G2G3 DevOps Simulation

Course Features

  • Viewers: 570
  • Course Capacity: 25

Descriptions

Overview

SUCCESSFUL DEVOPS IS DRIVEN BY:

  • CULTURAL TRANSFORMATION
  • A SHARED VISION
  • BEHAVIOURAL CHANGE

 

THE ANSWER:

THE G2G3 DEVOPS SIMULATION GAMES

> Designing innovative awareness to drive upon DevOps transformation

 

G2G3 DEVOPS SIMULATION:

  • Is an unforgettable experiential workshop that brings DevOps value to life
  • Drives alignment and buy-in around a shared DevOps vision
  • Engages people on the journey to DevOps future state
  • Is high-impact and realistic, using game dynamics
  • Suitable for all levels: leadership, operational and business
  • Overcomes resistance and drives DevOps collaboration and culture
  • Turns DevOps and change opponents into advocates
  • Provides an impressive and engaging ‘WOW!’ experience

 

TANGIBLE OUTCOMES FROM SIMULATION

 Your business will experience the DevOps difference and fast:

  • A ‘one team’ culture around DevOps
  • Common and agreed language and success measures
  • Understanding of business focus and customer value
  • Improved communications
  • Reduced cost to quality – Early defect detection and resolution
  • Reduced time to test
  • Accelerated time to market
  • Continuous application deployment & delivery
  • Increased ability to release more and faster

 

“Simulations can change compliant process behavior to compassionate service behavior” – Eveline Oerhlich, Forrester

 

DOES SIMULATION/EXPERIENTIAL LEARNING WORK? – YES!

  • The most effective way to develop high acuity behaviours, while strengthening the underlying neural pathways, is by jumping in and doing with Experiential Learning (Gartner)
  • Successful transformations demand new capabilities. To build them, Experiential Learning leverages the intimate link between knowledge and experience. (McKinsey)
  • Knowledge retention from simulation is 9% higher than for any other form of education or learning*
  • Simulations build 30% more confidence in the application of learned knowledge as opposed to traditional classroom or online instruction*
  • “Instructional guidance or learning methodologies that incorporate game mechanics elements will generate on average, 37% more correct action than standard communication approaches”

 

THE G2G3 DEVOPS SIMULATION JOURNEY – 3 ROUNDS

 

ROUND 1: CHAOS

  • Highlights significant customer frustration
  • Brings to life the need to collaborate and communicate across an organization, evident through a lack of trust between the teams and information in the right places at the right time
  • Establishes the need for single teams with common goals, and defined roles and responsibilities that break down the traditional silos
  • Highlights the lack of engagement between Dev and Ops, resulting in; poor Time To Market (TTM), lack of agility, poor business performance and a lack of knowledge in the Development Team of the production systems and standards
  • Focuses on manual, time consuming and error prone processes
  • Focuses on a lack of priority

 

ROUND 2: IMPROVED

  • Talks to the improvements that have been made from the previous round
  • Focuses on an organization that is still mainly reactive and not yet looking proactively, particularly from Operations
  • Highlights the impact to the customer when application deployments are not architected with a service mindset
  • Accentuates a “Product” rather than “Project” focused mindset with information being kept within the project rather than shared
  • Brings the idea of process duplication and waste into the discussion
  • Focuses on a lack of continuous feedback across the teams, particularly back to Development, leading to a discussion around moving roles closer together and “Shift Left”
  • Emphasizes the need for continuous integration

 

ROUND 3: OPTIMIZED

  • Talks to the improvements that have been made from the previous round
  • Highlights the need for analytics to drive enhancements and new developments
  • Underlines the need for common success measures and owners across the entire software development lifecycle and beyond
  • Reinforces the desire to continuously refine the “ways of doing things” to build in quality at the front
  • Underlines the need for virtual testing and service virtualization
  • Highlights non-functional requirements, such as, monitoring, performance, disaster recovery and high availability

 

ROLES – BUSINESS TEAM

Key elements of the role:

  • Identify new services and business opportunities, sharing the requirements with Development. Each new service deployed will enable the business to deliver a sustained increase in revenue
  • Be aware of emerging business opportunities; these events may lead to increased demand and ultimately revenue. To meet these opportunities, the business must be able to quickly identify demand requirements and provision capacity on the IT Infrastructure.
  • Be aware of any service disrupting incidents that are preventing the organization from generating revenue

 

ROLES – DEVELOPMENT AND TEST TEAM

Key elements of the role:

  • Manage the development of new and upgraded services to the business
  • Be responsible for the initiation of all development and test activity
  • Build different layers of a multi-layer application based on the criteria provided by the business
  • Test the application against various criteria, ensuring that the component parts of the application integrate successfully together

ROLES – SERVICE DESK

 Key elements of the role:

  • The Service Desk has a customer-facing role and are responsible for logging and coding all incidents arising from the business operation. You must provide a high level of customer service, working with both the Support Teams to maintain a high standard of operation.

ROLES – RELEASE AND OPERATIONS

Key elements of the role:

  • As members of an Operations Team the role is to identify available capacity in the data center for the deployment of virtual machines (VMs) supporting the launch of new business services and spikes in demand on existing services
  • Each new service deployed will enable the business to deliver a sustained increase in revenue that can be
  • The Operations Team must track and work within stipulated financial constraints reporting back to the business
  • The final responsibility of the Operation Team is to be resolve any business impacting incidents

Lessons

BENEFITS OF THE DEVOPS SIMULATION

  • 1.1

    • Accelerates adoption of DevOps across the enterprise

HOW IT WORKS?

  • 2.1

    THE SIMULATION IS TYPICALLY DELIVERED OVER 3 ROUNDS

    ROUND 1 – CHAOS

    Participants are quickly immersed into a real life complex application development scenario. Chaos ensues, with poor communication and a lack of collaboration resulting in poor business results, higher development costs, longer testing times and more. As a result, opportunities are lost and revenues are negatively impacted. Following the first round, a review is facilitated to identify the issues and to discuss how a DevOps approach could drive improvement.

    ROUND 2 -IMPROVED

    Round 2 builds upon the learning outcomes from the previous round and introduces processes such as Service Virtualization, Minimum Viable Product iterations, Fail Faster and more. This drives maturity and empowers the teams towards automation, building a more collaborative culture, and ultimately improved business results.

    ROUND 3 – OPTIMIZED

    Building on the learning outcomes of Round 1 and 2, participants learn that instilling a DevOps culture is key to achieving operational excellence. Participants experience a pronounced shift in the reduction of development times and the number of errors each application had before reaching operations. Through collaboration, streamlining, automation and repeatable practices, participants realize improved ROI and optimized business results.

TARGET AUDIENCE

  • 3.1

    The G2G5 DevOps transformation experience simulation is suitable for:

OBJECTIVE OF DTX-i

  • 4.1

    • Take the lead of a legacy business into a new digital pattern, where it can compete at the best of the market.
    • Evaluate data and implement several actions across the IT enterprise to improve business performance.
    • For doing so, consider, experiment, and observe the impact of your choices and how they might perform in the real world.

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