agile it operatinos - getting to daily releases

TriAgile 2017 - Agile IT Operations - Getting to Daily Releases

By Devin B. HedgeTriAgile 2017

Principal Transformation Consultant

devin.hedge@leadingagile.com

+1 (703) 625-1172

www.leadingagile.com

twitter.com/devinhedge

facebook.com/leadingagile

linkedin.com/in/devinhedge

Devin B. Hedge

The outcomes so far have been:• Significant improvement in Customer Lead Time (Time to Market)

• Significant improvement in Production Lead Time (Server

Provisioning Time)

• The ability to respond to immediate need to provide capacity due

to events such as downed airplanes, regulatory changes, and

market launches

• Prevention of system-related Production Incidents (PIs)

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What is Agile IT Operations?

An organizational construct that plans for, designs, implements a supports a Dynamic

Infrastructure Platform using a DevOps orientation.

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What is a DevOps orientation?

The Mashup of Development and Operations that implements…• The Technical Practices of Flow• The Technical Practices of Feedback• The Technical Practices of Continual Learning and Experimentation

And it is Grokked to the extent that DevOps is a part of everyone’s DNA.

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Inspired by The DevOps Handbook: How to Create World-Class Agility, Reliability, and Security in Technology Organizations by Gene Kim, Jez Humble;,Patrick Debois, and John Willis; IT Revolution Press.

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The Agility Journey

Pred

icta

bilit

y Adaptability

Emergence

Convergence

AEPEPC AC

Ad-Hoc

Traditional Agile

Lean Startup

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Pred

icta

bilit

y Adaptability

Emergence

Convergence

AEPEPC AC

Ad-Hoc

Lean/Agile Agile

Lean Startup

OrgSlice

Low Trust

Become Predictable Reduce Batch Size

Fully Decouple

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Pred

icta

bilit

y Adaptability

Emergence

Convergence

AEPEPC AC

Ad-Hoc

Lean/Agile Agile

Lean Startup

OrgSlice

Low Trust

Become Predictable Reduce Batch Size

Fully Decouple

PhaseOne

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Pred

icta

bilit

y Adaptability

Emergence

Convergence

AEPEPC AC

Ad-Hoc

Lean/Agile Agile

Lean Startup

OrgSlice

Low Trust

Become Predictable Reduce Batch Size

Fully Decouple

PhaseOne

PhaseTwo

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Pred

icta

bilit

y Adaptability

Emergence

Convergence

AEPEPC AC

Ad-Hoc

Lean/Agile Agile

Lean Startup

OrgSlice

Low Trust

Become Predictable Reduce Batch Size

Fully Decouple

PhaseOne

PhaseThree

PhaseTwo

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Pred

icta

bilit

y Adaptability

Emergence

Convergence

AEPEPC AC

Ad-Hoc

Lean/Agile Agile

Lean Startup

OrgSlice

Low Trust

Become Predictable Reduce Batch Size

Fully Decouple

PhaseOne

PhaseThree

PhaseFour

PhaseTwo

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Pred

icta

bilit

y Adaptability

Emergence

Convergence

AEPEPC AC

Ad-Hoc

Lean/Agile Agile

Lean Startup

OrgSlice

Low Trust

Become Predictable Reduce Batch Size

Fully Decouple

PhaseOne

PhaseThree

PhaseFour

PhaseTwo

PhaseFive

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Typical Traditional IT Operations Structure

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Typical Traditional IT Operations StructureSales Systems Billing Systems Back Office ERP Systems

Data Center

Storage

Server Operations

Network Operations

Security

NOC

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Typical Traditional IT Operations StructureSales Systems Billing Systems Back Office ERP Systems

Service Strategy

Service Design

Service Transition

Service Operations

Continuous Service Improvement

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The Three Horizons Framework for Investment Themes

h1 h2 h3

Today’sRevenue

Tomorrow’sRevenue

Innovation, Ideas, and Future

Revenue

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The Three Horizons Framework for Investment Themes

h1 h2 h3

Today’sRevenue

Tomorrow’sRevenue

Innovation, Ideas, and Future

RevenueService Operations

Service Design/Service Transition

Service Strategy

Continuous Service Improvement

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Match the Agile Framework to the Type of Work

h1 h2 h3

Today’sRevenue

Tomorrow’sRevenue

Innovation, Ideas, and Future

RevenueService Operations

Service Design/Service Transition

Service Strategy

Continuous Service Improvement

Kanban orScrumban

ScrumScrumban

Lean Startup + Scrum

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Agile IT Operations at Basecamp 2Sales Systems Billing Systems Back Office ERP Systems

Development

Service Operations

DevOps

Development Development Development

IT O

pera

tions Demand Management

Service Design

Service Operations

Serv

ice

Stra

tegy

ContinuousServiceImprovement

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Agile IT Operations at Basecamp 2Sales Systems Billing Systems Back Office ERP Systems

Development

Service Operations

DevOps

Development Development Development

IT O

pera

tions Demand Management

Service Design

Service Operations

Serv

ice

Stra

tegy

ContinuousServiceImprovement

CrossFunctionalTeams21

Agile IT Operations at Basecamp 3Sales Systems Billing Systems Back Office ERP Systems

Development Development Development Development

ITO

pera

tions

ServiceDesign

Service Operations

Serv

ice

Stra

tegy

DevOps DevOps DevOps DevOps

DemandManagement

ServiceDesign ServiceDesign ServiceDesign

Tier1Spt Tier1Spt Tier1Spt Tier1Spt

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Agile IT Operations at Basecamp 3• Build Quality

• InWork in Small Batches

• Computers Perform Repetitive Tasks, People Solve Problems

• Relentlessly Pursue Continuous Improvement

• Everyone is Responsible -- No Handoffs between Functions (Servers, Network, Security, Storage, etc)

The Build Pipeline Now Includes Provisioning Automation and Environment

Orchestration

Continuous IntegrationBamboo, Jenkins, Anthill Pro, Teamcity, etc.

Planning and Lifecycle ManagementVersionOne, CA Rally, Jira, AgileCraft

Provisioning Automation and Orchestration

Capistrano, Cobbler, Puppet, Chef, Bcfg2, Vagrant, AWS Cloud Formation, Windows

Azure

Service Catalog through a Self-Service Portal

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Agile IT Operations at Basecamp 3

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Cloud

On-PremVirtualization

On-Prem BareMetal

GitLab

Jenkins

PuppetServer

Agile IT Operations at Basecamp 4/5Sales Systems Billing Systems Back Office ERP Systems

Developmentw/DevOps

Skills

ITO

pera

tions

ServiceDesign

Serv

ice

Stra

tegy

DemandManagement

ServiceDesign ServiceDesign ServiceDesign

Tier1Spt Tier1Spt Tier1Spt Tier1Spt

Developmentw/DevOps

Skills

Developmentw/DevOps

Skills

Developmentw/DevOps

Skills

DemandManagement

DemandManagement

DemandManagement

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Agile IT Operations at Basecamp 4/5

• IT Operations is Federated with Centralized Standards

• It is easier to Provision and Replace Existing Environments than to ”Migrate Software” and “Apply Patches”

• Everything is “Prod-Like”

The Build Pipeline Now Includes Provisioning Automation and Environment

Orchestration

Continuous IntegrationBamboo, Jenkins, Anthill Pro, Teamcity, etc.

Planning and Lifecycle ManagementVersionOne, CA Rally, Jira, AgileCraft

Provisioning Automation and Orchestration

Capistrano, Cobbler, Puppet, Chef, Bcfg2, Vagrant, AWS Cloud Formation, Windows

Azure

Service Catalog tailored to each

Business Capability Area

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Six Key Areas

Area 1Cross-Functional Teams along a Value Stream of Service Management

Engineering and Administration

Servers

Security

Performance

Storage

Network

Middleware

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Area 2Differentiate Work Types and Separate into Backlogs

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Area 2Differentiate Work Types and Separate into Backlogs

•Product Work•IT Project Work•Changes/Maintenance•Unplanned

Source: The Phoenix Project

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Area 3Use Metrics to Drive Decisions

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Area 3Use Metrics to Drive Decisions

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Area 4Control the Environment(Hands Free)

Source: carscoops.com

Source: carscoops.com

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Area 5Control the Flow using Management and Technical Practices

Source: howstuffworks.com

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Management PracticesScrum, Kanban and Scrumban

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Technical PracticesXP meets IT Ops

(PaaS/IaaS and IaC)

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Area 6Continuous Feedback, Improvement, Learning and Experimentation as a Structure and a Habit

ServiceStrategy

ServiceDesign

[ServiceDevelopment]ServiceTransition

ServiceOperations ContinualServiceImprovement

Based on ITIL v2011

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Gotchas Source: twitter.com

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Trying to be at

Basecamp 3 or 4

without the

organizational

discipline of

Basecamp 2PhaseOne

PhaseFour

PhaseTwo

PhaseFive

Your Org is Here

Your Tools are Here

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System Administrators

orEngineers Who Can’t

CodeSource: microsoft.com

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Lack of Complex Tactic Skills

• Lean Thinking

• Differentiate Between Agile Adoption & Agile

Transformation

• Divergent Thinking over Convergent Thinking

• Principle Focus over Practice Focus Over

Process Focus

• Awareness

• Action Inquiry

• Stewardship/Craftsmanship

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Summary

• Area 1 - Cross-Functional Teams along a Value Stream of Service Management

• Area 2 - Differentiate Work Types and Separate into Backlogs

• Area 3 - Use Metrics to Drive Decisions

• Area 4 - Control the Environment (Hands Free)

• Area 5 - Control the Flow using Management and Technical Practices

• Area 6 - Continuous Feedback, Improvement, Learning and Experimentation as a Structure and a Habit

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Questions?

Resources• LeadingAgile Blog and Newsletter: http://leadingagile.com

• Personal Blog: http://devinhedge.com (Not much there.)

• Books, Blogs and Downloads…

• Kim, Gene; George Spafford; Kevin Behr (2005-06-15). The Visible Ops Handbook: Implementing ITIL in 4 Practical and

Auditable Steps. IT Process Institute, Inc..

• Kim, Gene; Behr, Kevin ; Spafford, George (2013-01-10). The Phoenix Project: A Novel About IT, DevOps, and Helping Your

Business Win. IT Revolution Press.

• Kniberg, Henrik (2011-12-14). Lean from the Trenches: Managing Large-Scale Projects with Kanban.

• Morris, Kief (2016-06-09). Infrastructure as Code: Managing Servers in the Cloud. O'Reilly Media.

• Gene Kim and the IT Revolution Team, The IT Revolution DevOps Guide Selected Resources to Start Your Journey.

http://itrevolution.com/wp-content/uploads/2016/06/itrev-devops-guide-5-2015.pdf Accessed on December 1, 2016.

• Kim, Gene; The Three Ways: The Principles Underpinning DevOps. IT Revolution blog. http://itrevolution.com/the-three-

ways-principles-underpinning-devops/ Accessed on December 1, 2016.

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