a devops journey - cdk global
TRANSCRIPT
A DevOps Success Story Journey
Brian Garofola
Engineering Director, CDK Global
40 years in
business
26,000 customers
worldwide
9,000 total
associates
$2 billion annual
revenue
1,400 associates
in R&D
CDK Global is the largest global provider of
integrated information technology and digital
marketing solutions to the automotive retail industry.
Headquartered in
Hoffman Estates,
IL
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So what is DevOps?
DevOps is having everyone pulling in the same direction by sharing common goals and priorities, sharing responsibility for successes and failures, and constantly improving communication, processes, and tools to increase the flow of value to customers
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• 12 - 18 month release cycles
• Manual and error prone deployments
• Snowflake infrastructure
• ~45 days from request to working environment
• Traditional QA team performing manual tests
• Different reporting lines to the executive level for R&D and IT
• Over 100 different products on a variety of platforms
A Textbook DevOps Problem
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Operational heat map
FY’14 Q2
FY’14 Q1
FY’14 Q1
FY’14 Q2
• Quarterly meeting with leaders from R&D and IT
• Rate ourselves across 20 operational perspectives
• Identify high risk areas to focus on
• Track our progress and read out to executives
Take control so that you can start improving
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Operationalization scrums
R&D
NOC
DBASystems
Product
• Critical stakeholders talking daily
• Delivery was consistent
• Peer-level accountability kept velocity up
• Morale spike immediately upon seeing rapid progress
You don’t need a revolution; you need to introduce an evolutionary capability
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Principles of Continuous Delivery
• If something is painful or difficult, do it more often
• Automate everything
• Everyone is responsible for releasing and operating
• Quality must be built in
Cultivate a new mindset
A product owner could request that the current development
version of the application be delivered to production at a
moment's notice — and nobody would bat an eyelid, let alone
panic.
-Martin Fowler
Celebrate the small wins; they add up to accomplish big things
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Introducing tools
Tools can drive culture, which, in turn, can drive better tools
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The ALM Team
• Catalog of standard offerings
• Pulled by users, on-demand and self service
• Implementation details not required for normal use
• ALM team spends their time building services and coaches users
• Project management
• SCM
• Build
• Deploy
• Code analysis
• Functional test
What’s in the catalog? What’s coming?
• Performance test
• Security scan
• Infrastructure provisioning
• Monitoring
Create an internal service provider to offer cross-cutting concerns as-a-service
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• Continue to break down silos
• Increase self-service operations to deliver full environments as a
service
• Increase empathy that R&D has for IT by sharing accountability for
systems configuration management
• Expanding the use of operationalization scrums and creating a
definition of done for infrastructure
What next?
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• Take control so that you can start improving
• You don’t need a revolution; you need to
introduce an evolutionary capability
• Celebrate the small wins; they add up to
accomplish big things
• Tools can drive culture, which, in turn, can drive
better tools
• Create an internal service provider to offer
cross-cutting concerns as-a-service
In Summary
