does14 - mark nemecek - cdk global - solving the dev/it cultural divide with operational agile
DESCRIPTION
Mark Nemecek, Sr. Director of IT Infrastructure, CDK Global Video: https://www.youtube.com/watch?v=R3kIvh-GbDA CDK Global is a leading provider of integrated computing solutions to auto, truck, motorcycle, marine, recreational vehicle, and heavy equipment dealers throughout the world. With a broad solution portfolio and more than 4 decades old, it is made up of dozens of R&D product teams that come from different backgrounds, cultures, tech stacks. The Global Hosting organization inside CDK Global is tasked with managing the enormous multi-datacenter infrastructure upon which these internal product teams provide their services. CDK Global has made great strides in the adoption of Agile development in recent years, and have taken the first steps toward evolving to a more mature DevOps culture. This talk details the organization’s early efforts to pull Agile into the IT space to further the goals of improved customer service, broad visibility and consistent accountability.TRANSCRIPT
Solving the Dev/IT Cultural Divide
with Operational Agile
Mark Nemecek
Senior Director, IT Infrastructure
2014.10.23
9k Associates
Worldwide
4k Sales,
Implementation,
Support
1.4k R&D
~200 GHS
sandgrains.com
OPERATIONALIZE
CREATE
OPERATIONALIZE
CREATE
QA
Apptech
DBA
Dev
PO
SCM
Load Balance
Apptech
DBA
Dev
Platform
Monitor
Early Returns
First incarnation a big success, reference work
– Critical stakeholders talking daily
– Delivery was consistent
– Peer-level accountability kept progress velocity up
– Morale spike immediately upon seeing rapid progress
More standups spun up
– Became a go-to construct for operationalization efforts
– Automatically included targeting core elements
• Backup/HA, monitoring, runbooks, done-is-done for new infrastructure
Deployment frequency
Deployment success rate
Dev/IT relationship
Commoditization of application configuration
MTTR
Executive engagement
LESSONS LEARNED
Cherish the little victories.
Don’t talk like a DevOps hipster.
You will manage what you measure.
Enforce roles, not boundaries.
Be ready to stumble.
Leadership is a recursive function.
“If you want to build a ship, don’t drum up people to collect wood and don’t assign them tasks and work, but rather teach them to long for the endless immensity of the sea.”
Antoine de Saint-Exupéry
Here’s what I can help with: • Selling DevOps • Disinfecting a blame-based culture Here’s what I need help with: • More deeply understanding how well ITIL and DevOps co-
exist. Are they oil and water? Or chocolate and peanut butter?
• Evaluating how deeply tiered my IT resource structure needs to be to effectively triage scaled event volume for dozens of different products, teams and tech stacks.
