more than technology - the culture of devops
TRANSCRIPT
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More Than TechnologyThe Culture of DevOps
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YOUR SPEAKER Day Job – Pre-Sales Architect specializing in DevOps
and App Modernization for the NY/NJ Division Side Job - Developer & Application Evangelist within
EMC Global Services Passionate about driving Lean Enterprise
Transformations and Infrastructure as Code
Don DemcsakApplication Solution Principal [email protected]
@DonDemcsak
http://www.linkedin.com/in/donxml
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BUSINESS VALUE… from IT?
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IT IS A BUSINESS ENABLERBUSINESS MODELCUSTOMER
•Customer understanding•Top line growth•Customer touch points
•Digitally-modified business•New digital business•Digital globalization
© 2011 MIT Center for Digital Business and Capgemini Consulting
•Process digitization•Worker enablement •Performance management
OPERATIONS
BUSINESS VALUE
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“Success is a company’s ability to see the window of opportunity and capitalize on it.”
https://www.ted.com/talks/bill_groass_the_single_biggest_reason_why_startups_succeed?language=en
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WHY IS THIS SO CHALLENGING?
PLATFORMS OPERATING MODEL TOOLS PROCESS STANDARDS
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ComplexPORTFOLIO PROCESSES
7
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Rigid structures and knowledge silos
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Managed with Manual Processes
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Heavily Laden with Bureaucracy
10
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• From Silos to Delivery Teams– Outcomes over Activities
• This change isn’t “solved” with a technology change• This change is evolved through: People + Process + Technology
Culture!
THE FOCUS OF IT NEEDS TO CHANGE
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Agile Software Delivery
Scope of DevOps
DEVOPS IN CONTEXT
Development
Design & Build
Architecture
Quality Assurance
Operations
Security
Infrastructure Compliance
Applications Deploy
IT Governance
Analysis
UX
Product Development
BacklogRoadmap
Feature scoping and validation
Solutions
Training
Support
SalesField SalesInside Sales
Engineers
MarketingStrategy
Content
SEO Analytics
Advertising
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DELIVERY PIPELINE
…optimizing the flow of work to create products that create value faster and more reliably.
OPS
DEV
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PEOPLE(Skills & Culture)
TOOLS(Platforms & Ecosystems)DEVOPS
TRANSFORMATION
PROCESS(& Practices)
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THE LEGACY DATA CENTERWE BUILT DATA CENTERS WITH 2 ASSUMPTIONS
Once a workload was running in production, it would stay running on the same servers,
in the same data center, forever (or
decomissioned)
Work loads would never move
Workloads and the servers they ran on would get updated
once a quarter except for emergencies
Work loads would seldom change
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MODERN DATA CENTERSTHE ASSUMPTIONS HAVE BEEN FLIPPED
Workloads need to be easily moved to the most cost efficient
location, as defined by the business
Work loads would probably move
Workloads need to be updated at the pace of
the business, whenever, and as
often as the business desires
Work loads would always change
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THE TRIPLE THREAT
DELIVERY PIPELINE
Agile Portfolio Planning &
Management
Modern Architecture & Development
Automation, Orchestration &
DevOps
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Automation, Orchestration &
DevOps
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CONTINUOUS DELIVERY
DELIVERY PIPELINECOMMIT
DEV TEST STAGEPROD
UNIT
FUNCTIONREGRESS
CAPACITYBUILD
PACKAGEDEPLOY
DEPLOYDEPLOYDEPLOY
CODEPEN. TEST
SEC. SCAN
COMPLYINTEGRATE
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CONTINUOUS DELIVERY
DELIVERY PIPELINECOMMIT
DEV TEST STAGEPROD
BUILDPACKAGEDEPLOY
UNITCODE
PEN. TEST
FUNCTIONDEPLOYDEPLOY
REGRESSCAPACITY DEPLOYSEC. SCAN
COMPLYINTEGRATE
INFRASTRUCTURE?
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CONTINUOUS DELIVERY
DELIVERY PIPELINECOMMIT
DEV TEST STAGEPROD
BUILDPACKAGEDEPLOY
UNITCODE
PEN. TEST
FUNCTIONDEPLOYDEPLOY
REGRESSCAPACITY DEPLOYSEC. SCAN
COMPLYINTEGRATE
PROVISIONCONFIGDEPLOY DEPLOY DEPLOY
OPERATEMANAGEMONITOR MONITORMONITOR
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AUTOMATE EVERYTHING
DELIVERY PIPELINECOMMIT
DEV TEST STAGEPROD
BUILDPACKAGEDEPLOY
UNITCODE
DEPLOY
PEN. TEST
FUNCTIONDEPLOY
REGRESS
COMPLY
DEPLOYCAPACITYSEC. SCANINTEGRATE
PROVISIONCONFIGDEPLOY DEPLOY DEPLOY
OPERATEMONITOR MONITORMANAGE
MONITOR
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AUTOMATE EVERYTHING
DELIVERY PIPELINECOMMIT
DEV TEST STAGEPROD
BUILDPACKAGEDEPLOY
UNITCODE
DEPLOY
PEN. TEST
FUNCTIONDEPLOY
REGRESS
COMPLY
DEPLOYCAPACITYSEC. SCANINTEGRATE
PROVISIONCONFIGDEPLOY DEPLOY DEPLOY
OPERATEMONITOR MONITORMANAGE
MONITOR
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AUTOMATE EVERYTHING
DELIVERY PIPELINECOMMIT
DEV TEST STAGEPROD
Improves Efficiency & Reduces Cost of Individual Steps
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AUTOMATION ALONE
DOESN’T MAKE YOU GO FASTER!
44 42
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ORCHESTRATED & INTEGRATED
Deployment Environments Management & Monitoring
Version Control Build Tools Continuous Integration Tools Test Frameworks
TestManager
Commit & Build Application
Validate Code & Build
DeployApplication
AcceptanceTest
CapacityTest
DeployInfrastructure
Commit & Build Infrastructure
Validate Automation Package
Production DeployVersion Control
Configuration Managment Artifact Repositories
API Library
API Library
Ideal DevOps Workflow
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COLLABORATE
GROUPING DYNAMIC TEAMING MODEL
GOAL
Operational SilosCentralized Management
Cross-functional TeamSelf-managed; Product Aligned
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MEASURE
“If someone were to accuse you of being successful, could you prove it?”
-Dean Webster, VP Product Development
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• Reduce cycle time by 300%• Reduce recovery/rollback time to less than 4hrs• Improve process efficiency by 10%• Reduce break/fix workload from 50% to 30%• Solution is extensible and parameterized
SUCCESS CRITERIA & MEASURESDEFINE THE OUTCOMES OF TRANSFORMATION
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DEVOPS PILOT – TITLE INSURANCE COMPANY
12,936 Hours of rework per year $970,200
Averaged 98 defects related to deployment
per release
4 Major releases a year for their
primary application
33 person hours to fix, test,
redeploy each deployment
defect
Average Chargeback
$75/person hour
246 Hours of rework per year $18,450
Averaged 2 defects related to deployment
per release
4 Major releases a year for their
primary application
33 person hours to fix, test,
redeploy each deployment
defect
Average Chargeback
$75/person hour
BASE
LINE
POST
-PILO
T
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DEVOPS IMPLEMENTATION – INSURANCE COMPANY
3,600 Hours Budget for Project $270,000
3 day application
deployment an configuration
12 day environment
provisioning and configuration
cycle
30 environment build projected during project
Average Chargeback
$75/person hour
9 Hours Budget for Project $675
Application deployment an configuration included in
environment provisioning
20 min environment
provisioning and configuration
cycle
30 environment build projected during project
Average Chargeback
$75/person hour
BASE
LINE
POST
-PILO
T
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the “WHAT” – defines outcomes; sets enterprises standards to maintain quality and provide a consistent work environment across the enterprise
EMPLOY A TOP DOWN & BOTTOMS UP CHANGE MODELSuccess Requires A Shared Vision
CHANGE ADOPTION
LEADERSHIP TEAM
DELIVERY TEAM
the “HOW” – determines the best approach for achieving the standards defined at the enterprise level
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INTRODUCE STRONG MATRIX ORGANIZATION TO REDUCE BOTTLENECKSCROSS-FUNCTIONAL, COLLABORATIVE TEAMING
GROUPING DYNAMIC TEAMING MODEL
GOAL
Operational SilosCentralized Management
Cross-functional TeamSelf-managed; Product Aligned
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CREATE SPACE
• Separate from normal working environment
• Open, collaborative design
• Innovation “vibe”
• “In orbit” of Enterprise “The Application Factory”
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SET & MANAGE EXPECTATIONSARCHITECTURE & STANDARDSENTERPRISE & IT GOALS
MANAGE TO OUTCOMES NOT TO TASKS & ACTIVITIES
• Performance goals
• Business objectives
• Budgetary goals
• Innovation targets
• Etc.DefineProgram & Team Level Metrics
Development
Architecture
Compliance
Quality
Etc.
•
•
•
•
• Define DONE
For Enterprise, Programs, and Teams
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MODEL CORE VALUES AND “BEST PRACTICES”RECOMMEND PRACTICES:• Cross-functional Teams• Retrospective/Improve• Peer Review/Code Analysis• Test-Driven Development• Version control• Visible Dashboard• Standup Meetings
VALUESCOURAGE
COMMUNICATE FEEDBACK
SIMPLE
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INITIATING THE CHANGE
Learning Activities• Shadowing people and learning from others• Formal classroom training• Self-initiated learning
• Social networking• Reading blogs and books
• Sharing ideas and support from others• Workshops and Lunch & Learns• Writing blog posts
• Small experiments and short projects• Questioning, retrospectives and feedback loops
“Knowledge is something you buy with money. Wisdom is something you acquire by doing.”
-Taiichi Ohno, Workplace Management (1988)
Create a Community of Practice*def. - Groups of people who share a concern or passion for something they do and learn how to do it better as they interact regularly
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CREATING A CONTINUOUS IMPROVEMENT CULTURE• 15-30 minutes spent reading/listening•-- Books•-- Blogs•-- Podcasts
Improve Daily(gain knowledge)
•30 Minute Standup (Scrum)•2 minutes for each person•-- What did I learn this week•-- What did I do wrong this week•-- What am I going to improve on next week
Weekly Retrospective
(measure progress)
•Spend 1 hour coding•Spend 30 minutes communicating via slack
Weekly Wisdom(gain wisdom)
•Attend Internal Meet UpMonthly
Workshop(comm. of practice)
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Release Candidate Pipelines
DELIVERY PIPELINES
VERSIONCONTROL
COMMITCREATECHANGE
• New software• Enhancements/fixes• Upgrades• Patches• Configurations
TEST UAT STAGE
PROD
Development & Build Process
1.1
1.2
1.3
1.4
1.5
1.2
Automated Tool Chain
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…differently to help create value faster?
Starting tomorrow, what will YOU DO…
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…to validate your change helped create
value faster?
Starting tomorrow, what will YOU DO…
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…to share your success with other
teams and departments?
Starting tomorrow, what will YOU DO…
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…to codify that success in a development
platform?
Starting tomorrow, what will YOU DO…
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