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Agile DevOps Transformation Strategy

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Satish Nath
Satish Nath

This document provides a transformation strategy for adopting modern engineering practices like Agile and DevOps. It outlines objectives to decrease time to market and improve quality. Improvement ideas are mapped to strategic themes like modern engineering practices and optimizing costs. First steps include setting up a transformation office and conducting pilots. Sample measures, a roadmap, scaling methods and considerations for sustainable transformation and vendor partnerships are also discussed. The focus is on applying Agile techniques, delivering working software frequently through automation, and creating a high performance engineering culture.

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S AT I S H N AT H – A P R I L 2 0 1 9 TRANSFORMATION STRATEGY
CONTENTS • Background – Slide 3 • CIO Objectives – Slide 4 • Improvement Ideas – Slides 5 - 6 • Strategic Themes – Slides 7 - 9 • Modern Engineering Practices – Slides 10 - 22 2
BACKGROUND Strengths • Fortune 1000 company • xx years of industry leadership in retail and B2B • Pioneer in embracing digital • CDO from e-commerce / startup background • Resources with several years of experience building IT systems • On Shore – Off Shore model • Multi vendor strategy (three vendors) • Ongoing contract with cloud provider Weakness • Inability to provide real time services (24x7) • Increasing customer service expectations • Slow API development cycles • Slow IT processes • Shadow IT spend • Dissatisfaction in IT staff • High levels of outsourcing in staff-augmentation mode • Uneven adoption of Agile across the organization • Limited success with DevOps • Limited adoption of cloud and SaaS applications • IT & Digital organizations are not in alignment Opportunities Threats • Intense competition from smaller more nimble competitors 3
CIO OBJECTIVES • Decrease time to market for new applications • Demonstrate $xx savings • Improve quality • Create high performance engineering culture 4
IMPROVEMENT IDEAS ADDRESS WEAKNESS AREAS AND MEET OBJECTIVES Objective Related Weakness Areas /Threats * Preliminary Improvement Ideas * Decrease time to market for new applications • Slow API development cycles • Slow IT processes • Limited success with Agile & DevOps • IT & Digital organizations are not in alignment • Intense competition from smaller more nimble competitors • Ongoing collaboration on application requirements to prevent drift • Co-locate teams • Deliver working software frequently to test early and often • Standardize and reuse development routines • Automate build, test and deployment tasks • Automate environment provisioning and configuration • Streamline change and approval processes Demonstrate $xx savings • Shadow IT spend • High levels of outsourcing in staff- augmentation mode • Limited adoption of cloud and SaaS applications • Limited success with Agile & DevOps • Reduce shadow IT spend, centralize common services • Automate IT processes • Consolidate / retire low value applications • Develop mutually beneficial partnerships with vendors • Optimize IT organization – reduce spans / layers, optimize locations • Adopt cloud and SaaS applications • Optimize infrastructure 5(*) – Strongest perceived correlation 1 of 2
IMPROVEMENT IDEAS ADDRESS WEAKNESS AREAS AND MEET OBJECTIVES Objective Related Weakness Areas /Threats * Preliminary Improvement Ideas * Improve quality • Inability to provide real time services (24x7) • Increasing customer service expectations • Limited success with Agile & DevOps • Intuitive designs • User trainings • Automated unit, acceptance and regression test • Automated test data management • Regression testing for non functional requirements • Robust monitoring and feedback systems • Continuous improvement Create high performance engineering culture • Dissatisfaction in IT staff • Limited success with Agile & DevOps • Cross functional teams of motivated individuals who self organize and own their work • Servant leadership • Blameless culture 6(*) – Strongest perceived correlation 2 of 2
STRATEGIC THEMES & RELATED IDEAS Strategic Themes Improvement Ideas 1. Modern Engineering Practices 2. Resilient & Scalable Infrastructure 3. Extensible Technology Platforms 4. Horizontal Operating Models 5. Engaging Customer Experiences 6. Engaging Employee Experiences 7. Optimizing Costs Ongoing collaboration on application requirements to prevent drift X X X Co-locate teams X X X Deliver working software frequently to test early and often X X Standardize and reuse development routines X X Automate build, test and deployment tasks X X Automate environment provisioning and configuration X X X Streamline change and approval processes X X Reduce shadow IT spend, centralize common services X X X Automate IT processes X X Consolidate / retire low value applications X X Develop mutually beneficial partnerships with vendors X X 7 1 of 3 Focus area for the next section of this document
STRATEGIC THEMES & RELATED IDEAS Strategic Themes Improvement Ideas 1. Modern Engineering Practices 2. Resilient & Scalable Infrastructure 3. Extensible Technology Platforms 4. Horizontal Operating Models 5. Engaging Customer Experiences 6. Engaging Employee Experiences 7. Optimizing Costs Optimize IT organization – reduce spans / layers, optimize locations X X Adopt cloud and SaaS applications X X Optimize infrastructure X X Intuitive designs X User trainings X Automated unit, acceptance and regression test X X Automated test data management X X Regression testing for non functional requirements X Robust monitoring and feedback systems X Continuous improvement X 8 2 of 3 Focus area for the next section of this document
STRATEGIC THEMES & RELATED IDEAS Strategic Themes Improvement Ideas 1. Modern Engineering Practices 2. Resilient & Scalable Infrastructure 3. Extensible Technology Platforms 4. Horizontal Operating Models 5. Engaging Customer Experiences 6. Engaging Employee Experiences 7. Optimizing Costs Cross functional teams of motivated individuals who self organize and own their work X X X Servant leadership X X X Blameless culture X X X 9 3 of 3 Focus area for the next section of this document
10 1. MODERN ENGINEERING PRACTICES
CONTENTS • Overview • Agile & DevOps • Leading Practices • First Steps • Transformation Org. Structure • Sample Measures • Sample Roadmap • Scaling Methods • Business Relevance • Sustainable Transformation • Vendor / Partnership Strategy 11
OVERVIEW • Apply Agile techniques to change the way we collaborate with our business and our clients on technology issues • Deliver working software early and often through automated process and tools (DevOps) • Ensure software is safe and secure 12 Wall of Confusion Wanting Feature Velocity Development • Create effective change • Add/Modify features Wanting Stability Operations • Create stability • Enhance services Wanting Fast Value Business • Create flexibility • Improve time to market Agile Development Fixes this DevOps Fixes this Wall of Confusion Source: DevOps for the Modern Enterprise – Mirco Hering
AGILE AND DEVOPS 13 Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan CULTURE AUTOMATE LEANMEASURE SHARE AGILE MANIFESTO DEVOPS CORE VALUES Source: https://www.red-gate.com/blog/calms-relates-database-devops Source: https://agilemanifesto.org/ Blameless culture – Failure is normal, Servant LeadershipReduce Org Silos, Collaborate, Shared ownership Leverage Tools & Automation Where Possible Measure Everything Small Batches, Reduce cost of failure
LEADING PRACTICES Scrum, 56% Hybird, 14% ScrumBan, 8% Scrum / XP Hybrid, 6% Other, 6% Kanban, 5% Iterative, 3% Spotify model, 1% Lean Startup, 1% XP, 1% 14 AGILE METHODOLOGIES USED ENGINEERING PRACTICES EMPLOYED 16% 17% 25% 31% 32% 35% 36% 37% 45% 54% 64% 75% Emergent Design Behavior Driven Development Sustainable Pace Collective Code Ownership Automated Acceptance Test Test Driven Development Pair Programing Continuous Deloyment Refactoring Continuous Integration Coding Standards Unit Testing SCALING METHODS USED 0% 1% 1% 3% 3% 5% 5% 10% 19% 29% RAGE NEXUS APM Lean Mgmt. Enterprise Scrum LESS DAD Internal Method Scrum of Scrums SAFe SUCCESS MEASURES Source: 12TH Annual State of Agile Report – VersionOne CollabNet – April 2018 21% 22% 24% 24% 27% 28% 29% 30% 31% 42% 43% 46% Defects over time Release Burndown Cycle Time Burnup Chart Iteration Burndown Defects in Production Planned vs. Actual Release Dates Planned vs. Actual Stories Per Iteration Budget vs. Actual Costs Velocity Business Value Delivered Customer Satisfaction
FIRST STEPS TO TRANSFORMATION 15 Set up Transformation Office Portfolio Assessment Identify Pilot Candidates Maturity Assessment Value Stream Mapping Metrics Baseline • Mobilize stakeholders • Setup steering committee • Secure executive sponsorship • Identify program ownership • Set up founding team • Collect application portfolio data • Identify portfolio clusters that are interdependent and may also require similar treatment e.g. divest applications, enterprise systems, digital applications • Select candidates for initial pilots e.g. mobile or web application teams, burning platforms, strong leadership support, ability to take out time from feature delivery • Conduct a maturity assessment for each of the pilot teams • Build baseline maturity scores across capability areas – organization, governance, CI/CD, operations, infrastructure, architecture • Identify gaps / improvement areas • Identify end to end value stream for each team selected for pilots • Identify wait times , bottlenecks, current process controls • Leverage maturity assessment results and the value stream mapping results to prioritize areas for improvement • Build an execution plan • Identify metrics that matter • Build current baseline using existing or historical data
TRANSFORMATION ORG. STRUCTURE 16 Agile Governance DevOps Governance Quality Assurance Transformation Management Test Automation COE Agile COE Platform Team Test Automation Automated App Release Environment Provisioning Change Management, Communication s, Training, Coaching PMO/Finance /Budgeting Vendor / Purchasing Executive Steering Committee HR Lead Architect Work stream Leads Info Security Security Automation COE Reference : DevOps for the Modern Enterprise – Mirco Hering
SAMPLE MEASURES 17 Measure Definition Delivery Lead Time Time it takes to go from a customer making a request to the request being satisfied - Design Lead Time - Delivery Lead Time Deployment Frequency Frequency with which the organization deploys code to production for the primary service or application being worked on Time to Restore Service Time taken to restore service for the primary application or service being worked on Change Fail Rate % of changes for the primary application or service being worked on, that resulted in degraded service or required a subsequent remediation Cost of Release Effort for all release activities performed for go-live Longevity of Teams The average duration teams stay together Source: Accelerate – Forsgren, Humble, Kim Source: DevOps for the Modern Enterprise – Mirco Hering
SAMPLE TRANSFORMATION ROADMAP Activity M1 M2 M3 M4 M5 M6 M7 M8 M9 M10 M11 M12 Q1 Q2 Q3 Q4 Initiate Transformation Execute on Pilot Implementation Measure Outcomes, Prove Success, Gain Buy-In Implement Wave 1 Apps Stabilize Wave 1 Launch DevOps Platform Implement Wave 2 Implement Wave 3 Training / coaching / change mgmt. Governance / metrics 18Reference : DevOps for the Modern Enterprise – Mirco Hering
SCALING METHODS 19 https://www.scaledagileframework.com/implementation-roadmap/https://puppet.com/resources/whitepaper/state-of-devops- report 5 Stages of DevOps Evolution Scaled Agile Framework
BUSINESS RELEVANCE Train the business on the techniques and on the benefits from the transformation and help them understand their role in the transformation journey Validate that business value is being delivered from the transformation at all key milestones Contextualize changes to each team’s unique circumstances so that the highest priority items - for the team and for the business they support, get addressed first Keep changes small and make recovery from failure very quick so as to support business innovation and experimentation 20Source: 12TH Annual State of Agile Report – VersionOne CollabNet – April 2018
SUSTAINABLE TRANSFORMATION The transformation effort will scale and be sustainable only when the people in the organization adopt the values and behaviors that make the transformation work. Here are some ideas to scale the organization culture - 21 Declare your core values explicitly •Key values that enable a Agile and DevOps transformation effort to scale include bias for action, collaboration, shared ownership, no blaming , servant leadership, continuous improvement, no bureaucracy Encourage behaviors that align with your values •As examples reward collaboration, make it safe to fail, create opportunities and spaces to share information etc. Iterate on the values and behaviors that matter as the company grows Leaders should walk the talk Hire employees and partners who display cultural alignment Conduct training on values and behaviors Reward and recognize the right behaviors Leaders should spend time to build better relationships with employees Embrace diversity and inclusiveness Encourage 360 degree feedbacks
VENDOR PARTNERSHIPS Benefits of Partnering with SI • Cross industry expertise • Ability to influence product vendor’s platform • Access to skilled talent base • Co-Invest in new technologies Vendor Contracts • Flexible scope and fixed capacity / Time and Material contracts with payments tied to delivery of outcomes (based on the Definition of Done) at each iteration • Focus on overall costs versus daily rates to allow vendor to balance resource skill levels 22 Partnership Considerations • Cultural alignment • Transparency into work practices • Accountability for both delivery and operations • Right incentive structures • Avoid lock-ins Vendor Evaluation • Adherence to engineering standards • Delivery success measures • Thought leadership • Relevant experience of the delivery team • Client recommendations Source: DevOps for the Modern Enterprise – Mirco Hering

More Related Content

Agile DevOps Transformation Strategy

  • 1. S AT I S H N AT H – A P R I L 2 0 1 9 TRANSFORMATION STRATEGY
  • 2. CONTENTS • Background – Slide 3 • CIO Objectives – Slide 4 • Improvement Ideas – Slides 5 - 6 • Strategic Themes – Slides 7 - 9 • Modern Engineering Practices – Slides 10 - 22 2
  • 3. BACKGROUND Strengths • Fortune 1000 company • xx years of industry leadership in retail and B2B • Pioneer in embracing digital • CDO from e-commerce / startup background • Resources with several years of experience building IT systems • On Shore – Off Shore model • Multi vendor strategy (three vendors) • Ongoing contract with cloud provider Weakness • Inability to provide real time services (24x7) • Increasing customer service expectations • Slow API development cycles • Slow IT processes • Shadow IT spend • Dissatisfaction in IT staff • High levels of outsourcing in staff-augmentation mode • Uneven adoption of Agile across the organization • Limited success with DevOps • Limited adoption of cloud and SaaS applications • IT & Digital organizations are not in alignment Opportunities Threats • Intense competition from smaller more nimble competitors 3
  • 4. CIO OBJECTIVES • Decrease time to market for new applications • Demonstrate $xx savings • Improve quality • Create high performance engineering culture 4
  • 5. IMPROVEMENT IDEAS ADDRESS WEAKNESS AREAS AND MEET OBJECTIVES Objective Related Weakness Areas /Threats * Preliminary Improvement Ideas * Decrease time to market for new applications • Slow API development cycles • Slow IT processes • Limited success with Agile & DevOps • IT & Digital organizations are not in alignment • Intense competition from smaller more nimble competitors • Ongoing collaboration on application requirements to prevent drift • Co-locate teams • Deliver working software frequently to test early and often • Standardize and reuse development routines • Automate build, test and deployment tasks • Automate environment provisioning and configuration • Streamline change and approval processes Demonstrate $xx savings • Shadow IT spend • High levels of outsourcing in staff- augmentation mode • Limited adoption of cloud and SaaS applications • Limited success with Agile & DevOps • Reduce shadow IT spend, centralize common services • Automate IT processes • Consolidate / retire low value applications • Develop mutually beneficial partnerships with vendors • Optimize IT organization – reduce spans / layers, optimize locations • Adopt cloud and SaaS applications • Optimize infrastructure 5(*) – Strongest perceived correlation 1 of 2
  • 6. IMPROVEMENT IDEAS ADDRESS WEAKNESS AREAS AND MEET OBJECTIVES Objective Related Weakness Areas /Threats * Preliminary Improvement Ideas * Improve quality • Inability to provide real time services (24x7) • Increasing customer service expectations • Limited success with Agile & DevOps • Intuitive designs • User trainings • Automated unit, acceptance and regression test • Automated test data management • Regression testing for non functional requirements • Robust monitoring and feedback systems • Continuous improvement Create high performance engineering culture • Dissatisfaction in IT staff • Limited success with Agile & DevOps • Cross functional teams of motivated individuals who self organize and own their work • Servant leadership • Blameless culture 6(*) – Strongest perceived correlation 2 of 2
  • 7. STRATEGIC THEMES & RELATED IDEAS Strategic Themes Improvement Ideas 1. Modern Engineering Practices 2. Resilient & Scalable Infrastructure 3. Extensible Technology Platforms 4. Horizontal Operating Models 5. Engaging Customer Experiences 6. Engaging Employee Experiences 7. Optimizing Costs Ongoing collaboration on application requirements to prevent drift X X X Co-locate teams X X X Deliver working software frequently to test early and often X X Standardize and reuse development routines X X Automate build, test and deployment tasks X X Automate environment provisioning and configuration X X X Streamline change and approval processes X X Reduce shadow IT spend, centralize common services X X X Automate IT processes X X Consolidate / retire low value applications X X Develop mutually beneficial partnerships with vendors X X 7 1 of 3 Focus area for the next section of this document
  • 8. STRATEGIC THEMES & RELATED IDEAS Strategic Themes Improvement Ideas 1. Modern Engineering Practices 2. Resilient & Scalable Infrastructure 3. Extensible Technology Platforms 4. Horizontal Operating Models 5. Engaging Customer Experiences 6. Engaging Employee Experiences 7. Optimizing Costs Optimize IT organization – reduce spans / layers, optimize locations X X Adopt cloud and SaaS applications X X Optimize infrastructure X X Intuitive designs X User trainings X Automated unit, acceptance and regression test X X Automated test data management X X Regression testing for non functional requirements X Robust monitoring and feedback systems X Continuous improvement X 8 2 of 3 Focus area for the next section of this document
  • 9. STRATEGIC THEMES & RELATED IDEAS Strategic Themes Improvement Ideas 1. Modern Engineering Practices 2. Resilient & Scalable Infrastructure 3. Extensible Technology Platforms 4. Horizontal Operating Models 5. Engaging Customer Experiences 6. Engaging Employee Experiences 7. Optimizing Costs Cross functional teams of motivated individuals who self organize and own their work X X X Servant leadership X X X Blameless culture X X X 9 3 of 3 Focus area for the next section of this document
  • 11. CONTENTS • Overview • Agile & DevOps • Leading Practices • First Steps • Transformation Org. Structure • Sample Measures • Sample Roadmap • Scaling Methods • Business Relevance • Sustainable Transformation • Vendor / Partnership Strategy 11
  • 12. OVERVIEW • Apply Agile techniques to change the way we collaborate with our business and our clients on technology issues • Deliver working software early and often through automated process and tools (DevOps) • Ensure software is safe and secure 12 Wall of Confusion Wanting Feature Velocity Development • Create effective change • Add/Modify features Wanting Stability Operations • Create stability • Enhance services Wanting Fast Value Business • Create flexibility • Improve time to market Agile Development Fixes this DevOps Fixes this Wall of Confusion Source: DevOps for the Modern Enterprise – Mirco Hering
  • 13. AGILE AND DEVOPS 13 Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan CULTURE AUTOMATE LEANMEASURE SHARE AGILE MANIFESTO DEVOPS CORE VALUES Source: https://www.red-gate.com/blog/calms-relates-database-devops Source: https://agilemanifesto.org/ Blameless culture – Failure is normal, Servant LeadershipReduce Org Silos, Collaborate, Shared ownership Leverage Tools & Automation Where Possible Measure Everything Small Batches, Reduce cost of failure
  • 14. LEADING PRACTICES Scrum, 56% Hybird, 14% ScrumBan, 8% Scrum / XP Hybrid, 6% Other, 6% Kanban, 5% Iterative, 3% Spotify model, 1% Lean Startup, 1% XP, 1% 14 AGILE METHODOLOGIES USED ENGINEERING PRACTICES EMPLOYED 16% 17% 25% 31% 32% 35% 36% 37% 45% 54% 64% 75% Emergent Design Behavior Driven Development Sustainable Pace Collective Code Ownership Automated Acceptance Test Test Driven Development Pair Programing Continuous Deloyment Refactoring Continuous Integration Coding Standards Unit Testing SCALING METHODS USED 0% 1% 1% 3% 3% 5% 5% 10% 19% 29% RAGE NEXUS APM Lean Mgmt. Enterprise Scrum LESS DAD Internal Method Scrum of Scrums SAFe SUCCESS MEASURES Source: 12TH Annual State of Agile Report – VersionOne CollabNet – April 2018 21% 22% 24% 24% 27% 28% 29% 30% 31% 42% 43% 46% Defects over time Release Burndown Cycle Time Burnup Chart Iteration Burndown Defects in Production Planned vs. Actual Release Dates Planned vs. Actual Stories Per Iteration Budget vs. Actual Costs Velocity Business Value Delivered Customer Satisfaction
  • 15. FIRST STEPS TO TRANSFORMATION 15 Set up Transformation Office Portfolio Assessment Identify Pilot Candidates Maturity Assessment Value Stream Mapping Metrics Baseline • Mobilize stakeholders • Setup steering committee • Secure executive sponsorship • Identify program ownership • Set up founding team • Collect application portfolio data • Identify portfolio clusters that are interdependent and may also require similar treatment e.g. divest applications, enterprise systems, digital applications • Select candidates for initial pilots e.g. mobile or web application teams, burning platforms, strong leadership support, ability to take out time from feature delivery • Conduct a maturity assessment for each of the pilot teams • Build baseline maturity scores across capability areas – organization, governance, CI/CD, operations, infrastructure, architecture • Identify gaps / improvement areas • Identify end to end value stream for each team selected for pilots • Identify wait times , bottlenecks, current process controls • Leverage maturity assessment results and the value stream mapping results to prioritize areas for improvement • Build an execution plan • Identify metrics that matter • Build current baseline using existing or historical data
  • 16. TRANSFORMATION ORG. STRUCTURE 16 Agile Governance DevOps Governance Quality Assurance Transformation Management Test Automation COE Agile COE Platform Team Test Automation Automated App Release Environment Provisioning Change Management, Communication s, Training, Coaching PMO/Finance /Budgeting Vendor / Purchasing Executive Steering Committee HR Lead Architect Work stream Leads Info Security Security Automation COE Reference : DevOps for the Modern Enterprise – Mirco Hering
  • 17. SAMPLE MEASURES 17 Measure Definition Delivery Lead Time Time it takes to go from a customer making a request to the request being satisfied - Design Lead Time - Delivery Lead Time Deployment Frequency Frequency with which the organization deploys code to production for the primary service or application being worked on Time to Restore Service Time taken to restore service for the primary application or service being worked on Change Fail Rate % of changes for the primary application or service being worked on, that resulted in degraded service or required a subsequent remediation Cost of Release Effort for all release activities performed for go-live Longevity of Teams The average duration teams stay together Source: Accelerate – Forsgren, Humble, Kim Source: DevOps for the Modern Enterprise – Mirco Hering
  • 18. SAMPLE TRANSFORMATION ROADMAP Activity M1 M2 M3 M4 M5 M6 M7 M8 M9 M10 M11 M12 Q1 Q2 Q3 Q4 Initiate Transformation Execute on Pilot Implementation Measure Outcomes, Prove Success, Gain Buy-In Implement Wave 1 Apps Stabilize Wave 1 Launch DevOps Platform Implement Wave 2 Implement Wave 3 Training / coaching / change mgmt. Governance / metrics 18Reference : DevOps for the Modern Enterprise – Mirco Hering
  • 20. BUSINESS RELEVANCE Train the business on the techniques and on the benefits from the transformation and help them understand their role in the transformation journey Validate that business value is being delivered from the transformation at all key milestones Contextualize changes to each team’s unique circumstances so that the highest priority items - for the team and for the business they support, get addressed first Keep changes small and make recovery from failure very quick so as to support business innovation and experimentation 20Source: 12TH Annual State of Agile Report – VersionOne CollabNet – April 2018
  • 21. SUSTAINABLE TRANSFORMATION The transformation effort will scale and be sustainable only when the people in the organization adopt the values and behaviors that make the transformation work. Here are some ideas to scale the organization culture - 21 Declare your core values explicitly •Key values that enable a Agile and DevOps transformation effort to scale include bias for action, collaboration, shared ownership, no blaming , servant leadership, continuous improvement, no bureaucracy Encourage behaviors that align with your values •As examples reward collaboration, make it safe to fail, create opportunities and spaces to share information etc. Iterate on the values and behaviors that matter as the company grows Leaders should walk the talk Hire employees and partners who display cultural alignment Conduct training on values and behaviors Reward and recognize the right behaviors Leaders should spend time to build better relationships with employees Embrace diversity and inclusiveness Encourage 360 degree feedbacks
  • 22. VENDOR PARTNERSHIPS Benefits of Partnering with SI • Cross industry expertise • Ability to influence product vendor’s platform • Access to skilled talent base • Co-Invest in new technologies Vendor Contracts • Flexible scope and fixed capacity / Time and Material contracts with payments tied to delivery of outcomes (based on the Definition of Done) at each iteration • Focus on overall costs versus daily rates to allow vendor to balance resource skill levels 22 Partnership Considerations • Cultural alignment • Transparency into work practices • Accountability for both delivery and operations • Right incentive structures • Avoid lock-ins Vendor Evaluation • Adherence to engineering standards • Delivery success measures • Thought leadership • Relevant experience of the delivery team • Client recommendations Source: DevOps for the Modern Enterprise – Mirco Hering