devops at hiscox devops connect march london
TRANSCRIPT
www.ranger4.com DevOpstastic
Why DevOps ?
• From our IT Strategy –
– “Be nimble in responding to market
opportunities”
– “Flexible technology at the heart of the
business”
www.ranger4.com DevOpstastic
DevOps – classical definition
Development Operations
Culture of shared goals that reduces the friction between Development and Operations
www.ranger4.com DevOpstastic
DevOps frictionM
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Do more!Do less!
RFC’sCABDeployment guideRollback guideDaily status callsStaff availabilityIssue trackingEnvironment bookingEscalation processesEmergency processesSmall change processesetc etcMr. Dev Mr. Ops
www.ranger4.com DevOpstastic
DevTestBizThingyOps
• Why do we think the issue of working well
together and aligning goals is limited to
Developers and Operations?
• Shouldn’t everyone involved in the change
process work together to accomplish shared
goals?
• DevTestBizThingyOps should be the real name
www.ranger4.com DevOpstastic
BermudaUS Europe London MarketsUK
Hiscox yesterday (ish!)IT
cap
abili
ty
Groupdevelopment
Group supportGroup
infrastructureGroup testing Group DBA
Group release and
deployment
Group architecture
www.ranger4.com DevOpstastic
Hiscox tomorrow (ish!)Europe
Dev
Support
Testing
DBA
Release and deployment
Architecture
UK
Dev
Support
Testing
DBA
Release and deployment
Architecture
London market
Dev
Support
Testing
DBA
Release and deployment
Architecture
USA
Dev
Support
Testing
DBA
Release and deployment
Architecture
Bermuda
Dev
Support
Testing
DBA
Release and deployment
Architecture
www.ranger4.com DevOpstastic
Hiscox Model
• Federated
• Cross skilled teams
• Cradle to grave responsibilities
• Shared goals and incentives
• Underpinned by the Platform Services Group
• What started out as an ambition to increase the
pace of change has evolved into “rebooting” the
IT team
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Platform Services• Growth of the business is challenging IT to find new and
better ways to do things
– Means working smarter not harder. Doesn’t mean an ever
increasing head count
• Platform Services helps break down silo’s between teams
by providing a change platform that is re-usable between
multiple teams
• Help others use the platform (they don’t implement
themselves!)
www.ranger4.com DevOpstastic
Core platform capabilities• Source code management
• Artefact management
• Automated application
deployment
• Automated server configuration
• Load performance test
• Automated functional test
• Continuous Integration and
automated code build
• Application Performance
Management
• Agile planning
• Defect management
• More...
www.ranger4.com DevOpstastic
Be careful...
You don’t solve a silo issue by creating another silo! BAD
Having a team that evangelises DevOps ideas, concepts and tooling is GOOD
www.ranger4.com DevOpstastic
Why DevOps – da Vinci big
rules
1. Speed, quality, cost - think like a start-up
2. One team with a common objective – single business & IT
programme
3. Keep it simple - rewarding simplification above perfection
www.ranger4.com DevOpstastic
Continuous Delivery change approach
Dev
Version
control
(SVN)
1. Check in changes
Build(Maven)
3. Build
Artefact repository
(Artefactory)
4. Store artefacts
Regression test
(Selenium)
8. Test
Performance test
(JMeter)
9. Load testSysTest
UAT
Production
10. Deploy
CI Test servers 7. Deploy
CI
(Jenkins)2. Monitor for changes
Continuously automatedOn demand – click button to deploy
Deployment(uDeploy)
5. Instruct deployment
Server config(Puppet)
www.ranger4.com DevOpstastic
793 releases July to October 2014
529
108
60 5838
0
100
200
300
400
500
600
CI SYSTEST UAT STAGING PRODUCTION
Releases per Environment
www.ranger4.com DevOpstastic
Automation Benefits
Staff needed Time taken / release
Cost / release
Manual Release 8 3 hours £1,650
Automated Release
2 20 minutes £45
Reduction 89% 97%
19
In the go-live week we did 47 releases, not only did we save £75k on release costs, but there’s no way we could physically done that many releases without significantly increasing team size.
www.ranger4.com DevOpstastic
It’s not just about the automation
• Don’t think DevOps is just about the automation
• There’s a massive cultural shift
• If every change is automated, you know exactly what was
changed, by whom and when.
• We’ve taken away RDP access (there was lots of noise)
• Audit is simpler
• Training the team is much easier
• Therefore its much easier to skill up
www.ranger4.com DevOpstastic
How are IBM/Ranger4 helping?
• Selected IBM UrbanCode Deploy as our application deployment
engine
• Help deliver the 1st phase of the biggest change program Hiscox has
ever undertaken
– Risky? Couldn’t deliver it any other way!
• 50 releases last week in 1 application alone
• 17.5 man days of effort reduced to about 10 minutes
• Help enable reducing a 10 week change cycle down to 2 weeks
• We went from 1 person knowing how to do to do a release to thousands (kind
of!)
• Investigating proof of concept with IBM Rational Test Virtualisation
Server
www.ranger4.com DevOpstastic
Convincing your boss
• Avoid lots of $$$ ROI calculations -
management take these with a pinch of
salt
• Instead focus on time to market, avoided
effort etc
• How are you going to do it otherwise?
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DevOps on a slide…
People Process Technology
Develop, configure, test & support Deploy
2 weeks
Review
Businessconcepts for
change
Continuous analysis and prioritisation
Create teams of “purple people”. They are not “blue” of the business or “red” of the technology, but a blend of the two, hence purple. This is the PITstop concept, this required a significant cultural shift both within IT and with our business teams.
The team, use processes built on the principles of Agile software development
The team use a number of automation tools, to speed up the delivery process, across build, test and deployment
www.ranger4.com DevOpstastic
Takeaways
• The real value is in making change across
people, process and technology, if you can’t
change all three, you will significantly limit
your success
• It’s hard
• It’s well worth it (measure everything to
prove your success)
• If you don’t do it, your competitors will