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© Nokia 2017
What is Lean?Lean is an operational excellence
strategy that enables us to change for
the better.
Lean-Introduction / Lean Basic Training
© Nokia 2017
Lean-Introduction / Lean Basic Training
What is Kaizen?
The Japanese term Kaizen or “continuous improvement”
describes the incremental change for the better!
© Nokia 2017
Lean is 80% about peopleand 20% about the tools.
Empowering employees and focusing on customers.
Enabling all people to actively participating in continuous improvement.
Lean-Introduction / Lean Basic Training
© Nokia 2017
What is Lean?
How is Lean improving processes?
Work smarter
not harder!
Leave out
unnecessary things
(waste)!
What is my customer expecting?
Using experts knowledge!
© Nokia 2017
7 wastes / Muda
Work
adding
value
WASTE
necessary not
necessary
•Transport
•Stock
•Transport-
times
•Overproduction
•Rework
•Scrap
•Waiting
•Overprocessing
Value added activities
activities our customer is
willing to pay for
Non value added activities
aka „Waste“ ( Muda)
Most of that can be reduced
or eliminated
© Nokia 2017
The Lean / Kaizen philosophy
Kaizen means continuous improvement
everybody is involved
on a everyday basis
to improve everywhere
to focus on work that creates value add by
reducing unnecessary activities
time
improvement
traditional way
Kaizen way
Develop
processes with
automation and
investment
Develop processes,
teams and strategy
Kaizen as an overarching philosophy to eliminate waste, improve quality, and
execute continuous improvement
© Nokia 2017
Assess E2E flow
From insight … …to optimized flows
Value chain / Work flow
- illustrative example -
Perf
orm
ance
P
&
RC
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DEV OPS
Illustrative
examples
onlyS
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Q
A
&
V
11/24/201710 Confidential © Nokia 2015
Nokia Internal Use
1
Systematically discover
inefficiencies (wastes &
variations) in the process.
Analyze and understand
their root causes.
Develop and implement
improvement plan to
reach the future state
with higher efficiency.
42Deliverables of VSM
Design a future state
process map showing a
simpler and faster process.
Create the blueprint for
improvement.
Value Stream Mapping – a powerful method for business process improvement
2 days
10 days
3
Create a current state
process map showing how
the customers are being
served today.
1 day
2.5 days
The VSM methodology
© Nokia 2017
History of DevOps (https://www.slideshare.net/DevOpstastic/closing-the-devops-
loop)
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© Nokia 2017
Names you should know in relation to DevOps
Gene Kim is a multiple award-winning
entrepreneur.
He is passionate about IT operations,
security and compliance, and how IT
organizations successfully transform
from "good to great"
Jez Humble, Author, Speaker, CTO at
DevOps Research and Assessment
LLC, Lecturer at UC Berkeley.
He has worked as a developer, system
administrator, trainer, consultant,
manager, and speaker
© Nokia 2017
Continuous Everything and DevOps
Request BuildCode Test Release Deploy Operate
Agile development
Feedback
Continuous Integration
Continuous Delivery
Continuous Deployment
DevOps
© Nokia 2017
Key terms, concepts
Continuous Integration practice where each team
member integrates their work at least daily - leading to
multiple integrations per day. Each integration is verified by
an automated build (including test) to detect integration
errors as quickly as possible. [1]
Continuous Delivery discipline where software is built in a
way that it can be released to customers (i.e. P7 criteria) at
any time [2]. Customers may choose a slower rate of
deployment.
Continuous Delivery is the next logical step of Continuous
Integration.
Continuous Deployment practice of releasing every
good build to users [3]
To do Continuous Deployment you must be doing
Continuous Delivery.
DevOps methodology to simplify and accelerate
production and innovation within a complex and dynamic
production environment by integrating the development and
operations teams
Continuous Testing a testing strategy focused on “Test
early, test faster, test often and automate” [4]
Risk Assessment Analyze changing demands
Requirements traceability Prioritize by code analysis
References:
[1] [2] Martin Fowler
[3] Jez Humble
[4] Ragnar Lönn's
[5] Bell Labs
© Nokia 2017
DevOps
People don’t want to buy a quarter inch drill.
They want a quarter inch hole.Professor Theodore Levitt, Harvard Business School
Value?
DevOps?
© Nokia 2017
Requirements
Business
• quick response to business changes and iterative business planning
• collaboration and cross functional teams
Execution excellence
• Transparency and sharing of information
• autonomous teams
• highly automated processes,
repeatable and reliable
• continuous improvement and optimization
• shift left
Technology
• leveraging on latest technology
• system architecture and software design
© Nokia 2017
“By the end of 2016, two thirds of the CEO’sof the largest 500 companies in Europe will
have Digital Transformation “DX” at the centre of their corporate strategy.”
-- Source: IDC
More Agile
More frequent
deployments200xFaster lead times
than peers2,555x
More Reliable
Higher success rates
during deployments3xFaster fixes when things went wrong
(mean time to recover (MTTR)24xSource: Puppet Labs2013, 2014 State of DevOps
Superior Market Performance
More likely to exceed profitability,
market share and productivity goals2.5xHigher market capitalization growth
over 3 years50%
Digital Transformation is changing the worldCD and DevOps are major engine of digital transformation for the Telco industry
Source: Gene KimWhy Everyone Needs DevOps Now:
My Fifteen Year Journey Studying High
Performing IT Organizations
Author, The Phoenix Project
© Nokia 2017
The Three WayThe principles underpinning DevOps
The first way: System thinking
Dev OpsBusiness Customer
• Empahsize the performance of the entire system, as opposed to a specific
silo of work or department
• Focus on all business value streams
• The outcomes of the first way:• Never passing a known defect downstream
• Never allowing local optimization to create global degradation
• Always seeking to increase flow
• Always seeking to achive profound understanding of the system
© Nokia 2017
1. System thinking
“Being able to take needless work out of
the system is more important than being
able to put more work into the system.”
Gene Kim
© Nokia 2017
The Three WayThe principles underpinning DevOps
The second way: Ampily feedback
loops
Dev OpsBusiness Customer
• Create the right feedback loops
• Goal of any process improvement is to shorten and amplify feedback loops,
so corrections can be continually made
• The outcomes of the second way:• Understanding and responding to all customers (internal or external)
• Shortening and amplyfing feedback loop
• Embedding knowledge where needed
© Nokia 2017
2. Amplify feedback loops
“Improving daily work is even more
important than doing daily work.”
Gene Kim
© Nokia 2017
The Three WayThe principles underpinning DevOps
The third way: Culture of continual experimentation and learning
Dev OpsBusiness Customer
• Creating a culture that fosters:• Continuous experimentation, taking risk and learning from failure
• Understanding that repetition and practice is the prerequsite to mastery
• The outcomes of the third way:• Allocating time for the improvement of daily work
• Creating rituals to reward risk taking
• Introducing faults to the system to increase resiliency
© Nokia 2017
3. Culture of continual experimentation
and learning
“If you can’t out-experiment and beat your
competitors in time to market and agility,
you are sunk.”
Gene Kim
© Nokia 2017
*abilities
OPERABILITY
Maintainability
Disaster Recovery
Deployability
Supportability
Scalability
Resilience
Monitoring
Alerting
© Nokia 2017
DevOps
DevOps
Agile
LeanKaizen
DevOps is an ethos centered around
integration and communication between
software developers and operations
professionals who manage production
operations.
DevOps is the combination of cultural
philosophies, practices, and tools that
increases an organization's ability to deliver
value at high velocity: evolving and
improving products at a faster pace DevOps
methodology utilizes elements of Kaizen,
Lean and Agile.