajpai, DevOps Community of Practice, Canada
Speakers: Garima Bajpai
This talk proposes an enterprise level Gamification strategy and eventually highlights the Convergence of Gamification and Machine Learning to build next-generation products The Enterprise level Strategy for gamification lays the foundation for - - Introduce culture of experimentation - Measuring innovation by integration of scores - Engage End-User in Gamification, mock-up.. - Introduce researchers in the process - Creating Open-Source Projects - Map the Road to Organized innovation This talk proposes an enterprise level Gamification strategy The Enterprise level Strategy for gamification lays the foundation for - - Introduce culture of experimentation - Measuring innovation by integration of scores - Engage End-User in Gamification, mock-up.. - Introduce researchers in the process - Creating Open-Source Projects - Map the Road to Organized innovation

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Hello, everyone and welcome to cdcon. Today I am going to speak on the topic gamification strategy for enterprises to enable the mindset shift for sre and devops. So before I start, I would like to build some context. A lot has been said about the devops principles, values and the three ways. Today we are going to talk about how do we scale devops and sorry thinking, keeping in view these five factors, keeping the motivation up long-term collaboration, gamification inclusion and experiential learning.

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So before I dig deeper into this topic, I would like to introduce myself I'm getting a vajpayee based out of order, canada, I'm industry, speaker on the topics like digital twin, ai, ops and devops, I'm the founder for the canada devops community of practice. Here in canada. It has three chapters: toronto, edmonton and aurova.

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I welcome you all to join these chapters to see how many community initiatives we have been steering through this community of practice. I'm also the co-organizer for the devops summit in canada, which happens november, 8th and 9th. So I welcome you all there as well, and I'm ambassador with continuous delivery foundation and devops institute.

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So today's call to action the mindset shift towards devops and sre, and I have put my credentials below if you want to connect with me, I will be happy to connect and discuss my views. um My twitter handle and my linkedin uh profile.

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Okay. So, let's get started from where we began um and uh from 2021 onwards we are seeing some kind of differentiated priorities uh um from the enterprises and also along with the people right. So in order to succeed in this new ecosystem of digital um focus, we would like to kind of understand how these priorities has been changing for the enterprises.

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So enterprises have understood that the future business opportunities will require rethinking of the strategies how they ideate experiment, co-create incubate these ideas and build long-term value, and this will require fostering community ownership to enhance the capacity to innovate. Definitely it will need people-focused approach, as well as rethinking around how you integrate into the communities who are steering the change and the transition from the bottoms up.

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There's another side of uh the story: when we think about an enterprise level strategy for the mindset shift, we need to focus on people and what people would be uh transitioning into 2021 and beyond improving skills to contribute and maintain is uh on everybody's.

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You know priority list uh contribution towards chris critical business question. um You know people are have started to understand that they have lot more to offer if they uh foster collective innovation, collective thinking around critical business questions uh contributors are not only coders and let me say it again: contributors are not only coders, so we need to be inclusive and we need to find more ways and possibilities to include all skill set, cross-functional collaboration.

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um We also believe that people uh feel that it is empowering to co-create. We continue to learn and grow through community involvement and we um as people. What do you feel ownership and association and belonging to um the idea, ideas, the experimentation, and even um you know the new ways.

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So um taking a look at the priorities for 2021, I would uh like to begin this journey of sre and devops scaling from a grassroots perspective, and I've read a lot of books. I kind of follow a lot of conversation around devops and sorry since um at least five to six years.

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um So there's a lot to be learned here. The complexity of production systems are growing. um There is an approach to modern service management initiatives. It will definitely require new kind of thinking, and um we all realize that it's a team, sports, um great sres and devops are not hired.

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You'll have to inculcate that culture to enable those practices within the organization and treating operations as a software problem remains at the core of the transition and the movement which we uh kind of are heading towards. So there's uh many things which uh bring devops and sre practices together and make them powerful.

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So in my mind, it's um a changed way of thinking now: building consensus with variety of stakeholders where cross-functional boundaries are blurring recalibrating expectations um through sre um sre practices. Where we discuss you know, budget policies, um error policies, safety questions, so there is a lot of recalibration needs to be done, guiding the organization from low to note. Oil is a daunting task and when it is for bigger enterprises, it becomes more complex.

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Improving resilience by simplification is the key here and we need to kind of continuously understand the power of you know: practices like observability that maintains that cadence and bringing that collective wisdom, cross-functional collaboration around these kind of difficult questions and prioritizing a data-driven approach, a it needs and requires a different way of thinking, different way of collaboration and creating trust in an organization where we are we transition safely into the new environment.

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Now, having said that, um we at the devops community of practice at canada. We believe that this mindset shift can be achieved through various new methods, and one of these new methods which we have been experimenting is the gamification techniques and gamification primarily has two important aspects.

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When you talk about the core aspect, the core belongs to: how do we create new knowledge through collective wisdom? How do you unlearn um relearn and experiment in a collective ecosystem?

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And the second part is the emotional understanding about you know the transition is not at an individual level, but at a collective level. So how do we foster that collective thinking, a team, support attitude towards uh you, know making and creating this new culture?

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So uh what we had done um at the devops community of practice? We took some serious problems and we ideated these serious problems created some. um You know perspective around difficult questions like a uh automation to ai.

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um What is no ops, um can we force your collective wisdom and bring uh integrated structured framework for gamification for unlearning relearning, and you know um fostering that collective wisdom empowering way uh to motivate collective action through games, mini games, simple games and we have started measuring behaviors before the result as a first step.

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um We also believe that uh if we foster collective action, we are motivating a bigger change in the way we are building our enterprises for future, so um coming to more tangible aspects of uh what we have done and what we could propose of doing if you're starting up your journey towards scaling, devops and you are struggling to kind of uh get that desired outcome to make a shift towards this creation of new knowledge, you know cross over the functional boundaries.

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There are certain um games which had helped us from a community of practice perspective to foster that collaboration.

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I would um name a few of these games which some of these games we have tried during the summit or through uh midnight events, so anti-fragility games are very popular and I think this is uh one of uh one of the key starting points when we start looking at an enterprise level, gamification strategy, um health check of multi-team software deliveries, um and that is evident that when we talk about devops- and you know, devops in an enterprise grade deployment, it would engage multiple product teams, multi-site teams, so um doing a health check, game or squad health check is something which we had found useful uh through our crowdsourcing initiatives, a shorter sleep time game to encourage cross-functional alignment.

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So people understand the purpose of going cross-functional and how you can ensure that you we will need. It will lead us to the shortest time. Quad code quality games, personal score cards, although I'm not a big fan of scorecards and dashboards, but in some uh cases and in some context it can work and it could work.

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Ranking based oil removal is another uh way kind of to look at the business problem rather than creating scorecards for individuals. Redeeming points for every non-automated task. This is something which is very interesting, and I it it comes more. It becomes more exciting when you have a user facing organization, because then it will create more futuristic opportunities for your business.

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So as you see that you know these are mini games and when we talk about an enterprise level, gamification structure or a strategy, there's no single path to create one size, fit all gamification strategy, at least not at that this point in time as a journey of integration of games, experiments and simulation begins.

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So it does the dialogue of creating an enterprise strategy and framework which could be different from one organization to another, and uh you know the the whole idea of building the capital for collective wisdom through gamification is powerful, but it has to be consciously taken forward and there are certain aspects which we will dig deeper into once we uh go forward in this presentation uh before we actually move on uh for crafting an enterprise uh level uh gamification strategy.

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We would also like to highlight: we've explored a new way of gamification, that's crowdsourcing and in at the community of practice of devops, uh we have uh had opportunities to discuss uh some certain initiatives around crowdsourcing security platforms, crowdsourcing feature, testing, feature, validation, user validation and many organizations have been. um You know approaching us for providing guidance feedback through the community for such initiatives where they can get a quick feedback from the user community uh on their features, uh roadmaps, feature, validation and future testing.

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So in some cases we have seen that these initiatives events are uh like closed events uh as well, as some might prefer to have a more wider. um You know conversation in the community.

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um We also find that um into introducing researchers in this process is extremely useful. uh You know aspect and I would detail it out further in that the next slide.

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We also have gone through certain exciting things like do us a feature campaign or bring your data. We will, uh you know, help you uh with your data storytelling and hackathons. As many companies have explored hackathons and logarithms, I think they're a very powerful way to engage the community and build a wider perspective around a new capabilities which are required for this new digital ecosystem.

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Now, uh before we actually move forward, I would like to take uh a deeper dive into uh how do we actually craft enterprise level uh gamification strategies and one? What are the key components so uh before we actually move forward and explore uh broader categories just to simplify?

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It is needless to mention that the gamers, who are taking part uh share the responsibility as well, so there is need to be inclusive, provide feedback on the rules, encourage learning, cooperation and achievement.

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We also helped to create points to fair recognition and promote success, although that's not the starting point or the first step, but triumph is a good uh way of motivating people. Now, uh when we talk about a gamification toolbox for an enterprise level uh organization, it requires more than just a mini game. So um there are critical components in this so game. Ideation itself is a critical component of the framework that has to be collectively. Ideated are games which we have created.

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um The biggest challenge is to create those games which can be adopted at scale right just because there will be different persona types in the process which we kind of focus and our games should focus on individual buying, as well as team for adoption of devops practices right, tangible business objectives.

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Some of these tangible business objectives must be outlined before we actually start introducing these mini games so defining that business problem is also critical. If you know cross-functional collaboration or improving cross-functional collaboration is one of the business objectives. We will have to start. uh You know um with introducing many games which will foster collective thinking, and you know helping people to cross over right. So I reading games, which can help us understand the strategic capabilities which you know through which you can uh it has these kind of aspects, cultural aspects which help you foster.

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uh You know a better devops and sre um practices and and on board to um a more mature ecosystem. Around devops and sre is important.

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Reducing alignment gaps can be another um key strategic objectives, speed versus value, and we have done some kind of value discovery challenges to ensure that we uh bring. That point and bring that business problem up front, and we have seen that there has been a large potential around these possibilities.

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Also uh one of the aspect. Another aspect would be a game validation as we move along to create that systematic framework. We need to investigate the mechanism of validation of these games, assisting engagement and incentives.

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uh According to uh the experts in our community of practice, we expect a bit of disturbance and downward effect at initial stages, but at once that phase is through and the effectiveness and productivity will only increase.

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We should address moderate negative effects by applying early validation, and that is the reason why these limiting factors will be able to identify how what and when to introduce these mini games. You know associated with this toolbox, which we are trying to create.

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We also advocate do not bring complex complexity, uh um achieving and ensuring to keep it simple and user friendly. Your gamification toolbox must be able to move everybody forward, adopting devops practices, prioritizing building devops community over tools or individuals.

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Not every problem can be solved through gamification choose wisely and dropping your recognition is important, but that is not the main goal. So these are some of these uh key findings which we had through the devops community of practice. Now what it leads us to you know ah when a organization has taken that first step of introducing uh you know crowdsourcing gamification.

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um We also need to understand that um game design has to be inclusive of persona types, so um I think, from an advanced perspective, it's uh feasible and viable to look at uh supervised, learning approaches where we can converge data science capabilities with gamification, and you know, leverage the potential of you know: machine learning capabilities.

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Once you have the data once you have run um several mini games in the ecosystem. uh I would also advocate that user segmentation and target audience is important. So if let's say we are going to crowdsource feature validation, feature testing or you know, bring us your feature campaign. We need to be very careful, segmenting, that user and also ensuring we hit the right target audience. Even if we have a community of practice, we need to ensure that we go with the right people in to create value, so it is also context driven unsupervised.

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Learning methods can be very helpful to converge this aspect, and this is also an advanced.

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You know advanced level of integration, of uh these capabilities into the gamification toolbox and the framework which we are creating moderation of these games and collecting that data and correlating that data to tell a story is um extremely important to understand what we gain out of this. How do we create that value? You know how do we foster that achievement of creating that value and co-creation?

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So all these aspects couldn't cannot be overlooked, but it it requires a lot of advanced understanding about data science and data science practices. So we advocate to actually move one step forward with uh these kind of converging technology capabilities um around. um You know the potential uh incremental approach of integration of minigames, step by step, I'll, not talk more about these simulation apps, but uh if you're interested we had um created some uh challenges, uh simulating some apps like we have a five hour challenge uh through the community of practice.

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We had validated this game um where our devops coach is guiding through this gamification challenge, uh exploring a stepwise methodology, bringing the devops way uh to products. It's this game is best for, let's say, product managers, product teams, including ux designer architects, devops engineers, cross-functional teams, where you want to build consensus around prioritization of features. You know and uh features versus uh what kind of value they are. uh You know uh they're bringing in this uh includes integration of product, inceptions user research techniques and simulation of user stories along with matrices.

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So we found this a very interesting way of actually ensuring that you know that transition shift of mindset happens, another game which is very powerful, and this is adopted from the hr practitioners.

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We explored the product box and we actually took that product box approach for co-creating road maps, and this is a very simple game. um We have done uh product boxes for devops, step, cyclops, sre and numerous other. uh You know intangible aspects and we have come out with you, know, uh structured and uh a collective way of bringing roadmaps to the table lead time. uh This is another game which emphasizes on cross-functional collaboration and, lastly, I would say that gamification strategy for enterprise so build a analogy for with mission mars.

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You know it has to be a balancing act with minimizing the weight and figuring out how to use the least amount of fuel. That means you need to kind of understand that there will be budget constraints and how to monitor that progress in real time. With associating this kind of you know, cultural practice, where you know people feel safe to experiment, explore and learn, and last point is the real feeling that nasa cannot go alone is also important to understand it's a team sport, so we have to uh ensure that nobody is left behind.

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With that. I would uh like to end my talk here. If you want to connect with me, uh we have the devops meetup group. um We also are hosting the devops summit, as I mentioned, and in case you want some support and guidance for performing a game. You can also reach out to us.