devops: taking hold - meetupfiles.meetup.com/18747784/devops-taking-hold-final.pdf · faster,...
TRANSCRIPT
We are a Professional Services company offering Consultancy, Integration and Delivery Services to
Communication Service Providers, Network Equipment Providers and Organisations seeking help with Cloud &
DevOps transformations
Privately held, Irish company with over 200 employeesLocations: Dublin (HQ) & Belfast, Ireland; Reading, UK;
Belgrade, Serbia
..Yes we are hiring!
And its underpinned byCultural shifts
Lean-Agile LearningsAutomation
CollaborationCloud
It is the application of Lean principles to the IT Value stream
Delivering software-based services efficiently provides you with a competitive edge, better customer
relationships, lower costs...and a happier workforce
Its what high performing IT organizations (service/application builders) do!
"...every business will become a software business.." Satya Nadella Microsoft CEO, Convergence 2015
"Software Is Eating the World, and It Could Eat Your Business" Marc Andreessen's 2011
2014 - Companies with high performing IT organizations were TWICE as likely to exceed their profitability, market share, and
productivity goals
2015 - High-performing IT organizations deploy 30x more frequently with 200x shorter lead times; they have 60x fewer
failures and recover 168x faster.
-PuppetLabs State of DevOps Survey results (2014 & 2015)
Because the boss said, “We need to do something about this DevOps thing, and we need
some cloud as well!”
Key adoption success factors involve:
1. Making cultural changes (people)2. Adopting new ways of working (process)3. Relentlessly automating build, test and
deployment activities (tools)
Its a journey of transformation not a destination!
People
Process
Tools
Culture
Process
Automation
Culture
Interactions
Technology
PathologicalPower Oriented
BureaucraticRule- Oriented
GenerativePerformance -oriented
Low cooperation Modest cooperation High cooperation
Messengers shot Messengers neglected Messengers trained
Responsibility shirked Narrow responsibilities Risks are shared
Bridging discouraged Bridging tolerated Bridging encouraged
Failure leads to scapegoating Failure leads to justice Failures leads to inquiry
Novelty crushed Novelty leads to problems Novelty implemented
- Westrum, 1994
'..a climate that provides good information flow is likely to support and encourage other kinds of cooperative and
mission-enhancing behaviour..' - Ron Westrum 1994
DevOps “DONE” – fine tuning and tied tightly to business goals
Continuous Improvement across the orgnaization
5) Optimizing DevOps
Happy people with integrated toolchain to pre-empt failure, automate test and deployment – Continuous Delivery
4) Managed DevOps
Automated build, cross-functional teams, product-focused, cultural change underway
3) Fundamental DevOps
Thinking about cultural change, starting to write scripts, looking into test automation
2) Starting DevOps
Outages, war-rooms, blame, unplanned work, delays and defects
1) Not Started DevOps
DevOps Maturity Spectrum
Lots of Help Needed
- Adapted from Ranger4
Generative Culture (Lean-Agile, outcome based)
Bureaucratic, Pathological(not Lean, little or no Agility)
DevOpsWaterfall, home grown
Continuous Deployment & Continuous Improvement
Twice yearly release, large batch sizes, significant WIP,
unplanned work, delays, poor quality…..
Transformation Journey
High cooperation -> Cross-functionalMessengers trained -> Blameless post-mortems
Risks are shared -> Shared responsibilityBridging encouraged -> Breaking down silos
Failure leads to inquiry -> Blameless post-mortemsNovelty implemented -> Experimentation time
Generative Culture Maps to DevOps
Create Urgency Create a visionBuild a guiding
team
Engage Create WinsEnable
EmbedBuild
Create a Climate for Change
Engage and enable organisation
Implement and sustain
8 Step Change Model
- Adapted from Kotter, 1995
Activity Achievement
Define & reduce lead time for major new requirements
From “undefined” to < 3 months
Feature delivery timeFrom > 6 weeks to < 1 week including
elimination of 3 week sequential test cycle
Pipeline AutomationFrom legacy frequently breaks ensuring no
legacy regressions – automatic night run across all environments and full ST and regressions
Improve bug detection > 25% increase
Reduce upgrade time From months* to under 5 hours
*customers said never-ending
Overall achieved Zero-downtime deployment
Customer Case Study
Create UrgencyBuild a guiding teamCreate a vision
\\\\\CXO
Head of
Development
Head of
Operations
PMO Dev DBAs Test Security Release Infra. Support
Executive sponsorship is crucial!
Find and foster champions!
- Adapted from Ranger4
The Business
\\\\\CXO
Head of
Development
Head of
Operations
Product Product Product Test Security Release Infra. Support
Can lead to …
Re-org around productsBusiness and Dev working closer
Beginning to break down silos
Not all PO are DevOps advocates
The Business
Communicate the vision (engage)
"If you can't communicate the vision to someone in 5 minutes or
less and get a reaction that signifies both understanding and interest, you aren't done with the
phase..." Kotter 1995
\\\\\CXO
Change Run
Product Product Product Product Security Release Infra. Support
DevOps
The Business
Another Silo? Anti-pattern alert!
CXO
Change Run
Product Product Product Product Security Release Infra. Support
The Business
DevOps Proliferating
Empower TeamsCreate early wins
Consolidate the improvementsEmbed the new culture
Cultural change requires patience and time - often several years. This is just one reason why top management support is crucial to sustaining the pressure to change.
CXO
Customer Innovation Management
DevOps Dream Realised!
IT IS the business and everyone is involved in delivering value and contributing to the business
ProductTeam 1
ProductTeam 2
ProductTeam 3
ProductTeam 4
ProductTeam 5
ProductTeam N
The Business
Get busy...
• Build CI & CD pipeline & tooling• Automate everything • Adopting Cloud IaaS for Dev & Test and Production• Cloud native application transformation, moving your existing application estate to microservices
..but that’s another days work!
Surveys show promise but there is plenty to be doneCompanies at Advanced Stage of DevOps deployment (cross-organisation deployment)
•UK 11%•Switzerland 23%•Spain 13%•France 12%•Germany 10%
84% of UK organisations agree DevOps (IT and Business alignment) is important ONLY 36% have it as a goal
- 2015 survey from Freeform Dynamics, sponsored by CA Technologies
w: ammeon.comt: @Ammeon, @finners_99e: [email protected]
• www.ammeon.com - visit our blog and white papers• The Toyota Way, Jeffrey K. Liker• Continuous Delivery: Reliable Software Releases through Build, test and
Deployment Automation, Jez Humble & David Farley• The Lean Startup, Eric Reis• Product Development Flow Donal G. Reninersten• The Phoenix Project, Gene Kim, Kevin Behr, and George Spafford• Lean Enterprise and Lean Enterprise - How High Performance Organisations
Innovate at Scale, Jez Humble, Joanne Molesky and Barry O'Reilly• DevOps Blog at CMU https://insights.sei.cmu.edu/devops/• DevOps Top 10 List: http://www.stackdriver.com/top-devops-influencers-
blogs-follow/• ww.techbeacon.com• www.devops.com• Follow: @allspaw @adrianco @realgenekim @jezhumble etc.