How to create awesome customer experiences

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  • How to create awesome customer experiences

  • About Your Speaker: Ola Risheim

    Business Developer@Lumagate

    Email: ola.risheim@lumagate.com

  • WE DRIVE BUSINESS EVOLUTION FORWARD

  • WE DRIVE BUSINESS EVOLUTION FORWARD

  • WE DRIVE BUSINESS EVOLUTION FORWARD

    App

    Platform

    Operations and infrastructure

    App

    Platform

    Ops &

    infra

    Today Tomorrow

  • Advanced analytics & developement1. Choose the Right Data

    2. Build Models That Predict and Optimize Business Outcomes

    3. Transform Your Companys Capabilities

  • About Your Speaker: Morgan Simonsen

    Cloud Evangelist@Lumagate

    P-TSP@Microsoft

    MCSE, MCSA, MCT

    MVP

    Twitter: @msimonsen

    Email: morgan.simonsen@lumagate.com

    Blog: morgansimonsen.com

  • WE DRIVE BUSINESS EVOLUTION FORWARD

    AgendaMaking technology relevant for the business

    Delivering great features, fast and with high quality to win in the marketplace

    DevOps

    Software Architecture

    Culture

  • We Drive Business Evolution Forward

    How we work with customersLumagate is a business partner that helps customers use technology to achieve their organizational and business goals

    Every company is a technology company

    Focus on knowing the customers business

    Focus on culture

    Technology as a means to achieve business goals

    Long term strategic engagements, embedded with the customer

    Trusted Advisors, Full Stack Engineers and Subject Matter Experts

  • We Drive Business Evolution Forward

    Where are you?Bespoke

    Turnkey

    CustomerEmployee

    Internal IT

    Business IT

  • We Drive Business Evolution Forward

    Cloud Hosting Options

  • We Drive Business Evolution Forward

    Why are developers important?

    Because software is magic; you need wizards

    Developers give value to customers

    Software engineers created your products and tools, and are building you business critical software

    IT Pros need to become Ops Engineers

    Ops Engineers and Developers enable DevOps

    Steve was right

    Microsoft CEO Steve Ballmer at Microsofts 25th

    Anniversary event in September 2000

  • We Drive Business Evolution Forward

    Software Development Lifecycle

    build test release

    monitorplan

    CustomerDeveloper

  • We Drive Business Evolution Forward

    DevOpsDevOps is about speeding up the SDL

    We focus on outcomes

    Culture, technology and tools

    Changing what people do changes the culture

    Resolve the core, chronic conflict between dev and ops

    The Three Ways The Principles of Flow

    The Principles of Feedback

    The Principles of Continual Learning and Experimentation

    Shared Goals

    How to integrate Dev and Ops?

    Technology to enable the principles come later The Phoenix Project: A Novel About IT, DevOps, and Helping Your Business Winby Gene Kim, Kevin Behr, George Spafford

  • We Drive Business Evolution Forward

    A Note on Outsourcing

    IT outsourcing is a tactic used to control costs through contractually-enforced stasis

    Firm, fixed prices that schedule annual cost reductions

    Organizations are unable to respond to changing business and technology needs

    For companies who are now coming off

    of five-year IT outsourcing contracts, its

    like theyve been frozen in time, during

    one of the most disruptive times in

    technology.Adrian Cockcroft

  • We Drive Business Evolution Forward

    DevOps@AmazonAmazon Retail Website had legacy monolithic architecture

    CEO Jeff Bezos initiated changes in 2001

  • We Drive Business Evolution Forward

    Jeff Bezos Big Mandate (2001)/Steve Yegges Architecture Rant

    1. All teams will henceforth expose their data and functionality through service interfaces.

    2. Teams must communicate with each other through these interfaces.

    3. There will be no other form of interprocess communication allowed: no direct linking, no direct reads of another team's data store, no shared-memory model, no back-doors whatsoever. The only communication allowed is via service interface calls over the network.

    4. It doesn't matter what technology they use. HTTP, Corba, Pubsub, custom protocols --doesn't matter. Bezos doesn't care.

    5. All service interfaces, without exception, must be designed from the ground up to be externalizable. That is to say, the team must plan and design to be able to expose the interface to developers in the outside world. No exceptions.

    6. Anyone who doesn't do this will be fired.

    7. Thank you; have a nice day!

  • We Drive Business Evolution Forward

    DevOps@AmazonOrganization: Small cross-functional teams

    Culture: shared goals, total freedom and full responsibility

    Architecture: Service Oriented Architecture (SOA)

    Today Microservices

    Tools: Self-service (automated), technology agnostic, loosely coupled

    Delivery: Automated continous delivery pipeline

  • We Drive Business Evolution Forward

    DevOps@Amazon2011: Amazon performs approximately seven thousand deploys per day

    2015: 130,000 deploys per day

    ~50 million deploys/year

  • We Drive Business Evolution ForwardWe Drive Business Evolution Forward

    Organizational Archetypes

    FUNCTIONAL ORIENTED (COST)

    Typical model for Operations

    Hierarchical

    Teams organized by function; network, DB

    Optimize for expertize, division of labor, reducing cost

    Siloed, long lead times, multiple hand offs, no shared goals

    MARKET ORIENTED (SPEED)

    Typical for DevOps

    Flat

    Teams are cross functional; Operations, QA, Infosec embedded into the team

    Optimize for responding quickly to customer needs

    Work independently, safely and at speed

  • We Drive Business Evolution Forward

    Designing for ResiliencyIdentify critical components

    Design for failure modes

    Inject failures into production regularly

    Rehearse incidents

    Learn and improve

    Design features and components for graceful degradation

  • We Drive Business Evolution Forward

    Resiliency@NetflixOn April 21, 2011 the entire Amazon AWS US-EAST availability zone went down (10 data centers/500+ million servers)

    Almost all AWS customers impactedexcept Netflix

    The Simian Army Chaos Monkey, Chaos Gorilla, Chaos Kong, Latency Monkey,

    Conformity Monkey, Doctor Monkey, Janitor Monkey, Security Monkey

    Great Amazon Reboot of 2014, Nearly 10% of the entire Amazon EC2 server fleet had to be rebooted to

    apply an emergency Xen security patch

    Netflix had zero downtime

    No one in the Netflix offices that weekend; they were all at a party in Hollywood!

  • We Drive Business Evolution Forward

    Software Architecture PatternsGoal: loosely coupled components with bounded contexts

    Service Oriented Architecture (SOA)

    Microservices

    What is a microservice? Does one and only one thing

    Is owned by a small team

    Is very small and performant

    Can be swapped out with zero impact

    Evolutionary architecture Migrate to more suitable architecture patterns as the business needs

    change

    eBay and Google are both on their 5th complete rewrite of their architecture from top to bottom

    How to migrate from what we have to what we need? Strangler approach

  • We Drive Business Evolution Forward

    Continuous Experimentation, Learning and Improvement

    The improvement of daily work is more than important than daily work itself.

    Technology work is a fundamentally experimental endeavor, and should be managed as such

    Fail often and fail fast

    Safe work environment

    Blameless culture

  • We Drive Business Evolution Forward

    Value Stream Mapping (VSM)A value stream is the sequence of activities an organization undertakes to deliver on a customer request.*

    A value stream is the sequence of activities required to design, produce, and deliver a good or service to a customer, and it includes the dual flows of information and material.*

    Optimize the Value Stream for a feature, product, service etc.

    Current State Map vs. Future State Map

    Make decisions on numbers and data, not feelings

    Optimization and automation of the value streams delivery pipeline

    Data may disappoint, but it never lies.Jay Samit, Disrupt Yourself!

    * Martin, Karen; Martin, Karen; Osterling, Mike; Osterling, Mike. Value Stream Mapping: How to Visualize Work and Align Leadership for Organizational

    Transformation (Kindle Locations 233-235). McGraw-Hill Education. Kindle Edition.

  • We Drive Business Evolution Forward

    VSM Example

    LT = 8 weeks

    PT = 1 week

    %C&A (3) = 90 %

    %C&A (4) = 75 %

    5

    GroomFeature

    2

    LT = 4 weeks

    PT = 10 hours

    %C&A (5) = 100 %

    %C&A (6) = 50 %

    5

    CreateUser Story

    3

    LT = 70 hours

    PT = 70 hours

    %C&A = 75 %

    1

    Design UserInterface

    4

    LT = 4 weeks

    PT = 3 hours

    %C&A = 90 %

    6

    PlanRelease

    5

    LT = 1 week

    PT = 2 days

    %C&A = 90 %

    1

    PlanTest

    6

    LT = 4 weeks

    PT = 10 hours

    %C&A = 90 %

    5

    DevelopFeature

    7

    Automated

    0

    AssureQuality

    8

    Automated

    0

    DeployUser Story

    9

    LT = 4 weeks

    PT = 3 hours

    %C&A =

    1

    DoTest

    10

    LT = 2 weeks

    PT = 4 days

    %C&A =

    2

    PrepareRelease

    11

    3

    AutomatedTest

    12

    LT = 1,5 weeks

    PT = 4 days

    %C&A =

    3

    AcceptanceTesting

    13

    LT = 2 days

    PT = 5 hours

    %C&A =

    2

    Deployto Production

    14

    LT = 4 weeks

    PT = 5 hours

    %C&A =

    2

    Verify Featurein Production

    15

    LT = 2 days

    PT = 1 day

    %C&A =

    Customer

    1

    TFS LEAN Board Team CityPowerPoint Excel Email Confluence

    Insurance CompanyCurrent State Value Stream Map

    Mid-Sized Feature DeliveryDemand Rate = ?

    Value Stream Champion: ?December 2016

    15 15

    1 week

    8 weeks

    1,75 weeks

    4 weeks

    1,525 weeks

    4 weeks

    0,8 weeks

    1,5 weeks

    0,125 weeks

    0,4 weeks

    0,125 weeks

    4 weeks

    0,2 weeks

    0,4 weeks

    Total PT = 5,525

    Total LT = 22,3 weeks

    Activity Ratio = 24,77 %

    Rolled %C&A = 30,4 %

  • We Drive Business Evolution Forward

    Closing RemarksYou need the right culture and the right architecture

    You need the right technology to underpin that culture and architecture

    This enables speed and quality

    Speed and quality lets you beat the competition

    Either you disrupt your company or someone else will

  • We Drive Business Evolution Forward

    Questions?

    Thank you,

    and be safe!