In particular incoming CxO's need corroborating data to displace subjectivity from their assessment of the organisation's ability to deliver value through software.
Every new job has a honeymoon period where the odd indiscretion is overlooked. But when the honeymoon is over there is always a nervous moment as the bride and groom ponder their future.
Why do you need a Capability Assessment
The Assessment of DevOps Capabilities (ADOC) from DevOps Institute is a means by which hard data is collected seamlessly to illustrate what any CxO faces. For the newly appointed CxO it is essential to establish what has been inherited (as-is) and map out a timeline for what “good looks like” (to-be).
It’s an essential prerequisite for a CxO making commitments on future plans to the CEO.
Here are four key challenges that ADOC can help new CxO’s to overcome:
1. Can I trust my direct reports?
Trust only builds within teams over time. One way to overcome this challenge is to personally interview your direct reports on a range of topics and then corroborate their answers with the insight that ADOC surfaces.
ADOC will reveal telling information about the true state of your DevOps capability and provide feedback to direct reports who may be in need of a reality check.
2. What are my priorities as a new CxO?
Poorly run businesses prioritise technology investment by the loudest shouter. Technology teams in this scenario can be a whipping boy. Priorities are to educate the shouters while restoring the confidence of the whipped.
Engineering teams may need to be reorganised into 1FaaT™ Delivery and SRE teams. ADOC maps out as-is and future state for your teams and organisation structure. ADOC implementation partner Daysha DevOps can help plan and implement the journey between the two states.
A well run business prioritizes by customer value. If this is a CxO’s ‘inheritance’, the question is whether a culture of continuous improvement exists? If not ADOC will pinpoint where initial improvements can be made and introduce the CxO’s agenda that this will be an ongoing exercise.
The CxO’s ability to drive and reward individuals and teams is now based on hard data. Those initial performance reviews just got more comfortable, and a culture of continuous improvement is introduced.
3. Where are the skeletons hidden?
ADOC can pinpoint technical debt or aging applications that need to be replaced or refactored. If there are large backlogs for these systems – alarm bells should be sounded. If these skeletons are not aired early in the CxO’s tenure they are deemed to be ‘your problem’.
Frequently a new CxO will review aggregated reports from help desk systems to identify excess post production costs on value streams. This exercise tends to be once off and inefficient compared to what ADOC can deliver at regular intervals.
As compared with inspecting historical outputs within set time frames, ADOC explores the underlying frameworks and processes by which support is delivered and then identifies areas for improvement on an ongoing basis.
4. What has already been committed to the business?
And what’s the likelihood it will be delivered on time and budget?
Accelerate asserts that technology delivery capability should be measured by
Number of releases in a defined period
Change failure rate
Mean time to recover
If these data points don’t exist – ADOC can provide a baseline. If they do exist are they instilled in your teams in a consistent manner?
As you are asked to assume responsibility for the delivery timeline your predecessor committed, it’s useful to know if they were a realist or a fantasist.
It’s also essential to know how much improvement in your team’s performance you might expect as you set the CEO’s expectations about what’s in flight and what’s yet to take off.
A newly appointed CxO cannot have enough information. ADOC provides a better, big-picture view by gathering data from sizable technology organisations through SaaS surveys and converting it into actionable insights.