emc world 2016 steps to devops by brian roche

BRIAN ROCHE: A PRAGMATIC LOOK AT LEAN1

BRIANROCHEBOS


BRIANROCHEBOS

2© Copyright 2016 EMC Corporation. All rights reserved.

STEPS TO DEVOPS – A PRAGMATIC LOOK AT LEANBRIAN ROCHE


BRIANROCHEBOS

our world has changed

BRIAN ROCHE: A PRAGMATIC LOOK AT LEANBRIANROCHEBOS


BRIANROCHEBOS

The software disruption

Software is eating the world…– Marc Andreessen, 2011

Daily Steps

Oil & gas

Big data

d

cars

Self driving

agriculture

efficiency


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Your world has changedSome of you may not have

changedMany careers may face extinction



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S&P index


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Your world has changedSome of you may not have

changedMany careers may face extinctionThere is a better way

Learn by doing



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Transform your team

Transform your company

Transform yourself

Learn by doing



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What will you get out of this talk?

Time to marketspeed

Sustainable bizsuccess

The basicsdevops


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Steps to devopsA pragmatic look at lean

Brian Rochedojoblog.emc.com@brianrochebos @emcdojo


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The emc dojo team is hereJoin us at our booth


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How do I get started? Dive right inAct your way to new thinking, Learn by ‘doing’

TAKE THE FIRS

T STEP

Learn by doin

g

Keep learning


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steps to transformation

BALANCED TEAMS

BUILD, MEASURE,

LEARN

BMLTEST DRIVEN

DEVELOPMENT

tdd

MINIMUM VIABLE PRODUCT

MVPTIME,

INVENTORY

CONTINUOUS DELIVERY

CD

FEEDBACK

pairing

ELIMINATE WASTE

EXTREME PROGRAMMING

CONTINUOUS IMPROVEMENT

SUSTAINABLE PACE


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Edward hieattSvp – services at pivotal

labs

“The secret to our success is pair programming.

“


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PAIRINGlaying the foundation



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Everything is a-okMeet Jackie

Works in a software companypromoted to director of engineeringManages an enterprise applicationToday is her first day with her new team


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MEET jackie’s TEAMTHE A-TEAM

ROCKSTARS

Everyone on Jackie’s team

is a super star. Heroes in their own

right.

EXPLORERS

THEY BLAZE THE TRAIL ON

NEW FUNCTIONALIT

Y always working alone.

ROCKET SCIENCE

WHAT THEY WORK ON IS LIKE ROCKET SCIENCE AND

YOU WOULDN’T

UNDERSTAND.

reckless

LIKE A ROCK CLIMBER WORKING

WITHOUT ANY SAFETY GEAR.

SUPER HERO

THEY ARE THE SINGLE POINT OF FAILURE.

IRREPLACEABLE – LIFE

WOULD END WITHOUT

THEM.


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Jackie’s team sits here


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PRODUCTION OUTAGEALL USERS LOCKED OUTCUSTOMERS ARE FURIOUS

“System wide outage brings critical business transactions to a halt.” SYSTEM ERROR


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SYSTEM ERROR

WHAT CAN WE DO?Pull the entire team together to brainstorm a solution

Outages happen all the timeDevelopers afraid to touch the codeEvery change leads to regressionContinuous restarts to avoid disaster

If only There was a better way


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PAIR PROGRAMMINGHOW IT WORKS

TWO DEVELOPERS WRITE CODE AT 1 MACHINE1DRIVER IMPLEMENTS THE CODE2OBSERVER NAVIGATES AND REVIEWS THE CODE3BOTH THINK ABOUT STRATEGIC IMPLICATIONS4


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welcome to the new worldFun, Open, collaborative

environments

WE VALUE APTITUDE OVER SPECIALIZATIONCONTINUOUSLY ADAPTING TO CHANGE

ROTATE OFTEN

WE WOULD NEVER GO BACK!

Rediscover software development

QUICKERON-RAMP

BETTERENGAGEME

NT

HIGHERCODE

QUALITY

SHARED ‘context’

ADAPTIVE TO

CHANGE

EMPATHY



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XPExtreme

ProgrammingCODE REVIEWSARE GOOD, WE DO THEM ALL THE TIME

SIMPLICITYWE BUILD THE

SIMPLEST THING AND ITERATE

TESTING & INTEGRATIONIS GOOD, WE DO IT ALL THE TIME

SHORT ITERATIONSBUILDING SMALL

ENABLES US TO ADAPT TO CHANGES QUICKLY

DESIGNACTIVELY THINKING ABOUT YOUR CODE IS GOOD, WE DO IT ALL THE TIME

ARCHITECTUREA GOOD ARCHITECTURE

IS IMPORTANT, WE FOCUS ON IT EVERY

DAY


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Welcome to the new world



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THE RESULTs OF adopting pair programming

EMPATHY FOR CUSTOMEREMPATHY FOR EACH OTHERSOLVE PROBLEMS TOGETHER

OWNERSHIP OF PROBLEMSNO MORE ROCK STARS

WE RAISE THE WATER LEVEL OF ‘KNOWLEDGE’ IN THE TEAM CONSISTENTLY BECAUSE WE ROTATE PAIRS OFTEN.

EMPATHY FOR EVERYONE

SHARED RESPONSIBILITY

Higher quality code

PAIRING


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TDD & Continuous

deliveryBRIAN ROCHE: A PRAGMATIC LOOK AT LEANBRIANROCHEBOS


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Cost of change curve

Cost

of c

hang

e

Time

requirements Analysis &design

coding productionqa


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TDD TEST DRIVEN DEVELOPMENTHOW IT WORKS

1 WRITE AUTOMATED TEST CODE FIRST

2 RUN THE TEST = RED (FAILED)

3 WRITE SOME CODE = GREEN (TEST PASS)

4 CLEAN UP THE CODE = REFACTOR


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TDD BENEFITS

Safety net

DEPLOYMENT

Lean codeFAST

FEEDBACK

QUALITY


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Continuous Delivery PipelineWhen the pipeline stops,

we stop

Step 3CONTINUO

USINTEGRATI

ON

Step 2

Run test automat

ion customer

feedbackStep 4

DEPLOYStep 1

Write the code

WE ARE GOOD AT SHIPPING CODE BECAUSE WE SHIP ALL THE TIME



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Continuous delivery

Immediate feedbackShorten the cycle of releases so you can get visible, immediate feedback

Adaptability Adaptability trumps rigidity, a key operating philosophy at the EMC Dojo

Deliver completed software, immediately Bi-weekly release are not CI

Pace to marketPace-to-market will become of your competitive advantage

Small batch releases are your friendCI enables software to be pushed to production TDD enables this reliably


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THE RESULTs OF adopting tdd and CI

PAIRING

CHANGE CODE WITH CONFIDENCE. FEEDBACK ON REGRESSIONS.

DELIVER IMMEDIATELY WITH CONFIDENCE

CUSTOMERS CONSUME UPGRADES SEAMLESSLY

DELIVER CODE RAPIDLY

Customer confidence

Seamless upgrades

tdd

CI/CD


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Build, measure, learn



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The worst thing that can happen when you release software is, no one cares.


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WATERSCRUMFALLSO WHAT’S WRONG WITH IT ANYWAY?

All requirements are well known

Product definition is stable

Technology is well understood

There’s nothing wrong if …

Little adaptation to customers is needed


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Sequential design process used in software

development

Waterfall

maintenance

verification

implement

Design

Requirements

The Lean revolution

TAIICHO OHNOThe Toyota Production System

The customer should be The most important part of

the production process


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Potential waste

ACHIEVING FAILURECustomer feedback is

quarters away

Q1 Q2 Q3 Q4

Design

Build

Test

Release 1

InceptionRisk

= U

n-va

lidat

ed E

ffort


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Lean is a strategy for

building software in

times of extreme

uncertainty


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BUILD MEASURE LEARN CYCLEValidated Learning

Build

Measure

Learn

Risk

= U

n-va

lidat

ed E

ffort

Time

Build

Learn Learn Learn

Measure

Learn

Build

Measure

Learn

Build

Measure

Build

Measure

Build

MeasureBuild

Measure

Learn


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THE RESULTs OF adopting BML

PAIRING

CUSTOMER VALIDATES THE DELIVERABLE

LESS UN-VALIDATED EFFORT

LESS THROW AWAY WORK

Quick feedback

Reduced inventory

Less waste

tdd

CI/CD

BML


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MVPBRIAN ROCHE: A PRAGMATIC LOOK AT LEANBRIANROCHEBOS


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Answering the question, ‘How can we build more quickly?’

Is only one part of the equation, we need figure out ‘what’ to build and do it quickly.


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Should we build this product?

The dominant question is notCan we build this product?


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failureThe great equalizer



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BUILD MEASURE LEARN CYCLE

measure

BUILD

learn

TddContinuous integrationContinuous

deliveryrefactoring

Customer interviews

The five whysFalsifiable hypothesisSplit tests

Split testsUsability testsClear product

ownerNet promoter

score

mvp


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Minimum viable product

+ + =FIGURE OUT

THE PROBLEM THAT NEEDS TO BE SOLVED AND DEVELOPING A

(MVP) TO BEGIN THE PROCESS

OF LEARNING AS QUICKLY AS POSSIBLE.

01DID OUR

SOLUTION SOLVE THE

CUSTOMER’S NEEDS? IS

THE SOLUTION VALUABLE?

02DID WE

VALIDATE OUR HYPOTHESIS ABOUT THE PRODUCT STRATEGY

AND ENGINE OF GROWTH?

03OUR ULTIMATE

GOAL IS TO BUILD A

SUSTAINABLE BUSINESS

WITH MAXIMUM

ACCELERATION

04The problem valuable Pivot or persevere

Sustainable business


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User Stories

Pivotal LabsProduct Manager

Heddy Stern

PM

User stories are the smallest possible change to the product that will bring incremental value to users.

““


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It begins withan assumption

What’s the smallest thing we can build to solve the customer problem.What & why

A feature implemented independent of other stories.independent

A complete piece of user ‘value’ with a clear definition of done.complete

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Build Measure LearnThe correct way to BML

Iteration 4Iteration 3Iteration 1 Iteration 2

The smallest possible ‘thing’Build

Did it solve the customer problem?

MeasureDid it solve the customer problem?

Learn



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THE RESULTs OF adopting MVP

PAIRING

measure the progress we are making

Is our hypothesis correct?Are we on the right track?Did we solve the customer’s problems

Product usage can be measured

Innovation accounting

Pivot or persevere

Quantitative measurement

tdd

CI/CD

BML

MVP


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eliminate wasteBRIAN ROCHE: A PRAGMATIC LOOK AT LEANBRIANROCHEBOS


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Lean manufacturingTypes of waste

transport inventory motion waiting

skillsdefectsOver

processing

Over productio

n


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Team focus?Does your focused team

look like this?

Endless meetingsConstant interruptionsCollaboration overJuggling 5 projects

email


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Devopsfocused work week

monday

Stand up

Business value

personal

lunch

Business value

9:00 am

1:30 – 6:00 afternoon

6:00 pm end

12:30 – 1:30 Lunch

9:15 – 12:30 morning

tuesday

Stand up

Business value

personal

lunch

Business value

wednesday

Stand up

Business value

personal

lunch

Business value

thursday

Stand up

Business value

personal

lunch

Business value

friday

Stand up

Business value

personal

lunch

Business value


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3 meetings to success

daily standup

15 minutes

iteration planning

30 minutes

retrospective

60 minutes


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Our focus

We sit togetherPM, UX, Dev all sit

together, everyone around us is working on

the same goal. The space is really important

One goalSmall teams work on a

single shared problem.

Avoid wasteMeetings are waste, keep

them to a minimum. IPM, Retro, Standup

Eliminate idle timeLong running tasks >20

minutes = pickup another story from the

backlog


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THE RESULTs OF adopting eliminating waste

PAIRING

Team focused on what mattersSingle focus

Teams sit together to reduce communication waste

Team is more productiveWorking on what mattersThey deliver more quickly and feel happier

focus

Co-location

productivity

tdd

CI/CD

BML

MVPeliminat

ewaste


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Feedback, Balanced teamsBRIAN ROCHE: A PRAGMATIC LOOK AT LEANBRIANROCHEBOS


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Unresolved conflict – the silent team killerTeam performance

Time PressuresIneffective

Communication Feedback

PracticeThe Blame

Game

Assuming malicious

IntentBack stabbing and coalition

forming

HarborGrudges

Everyone

is the

enemy



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Research on Great teams

collaborationTime spent

collaborating has increased

to 50% or more

50%

startGoogle

commissioned research to

begin 5 years ago

5

teamsExamined 180 teams across

the entire company

180

patternsAfter

surveying 180 teams, google

found no patterns

0work

¾ of people’s day is spent collaborating

with team mates

¾


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What makes a great team

Teamnorms psychologi

calsafetyheard

mutualrespect

socialsensitivit

ydependab

ility



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Retros (retrospectives)Our ‘way’ of working changes

all the time

Whole-team

learningTeams learn to navigate conflict, by having uncom-

fortable, but necessary discussions.

Generateaction

More than an end of iteration wrap-up. Teams generate real

actions and change.

teamissuesTeam issues are as

challenging as technical issues – if not more so.

development

processTeams assess their ability to break down and solve problems and make

improvements.


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THE RESULTs OF incorporating feedback

PAIRINGtdd

CI/CD

BML

MVPeliminat

ewaste

Feedback

BALANCED

TEAMS


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OPSRELEASEENG

RELEASEENGDEVELOPMENT

devopsQA OPS


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devopsdevopsdevo

ps

Shared ownershipempathy

predictability Higher qualityContinuous delivery

Seamless upgradesLess waste

focus

tddpairing

Automate everything Better-closer-togethertrust

devopsbetter

together


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Inside outtheHappens from Evolution



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Don’t swim half way and turn backTransform yourself



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conclusionWhat have we learned?

There is a Better way

The worldHas

changedLearn by

doingTransform yourself

Change the

world



BRIANROCHEBOS

Thank youdojoblog.emc.com@brianrochebos @emcdojo


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What will your transformation look like?

Share your devops transformation story

@brianrochebos
