continuous delivery: making devops awesome
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Continuous Delivery:Making DevOps Awesome
Nicole Forsgren, PhD
CEO and Chief Scientist, DevOps Research and Assessment (DORA)
Research Affiliate, Clemson University, Florida International University
“IT doesn’t matter.”
-- Nicholas Carr, 2003
@nicolefv
IT Does Matter• Times – and IT – have changed
• DevOps is good for Organizations
• DevOps is good for IT
• And then some detail: What drives this change?• Technical practices (hint: Continuous Delivery)
• Management practices (hint: from Lean Management)
• Culture and identity
@nicolefv
@nicolefv
@nicolefv
DevOps is
Technical practices
seen in Continuous Delivery,Management practices
seen in Lean Management principles, and Organizational Culture
@nicolefv
Research shows that these drive Organizational Performanceand IT Performance
DevOps is good for organizations
@nicolefv
High Performing IT organizations
2xMore likely to exceed Profitability, Market share, andProductivity goals
50%Higher market capgrowth over 3 years*
The 2014 and 2015 State of DevOps Report
@nicolefv
Devops is good for IT
Measuring DevOps and IT Performance- Deploy frequency (when business demands)- Lead Time for Changes- Mean Time to Recover (MTTR)- Change Fail Rate
@nicolefv
High Performing DevOps teams
More agile
The 2016 State of DevOps Report
@nicolefv
200x
200x more frequent deployments
2,555x
2,555x shorter lead times
High Performing DevOps teams
More reliable
The 2016 State of DevOps Report
@nicolefv
24x
24x fasterrecovery from failures
3x
3x lowerchange fail rate
DevOps promises – and delivers More throughput
More stability
In tandem. Without the tradeoffs that ITIL calls for.
Let’s talk about what this means for us
@nicolefv
High Performing DevOps teams
More agile What does this mean for:
200xMore frequent deployments
The 2016 State of DevOps Report
New content deliveryValue/savings around A/B testingValue around speed to marketCompliance / regulatorySecurity
2,555xFaster lead times
@nicolefv
Evaluating well-designed and executed experiments that were designed to improve a key metric, only about 1/3 were successful at improving the key metric!
Online Experimentation at Microsoft, Kohavi et al http://stanford.io/130uW6X@nicolefv
High Performing DevOps teams
More reliable What does this mean for:
3xFewer deployfailures
The 2016 State of DevOps Report
Value/savings around reliabilityValue/savings around uptimeComplianceSecurityReputation around uptime,
compliance & security
24xFaster MTTR
@nicolefv
@nicolefv
"Fixing it as soon as possible or having compensating controls in
place days before could have saved this entire breach from occurring in the first place."
We know:
• IT Performance is comprised of throughput and stability, and both are possible without tradeoffs
• IT Performance contributes to org performance (profitability, productivity, market share)
So:
What drives IT and Organizational Performance?
@nicolefv
IT Performance
Org Performance???
@nicolefv
IT Performance
Org Performance???
1.
@nicolefv
IT Performance
Org Performance???
2. 1.
@nicolefv
IT Performance
Org Performance???
2. $$$1.
@nicolefv
IT Performance
Org Performance
Continuous
Delivery
@nicolefv
Continuous Delivery
IT Performance
Org Performance
Continuous
Delivery
@nicolefv
Continuous Delivery
• Effective test data management
• Test & Deployment automation
• Trunk-based development
• Continuous integration
• Version control• Shifting left on
security
IT Performance
Org Performance
Continuous
Delivery
@nicolefv
Continuous Delivery
• Effective test data management
• Test & Deployment automation
• Trunk-based development
• Continuous integration
• Version control• Shifting left on
security
Test Data Management
Analysis showed that data
was creating bottlenecks in the process.
Key activities in TDM include:
• Test data masking and subsetting
• Test data automation• Integration with tooling
Outcomes:• Faster time to market• Improved quality and
customer experience• Significant productivity
improvements and savings• Improved testing
efficiencies@nicolefv
Test & Deployment Automation
“By getting new releases and services out the door quickly, we can
provide a better experience to millions of car buyers and sellers and continue to differentiate ourselves in a competitive market.”
-- Adam Mills, Senior Manager of Application Development, AutoTrader.com
Using a DevOps approach to unify teams, they have been able to automate their test, build, and deployment
Using these principles, Autotrader.com has been able to:
• Reduce test, build, and deploy times from weeks to just minutes
• Decrease software defects by 25%
IT Performance
Org Performance
Continuous
Delivery
@nicolefv
Continuous Delivery also makes our work feel better
• Effective test data management
• Deployment automation
• Test automation• Trunk-based
development• Continuous
integration• Version control• Shifting left on
security
Decreases burnout and deploy pain
Microsoft Engineering: DevOps LessonsThiago Almeida -- DevOps Days London, 2016
@nicolefv
Work/Life Scores
Before CD
38%After CD:
75%
Source: https://vimeo.com/165184757
But what else drives IT Performance?
The 2015 DevOps Survey of Practice and its resulting database are the property of Puppet Labs, Inc. and Gene Kim and Associates, LLC. All rights reserved.
@nicolefv
IT Performance
Org Performance
Lean
Practices
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Lean Management Practices
IT Performance
Org Performance
Lean
Practices
@nicolefv
Lean Management Practices
• Effective WIP limits
• Visual displays• Monitoring tools• Gathering,
montoring, implementing customer feedback
• Small batches• Making work
visible through the value stream
IT Performance
Org Performance
Lean
Practices
@nicolefv
Lean Management Practices
• Effective WIP limits
• Visual displays• Monitoring tools• Gathering,
montoring, implementing customer feedback
• Small batches• Making work
visible through the value stream
@nicolefv
Visual Displays
“If it moves, graph it.” - Michael Rembetsy, Former VP Operations, Etsy
Making Work Visible Through the Value Stream
“One of the greatest effects… is
that we are now asked much earlier by the business to participate in the requirements gathering process.”
-- Project Manager at a.s.r.
By creating flowcharts to show work as it moved throughout the value stream, a.s.r. was able to leverage insights from all stakeholders including business, test, and IT. Leveraging these tools, teams could immediately understand changes made to requirements and their impact.
Using this principle, a.s.r. was able to:
• Reduce test time preparation time significantly
• Release software with noincidents
• Deliver on time and on budget
IT Performance
Org Performance
Lean
Practices
@nicolefv
Lean Management Practices also make work feel better
• Effective WIP limits
• Visual displays• Monitoring tools• Gathering,
montoring, implementing customer feedback
• Small batches and making work visible Decreases
burnout
“I was trying to figure out why my team was working themselves to death but not getting anything done… By implementing WIP limits, we were able to focus on our work. Finishing work feels better than sprinting and feeling like a hero in the moment, because that’s only a moment.”
- Julia Wester, Development Manager for Turner Sports, Turner Broadcasting
@nicolefv
But wait… there’s more
IT Performance
Org Performance
Continuous
Delivery & Lean
Practices
@nicolefv
CD and Lean Management practices alsoimprove our culture and identity, which improve IT & Org Performance
WestrumOrg Culture
Identity
Westrum Organizational Culture
@nicolefv
Pathological Power-oriented
BureaucraticRule-oriented
GenerativePerformance-oriented
Low cooperation Modest cooperation High cooperation
Messengers shot Messengers neglected Messengers trained
Responsibilities shirked Narrow responsibilities Risks are shared
Bridging discouraged Bridging tolerated Bridging encouraged
Failure leads to scapegoating
Failure leads to justice Failure leads to inquiry
Novelty crushed Novelty leads to problems Novelty implemented
Identity
• I am glad I chose to work for this organization rather than another company.
• I talk of this organization to my friends as a great company to work for.
• I am willing to put in a great deal of effort beyond what is normally expected to help my organization to be successful.
• I find that my values and my organization's values are very similar.
• In general, the people employed by my organization are working toward the same goal.
• I feel that my organization cares about me.
Adapted from Atreyi Kankanhalli, Bernard C.Y. Tan, and Kwok-Kee Wei (2005), “Contributing Knowledge to Electronic Knowledge Repositories: An Empirical Investigation,“ MIS Quarterly, 29, 113-143.
@nicolefv
Google Team Performance
Surprise! No magic
formula for what
makes the perfect
team
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Intuit
“By installing a rampant innovation culture, we performed 165 experiments in the peak three months of tax season.
Our business result? Conversion rate of the website is up 50%. Employee result? Everyone loves it, because their new ideas can make it to market. ”
- Scott Cook, Intuit founder
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Amazon
“I think building this culture is the key to innovation. Creativity must flow from everywhere. Whether you are a summer intern or the CTO, any good idea must be able to seek an objective test, preferably a test that exposes the idea to real customers. Everyone must be able to experiment, learn, and iterate.”
- Greg Linden
@nicolefv
IT Does Matter• Times – and IT – have changed
• DevOps is good for Organizations
• DevOps is good for IT
• And then some detail: What drives this change?• Technical practices (hint: Continuous Delivery)
• Management practices (hint: from Lean Management)
• Culture and identity
@nicolefv
For more information:
@nicolefv
Sign up for our ROI whitepaper & get peer-reviewed researchdevops-research.com
Thank you
nicole@devops-research.com
@nicolefv
nicolefv.com
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