TEXAS

DEVOPS

INTRODUCTION TO DEVOPS

AGILE LEADERSHIP NETWORK HOUSTON

MAY 21, 2015

T E X A S

D E V O P S

M E E T U P

SPEAKERS INTRO

Darryl Bowler (Co-Organizer of Texas DevOps)

Anthony Barnhart (Co-Organizer of Texas DevOps)

AGENDA

PART 1

• What is DevOps?

• What are the Drivers and Why Now?

PART 2

• Practices and Processes

PART 3

• DevOps Ecosystem

PART 4

• Common Anti-Patterns

PART 5

• What Next?

• QA

AGENDA

PART 1

• What is DevOps?

• What are the Drivers and Why Now?

WHAT IS DEVOPS?

• Problem / Challenge Statements

• Application growth (bloat?) causes release teams to scale

• At scale release teams specialize to address delegated

responsibilities

• With specialization comes silos

• Silos (and LEAN, “minimal viable work” thinking) stem the free

flow of unfiltered communications between specialized teams

• Distributed release teams can often use different tools and

follow different processes

• 3rd party service provisioning SLA’s SLO’s add lead time

WHAT IS DEVOPS?

• The word DevOps is a portmanteau, combining two words

• Breaks down traditional silo walls by comingling work done by

Dev’s and non-Dev’s

• Fosters knowledge worker bottom-up driven, delay-free

decision making

• Is synonymous with “Collaboration”, not “Cross-skilling”

• Focuses on releasing technology, not just building it

• Insinuates continuous learning & adaptation, not retraining

• Replaces vanity metrics with key cycle time mgmt

• Removes competition, fosters sharing across boundaries

• Eliminates the “blame” culture and mgmt-by-fear

• Rejects rewards or punishments to gain compliance

WHAT IS DEVOPS?

• Philosophy of how IT delivers value to the business

• Technology

• Processes

• Tools

• Culture being the manifestation

• Beliefs

• Behaviors

• Actions

i.e. Very difficult to change

Complexity & Upside – Significant Enterprise Value

Realignment of IS/IT processes to be business and customer centric

ENTERPRISE DEVOPS

THE RELATIONSHIP OF

COMPLEXITY & VALUE

Co

mp

lexity

Enterprise Value

Enterpise Value vs Complexity

Startup

SMB

Multi-line BU

CURRENT MARKET RATE

OF VALUE CAPTURE

Source: Application Release & Deployment for Dummies, ©2014

NOTE: Delivery = Releasing PSI’s to Production

DRIVERS OF DEVOPS

DevOps

Agile

Digital Innovation

& Disruption

Business Model

Evolution and

Innovation

More frequent releases

of higher value work

Increase demand of new

ways of doing business

via digital methods

New methods of

customer experience,

insight and analytics

(social, big data, mobile,

cloud)

89% of the Fortune 500 between 1955 and 2014 no longer exist and 40% of the

current Fortune 500 will no longer exist in 10 years (American Enterprise Institute)

Steven Denning pointed out a few years in Forbes that fifty years ago, the life

expectancy of a firm in the Fortune 500 was around 75 years. Today, it’s less than

15 years and declining all the time.

THE RELATIONSHIP BETWEEN

BUSINESS AND TECHNOLOGY

• The engagement between business and technology

resides on a continuum

• One extremely are entrepreneurial startups

• Business and technology models are indistinguishable

• Highly integrated

• The other are those that struggle to align technology with

business

• Typically historical, brittle, “legacy technology”

• Massive accrued technical debt

• My Walgreens example

IT and Applications are fundamental to a Business Model.

Business Models can not evolve if IT is static

DEVOPS PRINCIPLES

CAMS

• Culture

• Automation

• Measurement

• Sharing

AGENDA

PART 2

• Practices and Processes

Applying the DevOps Principles

CAMS + LEAN

ELIMINATING WASTE IS #1

PRINCIPLE FOR LEAN MANAGEMENT

• Waste defined: “Anything that does not add value

to the customer.” (Read: Anything the customer

is unwilling to pay for.)

• Eliminating Waste is #1 principle for lean

management

• “Lean Value Stream Mapping” (a common lead

diagnostic tool) helps to identify, eliminate waste

1. Map software development, from “concept to

cash”

2. Measure “elapse time” versus “value added

time”

3. Optimize by creating a future state

VALUE STREAM EXAMPLE: BEFORE STATE

(CONCEPT TO CASH)

Business owner has a new idea

5 minutes elapsed time

5 minutes valued added

Business owner and product owner

agree on new feature

30 minutes elapsed time

30 minutes valued added

SCRUM team agree it can

go into the next sprint

1 day elapsed time

30 minutes valued added

Integration (merging) of new

software

1 day elapsed time

QA Test Team

2 days elapsed time

1 hour valued added

Retrospective and Review

2 hours elapsed time

2 hours valued added

From conception to release

candidate

6.5 days elapsed time

2.5 days valued added

4 days of potential waste

Team creates new feature

2 days elapsed time

2 days valued added

Staging at UAT

0.5 days elapsed time

VALUE STREAM EXAMPLE: AFTER STATE

(CONCEPT TO CASH) APPLYING CAMS

Business owner has a new idea

5 minutes elapsed time

5 minutes valued added

Business owner and product owner

agree on new feature

30 minutes elapsed time

30 minutes valued added

SCRUM team agree it can

go into the next sprint

1 day elapsed time

30 minutes valued added

Integration (merging) of new

software

2 hours elapsed time

QA Test Team

0.5 days elapsed time

1 hour valued added

Retrospective and Review

2 hours elapsed time

2 hours valued added

From conception to release

candidate (PSI)

4 days elapsed time

2.5 days valued added

2 days of potential waste

SAVED 2 days per

feature!

Team creates new feature

2 days elapsed time

2 days valued added

Staging at UAT

1 hour elapsed time

Continuous

Integration

Server

A

P

P

L

Y

C

A

M

S

DIAGRAM: CONTINUOUS INTEGRATION

Developer

Developer

Developer

Source Code

Version Repo

Committed

Changes

Database

Build Script

• Compile source code

• Integrate database

• Run tests

• Run inspections

• Deploy software

Database Scripts

• Drop/create database

or table

• Insert test data

• Apply procedures/

triggers

CI Server

Integration

Build Machine

Poll

Feedback

Mechanism Notificatio

n

Event

Q. Who has adopted

CI?

CONTINUOUS DELIVERY

The Build Pipeline – Implementation

of Continuous Delivery

Dimensions

CM

PATTERN: DEPLOYMENT PIPELINE

AGENDA

PART 3

• DevOps Ecosystem

Reducing or Eliminating the Friction Point of Delivery

DEVOPS STACK – BLURRED LINES

Devs Ops QA

Agile Processes – SCRUM, KANBAN, LEAN

DevOps Practices – Continuous Delivery

26

PULL

The Contemporary Build Platform Aligned with

CD CONTINUOUS DELIVERY

Post Production

Retrospective

Portfolio Mgnt

Process

FEEDBACK

AGENDA

PART 4

• Common Anti-Patterns

- “An anti-pattern is something that looks like a good idea, but

which backfires badly when applied” (Jim Coplien)

- thedailywtf.com (Alex Papadimoulis, since 2004)

ANTI-PATTERN EXAMPLE:

A RESISTANCE CULTURE (POOR LEADERSHIP)

Company Profile: Healthcare IT Solutions and Services

4,000 employees, recently acquired for $3 billion

Problem: Intensively manual application system provisioning

Spent $2million on automation software

ANTI-PATTERN EXAMPLE:

CONSTRAINED BY PROCESSES & TOOLS

Company Profile: Retailer, 176,000 employees, $80 billion

2014 revenue

Problem: Go from one release to 3 releases a year

Real problem was their waterfall process

Dependence on Subversion

Technical debt – Legacy technology

* Spent 200k on professional services on the wrong problem

ANTI-PATTERN EXAMPLE: FITTING AN

OLD PROCESS IN A NEW PARADIGM

Company Profile: Financial Services, Mutual Funds

2000 employees

Problem: Huge release windows involving many people and

many days

Constrained by their release process

Solving technology before process

PVCS – File level version control

4GL application

OTHER TYPICAL DEVOPS

ANTI-PATTERS

• Approaching DevOps as a “process” rather than a

framework/philosophy

• Starting a separate DevOps team, w/ “DevOps Engineers”

• Treating DevOps as just another “buzzword”, while believing “this

too shall pass” and continuing a Taylor-istic mgmt style

• “Adopting” DevOps as the CIO’s next silver bullet

• Thinking that Dev’s will soon be running Ops

• Building processes around developer-driven release mgmt in order

to cut Ops staff and get two job functions delivered by one human

• Believing you can’t “do” DevOps b/c your firm is special

• Not seeing your current staff as “DevOps Ready”

• Collaborating only in catastrophe

AGENDA

PART 5

• What Next?

• QA

TEXAS DEVOPS

Houston and Dallas (so far)

Previous Topics

• Business cases for Docker adoption

• Open Source Puppet, Puppet Enterprise and Puppet Apps

• Implementing Continuous Delivery

Upcoming Topics

• Application Performance Monitoring and DevOps

• Local business cases

• Open Spaces:

• Open DevOps topic discussion, CI, CD and Release

http://www.meetup.com/Texas-DevOps-Meetup

Google “Texas DevOps”

TEXAS DEVOPS

** IDEAS **

Houston Techfest

4-hour and 8-hour workshops

Lunch-and-Learn’s

DevOps 201 presentation to ALHN in October

DevOps Days Houston 2015

QUESTIONS AND

ANSWERS

THANK YOU

Darryl Bowler

650-504-4796 (m)

darryl.bowler@e-securenetworks.net

Anthony Barnhart

832-945-7675 (m)

anthony.devops@gmail.com