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Service oriented organisation

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Gareth Brown
Gareth Brown

How we moved from a vertical organisation structure to a service oriented one where our Ops teams were embedded in the value-driven development streams.

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Service Oriented Organisation Value-driven, Cross-functional (ValCro) Teams
Purely traditional, vertical reporting lines mean There are skills not being utilised in some teams Other teams are then wasting time learning these skills We only do ad hoc value stream work; and then Traditional teams are constantly being interjected by value driven streams of work anyway That reliance on developers to do Ops work is still too great (AMI Armageddon) There is duplication of work and overlapping reports
Current Vertical Organisation Engineering CDP MSS Studio Architecture Content Services Technical Operations Systems Applications Databases TOC Other Operations IT Change Management Infrastructure QA Reporting Customer and Product Partner Management Content Editorial Business Development Operations
Responsibility Groups Content/Assets Customer management Product management Software Engineering Architecture Technical Operations Business Operations
Updated Vertical Responsibilities Software Engineering Asset Ingestion Dev CDP MSS Studio Architecture Operations Engineering Systems Applications Infrastructure Databases Tech Prob Mgmt Technology Mgmt Business Operations IT Facilities Change Mgmt QA Reporting Cost Mgmt Customer and Product Customer Mgmt Asset/Ingestion Mgmt Business Dev Product Mgmt
Example ValCro Teams Customer Services: PMs, TOC Technical Problem Management: TOC, ASG, PMs, Eng Quality Services: QA, Change Management and Applications Asset Management: Editorial, Ingestion Management (GMB & CS support), Reporting Content Delivery (Software Engineering): Reporting, CS dev and CDP Internal and Microsoft Services: IT, Databases and Infrastructure Data Services: Databases, Reporting, QA Platform Services: Systems, Infrastructure, Applications (including David S)
The DevOps Daisy
ValCro Service Stack Platform Services Data Services IT/Microsoft Services Software Engineering (e.g. Content Delivery) Asset Management Quality Services Technical Problem Management Customer Services and Incident Management IT Security
Example ValCro Team Responsibilities Platform Services: Complete system deployment, CMDB, System Performance Engineering (non- application improvements and data analytics), System security Data Services: data modelling, database technologies, database administration, BI Asset Management: Content ingestion, asset supplier relationships, curation, royalty reporting
ValCro Teams Mean Better utilisation of people and skills Increased efficiency Increased opportunity for engineers and managers to learn Reduced dependencies and blocker Greater focus on delivering things of real value Better validation of goals and results
Remaining Questions Do architecture report into Phil directly, maybe as R&D and then feed into Software Engineering and Operations Engineering Current Dev Leads should become known as Tech Leads Current Tech Team should become known as Tech Management Where does value streams come from? Tech Mgmt: business project work (this is current Tech Team) Tech Leads: internal project work (this is the current Dev Leads) Problem Mgmt: unplanned work Who reports to who? I think reporting lines are traditional stack And ValCro teams are dual lead (I have some ideas on this) All weekly reports should probably be done on-line so people can collaborate on them together

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Service oriented organisation

  • 1. Service Oriented Organisation Value-driven, Cross-functional (ValCro) Teams
  • 2. Purely traditional, vertical reporting lines mean There are skills not being utilised in some teams Other teams are then wasting time learning these skills We only do ad hoc value stream work; and then Traditional teams are constantly being interjected by value driven streams of work anyway That reliance on developers to do Ops work is still too great (AMI Armageddon) There is duplication of work and overlapping reports
  • 3. Current Vertical Organisation Engineering CDP MSS Studio Architecture Content Services Technical Operations Systems Applications Databases TOC Other Operations IT Change Management Infrastructure QA Reporting Customer and Product Partner Management Content Editorial Business Development Operations
  • 4. Responsibility Groups Content/Assets Customer management Product management Software Engineering Architecture Technical Operations Business Operations
  • 5. Updated Vertical Responsibilities Software Engineering Asset Ingestion Dev CDP MSS Studio Architecture Operations Engineering Systems Applications Infrastructure Databases Tech Prob Mgmt Technology Mgmt Business Operations IT Facilities Change Mgmt QA Reporting Cost Mgmt Customer and Product Customer Mgmt Asset/Ingestion Mgmt Business Dev Product Mgmt
  • 6. Example ValCro Teams Customer Services: PMs, TOC Technical Problem Management: TOC, ASG, PMs, Eng Quality Services: QA, Change Management and Applications Asset Management: Editorial, Ingestion Management (GMB & CS support), Reporting Content Delivery (Software Engineering): Reporting, CS dev and CDP Internal and Microsoft Services: IT, Databases and Infrastructure Data Services: Databases, Reporting, QA Platform Services: Systems, Infrastructure, Applications (including David S)
  • 8. ValCro Service Stack Platform Services Data Services IT/Microsoft Services Software Engineering (e.g. Content Delivery) Asset Management Quality Services Technical Problem Management Customer Services and Incident Management IT Security
  • 9. Example ValCro Team Responsibilities Platform Services: Complete system deployment, CMDB, System Performance Engineering (non- application improvements and data analytics), System security Data Services: data modelling, database technologies, database administration, BI Asset Management: Content ingestion, asset supplier relationships, curation, royalty reporting
  • 10. ValCro Teams Mean Better utilisation of people and skills Increased efficiency Increased opportunity for engineers and managers to learn Reduced dependencies and blocker Greater focus on delivering things of real value Better validation of goals and results
  • 11. Remaining Questions Do architecture report into Phil directly, maybe as R&D and then feed into Software Engineering and Operations Engineering Current Dev Leads should become known as Tech Leads Current Tech Team should become known as Tech Management Where does value streams come from? Tech Mgmt: business project work (this is current Tech Team) Tech Leads: internal project work (this is the current Dev Leads) Problem Mgmt: unplanned work Who reports to who? I think reporting lines are traditional stack And ValCro teams are dual lead (I have some ideas on this) All weekly reports should probably be done on-line so people can collaborate on them together

Editor's Notes

  • #5: Technical Operations (OS, middleware, technology management, Infrastructure, technical problem management) Business Operations (reporting, IT, change management, partner cost management and QA)
  • #6: Operations Engineering name for two reasons: to make an infrastructure move more appealing and because Netflix have a department of the similar name and this always goes down well
  • #7: Who services who. Not totally linear and needs better visualisation
  • #10: Incomplete. Needs finishing
  • #12: ValCro leads?: Customer Services (Me & Neal): PMs, TOC Technical Problem Management (Me & Ricardo/Daniel): TOC and PMs Quality Services (Neal & Steve): QA, Change Management and Applications Asset Management (Neal & Alex): Editorial, Ingestion Management (GMB & CS support), Reporting Engineering E.g. New Content Services: Reporting, CS dev and CDP Internal and MS services (me & Steve): IT, Databases and Infrastructure Data services (Ricardo & Steve): Databases, reporting, QA Platform services (Adam & me): Systems, Infrastructure, Applications (including David S) Vertical (official) reporting lines?: Software Engineering: Dom Operations Engineering: Me Business Operations: Steve Customer and Product: Neal