www.ranger4.com DevOpstastic
Get DevOpstasticDevOps Transformations:
Structuring approaches to change
Helen Beal, @helenranger4
www.ranger4.com DevOpstastic
Let’s Look At
• What DevOps culture looks like
• Organisational change
• DevOps metrics
• Baselining current state
• Writing ROI cases
• Setting DevOps goals/incentives/rewards
• Building DevOps toolchains
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How Conflict Manifests
• Development feel it takes too long for IT Operations to
provision new environments for them
• They may start asking for access to production systems
• When an outage occurs, fingers are pointed and a
‘blame game’ ensues – ‘war rooms’ are set up
• A single person may be lauded as a hero as he or she
steps in at all hours to save the day (but is the only
person with the knowledge to fix the situation)
• The first time an outage is reported is via a customer
• People are working much longer than contracted hours
in attempt to get through an unplanned workload
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Shipping more, higher quality code to end users
faster through exceptional collaboration between
business and IT and within IT.
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Reasons to do DevOps
• Reduction in release/deployment time
• Increase in volume of releases (ideally on demand)
• Increase in software quality
• Less time spent testing
• Reduction in time spent resolving defects
• Reduction in number of outages (ideally pre-empted)
• Improved Mean Time To Recovery (ideally zero)
• Reduction in technical debt
• Delighted end users
• Improvement in staff morale and associated productivity boost
• Applications monetizing earlier increasing income
• A thriving business
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Doing DevOps Right
There is a need to define a process for
embracing DevOps that is:
– Quantifiable and measurable
– Structured and defined
– Comprehensive and customizable
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DevOps Culture Looks Like:
• People recognise and believe they have a
common purpose
• Work is conducted in a frictionless and
transparent manner
• The focus is on the end-user experience
• Goals are visible and shared
• Joint responsibility, joint ownership – cross
functional teams
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Part One: Culture
1. Identify and document high level business
goals
2. Baseline metrics (survey)
3. Identify desired future state
4. Review DevOps teams patterns
5. Plan and execute organizational change
6. Define shared goals and publish
7. Review and tweak incentive systems
8. Education and certification
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Part 2: Interactions
• Requirements Management
• Build and Configuration Management
• Release and Deployment Management
• Testing
• Application Performance Management
• Continuous Delivery Assessment
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The DevOps Maturity Scale
1
5
4
3
2
Optimising
DevOps
Managed
DevOps
Starting
DevOps
Fundamental
DevOps
Not started
DevOps
DevOps DONE – fine tuning and tied tightly
to business goals.
Automated build, cross-functional teams,
product-focused, cultural change happening
Thinking about cultural change, starting to
write scripts, looking at test automation
Outages, war-rooms, blame, unplanned
work, delays and defects.
Happy people with integrated toolchain to
pre-empt failure, automate test and
deployment – Continuous Delivery
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PracticeBuild management and
continuous integration
Environments and
deployment
Release management and
complianceTesting Data management
Level 3 – Optimizing: focus
on process improvement
Teams regularly meet to
discuss integration
problems and resolve them
with automation, faster
feedback and better
visibility.
All environments managed
effectively. Provisioning
fully automated.
Virtualisation used if
applicable.
Operations and delivery
teams regularly collaborate
to manage risks and reduce
cycle time.
Production rollbacks rare.
Defects found and fixed
immediately.
Release to release
feedback loop of database
performance and
deployment process.
Level 2 – Managed:
Process measured and
controlled
Build metrics gathered,
made visible and acted on.
Builds are not left broken.
Orchestrated deployments
managed. Release and
rollback processes tested.
Environment and
application heath
monitored and proactively
managed.
Quality metrics and trends
tracked. Operational
requirements defined and
measured.
Database upgrades and
rollbacks tested with every
deployment. Database
performance monitored
and optimised.
Level 1 – Consistent:
Automated processes
applied across whole
lifecycle
Automated build and test
cycle every time a change
is committed.
Dependencies managed,
Re-use of scripts and tools.
Fully automated, self-
service push-button
process for deploying
software. Same process to
deploy to every
environment.
Change management and
approvals processes
defined and enforced.
Regulatory and compliance
conditions met.
Automated unit and
acceptance tests, the latter
written with testers.
Testing part of
development process.
Database changes
performed automatically as
part of deployment
process.
Level 0 – Repeatable:
Process documented and
partly automated
Regular automated build
and testing. Any build can
be re-created from source
control using automated
process.
Automated deployment to
some environments.
Creation of new
environments is cheap. All
configuration is
externalised / versioned.
Painful and infrequent, but
reliable releases. Limited
traceability from
requirements to release.
Automated tests written as
part of story development.
Changes to databases done
with automated scripts
versioned with application.
Level -1 – Regressive:
process unrepeatable,
poorly controlled and
reactive
Manual processes for
building software. No
management of artifacts
and reports.
Manual process for
deploying software.
Environment specific
binaries. Environments are
provisioned manually.
Infrequent and unreliable
releases.
Manual testing after
development.
Data migrations
unversioned and
performed manually.
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Practice Culture Automation Lean Measurement Sharing
Level 4: Optimising
Desired elements of the
culture are identified,
ingrained and sustainable –
“ the way we work here”
Continually enhancing the
employee and customer
experience.
Self-service automation,
self-learning using analytics
and self-remediation
Autonomous habit
Full empowerment
External learning
Measure to customer value
Effective knowledge
sharing and individual
empowerment
Level 3: Adopted
Culture viewed as an asset
to be managed.
Ability to adapt to changing
business needs.
Collect and analyse metrics
of the automated process
and measure against
business goals
Driven deployment
Majority involvement
X-process learning
Monitor using business and
end-user context
Collaboration based
processes are measured to
identify bottlenecks and
inefficiencies
Level 2: Sustainable
Cultural traits that support
business strategies have
been identified.
Ability to analyse trends in
culture and predict issues.
Central automated
processes across the
application lifecycle
Goal orientated
Selected teams
Value stream learning
Monitor resources
consistently
Collaboration, shared
decision making and
accountability
Level 1: In Transition
Aware of aspects in culture
that may help or hinder.
Programs implemented to
address specific issues.
Silo’d automation, no
central infrastructure
Formal structure
Only specialists
Team learning
Measure to project metrics
Managed Communication,
some shared decision
making
Level 0: Impeded
Culture developed
organically
Lack of awareness as to
how culture is impacting
day-to-day business.
Culture misaligned to goals
No automation
Reactive approach
Little/no involvement
Ad-hoc learning
No monitoring or metrics
collection
Poor, ad-hoc
communication and
coordination
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Requirements Management Maturity
Level 1 Level 2 Level 3 Level 4 Level 5
Written Requirements
Organized Structured Traced Integrated
Documented and shared, regular collaboration between teams, backup and restore enabled
Formatted consistently, stored and secured. Version tracked and easily accessible to those with rights
Types (e.g. functional/non-functional) are specified. Attributes and prioritization is applied. Querying and filtering is possible.
Determine and track requirements relationships, has a hierachy of requirements: user needs, features and use cases. Coverage analysis reports implemented.
Requirements management fully integratedwith software development environment: used directly in design, development, change tracking, testing and PM.
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Release and Deployment Management Maturity
Level 1 Level 2 Level 3 Level 4 Level 5
Manual Packaged Scripted Complex On Demand
Bespoke, unpractisedprocess. Authorization and sign off incidental. Roll back via back up copy or scripts.
Some packages (e.g. MSIs) and scripts. Release authorization considered.
Multiple scripts allowing automation. Can deploy to multiple parts of route to live. Possible roll back through redeployment. Some version control.
Can deploy composite applications. Role based security available. Multiple platforms services through single interface.
Push button deployments when code is ready –continuous delivery and deployment achieved. Full auditability and compliance.
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Collect Business Metrics
Metric Frequency Current Target
Frequency of Release Per week 1 OnDemand
Frequency of Defect Per week 55 5
Frequency of Outage Per month 6 1
Elapsed Time to Release Hours 27 1
Time to Resolve Defect Hours 3 0.2
MTTR Hours 6 0.1
Velocity
Unplanned work
Your unique business
metrics
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Part 3: Automation
• Review existing toolchain
• Review process maturity
• Identify and prioritise bottlenecks
• Identify desired future state
• Perform a tools review
• Write investment case(s)
www.ranger4.com DevOpstasticContinuous Delivery
Design & Plan
Code Integrate Test Release Deploy Operate
Requirements Management
Configuration & Build Management
Project and Portfolio Management
Application Release Automation
Application Performance Management
Artifact Repository
Integration Testing
Performance Testing
Automated Functional Testing
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Dev
route to live
Test QA Prod
Deploy your application at any time, at high speed
www.ranger4.com DevOpstastic
Dev
route to live
Test QA Prod
Deploy your application at any time, at high speed
!
Be pre-emptively alerted to performance issues/outages
www.ranger4.com DevOpstastic
Dev
route to live
Test QA Prod
Deploy your application at any time, at high speed
Be pre-emptively alerted to performance issues/outages
Redeploy last known working version instantly, fix, test, redeploy
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Pace Layers for DevOps
Systems of
Record
Systems of
Differentiation
Systemsof
Innovation
Traditio
nal
Dev
Op
s
Ch
ange
Go
vernan
ce
+
+
-
-
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What You Get in the DTF
• A workbook with clear activities and tasks
• Maturity models
• Survey templates
• Goal templates
• Checklists
• Business case templates
• Project template