devops is not enough - embedding devops in a broader context
TRANSCRIPT
DevOps is not enough Embedding DevOps in a broader context
Uwe Friedrichsen – codecentric AG – 2014-2016
@ufried Uwe Friedrichsen | [email protected] | http://slideshare.net/ufried | http://ufried.tumblr.com
DevOps
“Another buzzword for build and deployment automation”
“A team that moderates between Dev and Ops”
“You build it, you run it!”
“Isn’t that just a new word for ‘agile’?”
“It’s a mindset thing”
“Of course the new version of our product is ‘DevOps’!”
Perfect confusion of ideas
The 3 ways of DevOps Systems thinking
Amplify feedback loops
Culture of continual experimentation & learning
http://itrevolution.com/the-three-ways-principles-underpinning-devops/
• Maximize flow (minimize cycle times)
• Optimize for global goals (holistic view)
• Never pass defects downstream
• Limit work in progress
• Build systems and organizations that are safe to change
Ops Dev Business IT value chain Customer
Holistic optimization
Systems thinking
• Facilitate constant flow of fast feedback from right-to-left
• Create quality at source (provide knowledge where needed)
• Create shared goals and shared pain for everyone involved
• Implement fast automated test suites
• Pervasively measure outcome (customer value), not output
Ops Dev Business IT value chain Customer
Amplify feedback loops
• Create a culture that fosters two things • Continual experimentation, taking risks and learning from success and failure
• Understanding that repetition and practice is the prerequisite to mastery
• Allocate at least 20% of available cycles to non-business requirements
• Constantly reinforce that improvements are encouraged & celebrated
Ops Dev Business IT value chain Customer
Continual experimentation and learning
Formal part of value creation Solution: machine
Dynamic part of value creation
Solution: man
sluggishness/low dynamic high dynamic high dynamic
The historical course of market dynamics and the recent rise of highly dynamic and complex markets
The dominance of high dynamics and complexity is neither good nor bad. It‘s a historical fact.
t 1970/80 today
Age of crafts manu- facturing
Age of tayloristic industry
Age of global markets
1850/1900
Spacious markets, little competition
Local markets, high customi-zation
Outperformers exercise market pressure over conventional companies
We call the graph shown here the “Taylor Bathtub”. The “bathtub” curve
Source: BetaCodex Network Associates, “Organize for complexity”, BetaCodex Network White Paper 12 & 13
Formal part of value creation Solution: machine
Dynamic part of value creation
Solution: man
sluggishness/low dynamic high dynamic high dynamic
The historical course of market dynamics and the recent rise of highly dynamic and complex markets
The dominance of high dynamics and complexity is neither good nor bad. It‘s a historical fact.
t 1970/80 today
Age of crafts manu- facturing
Age of tayloristic industry
Age of global markets
1850/1900
Spacious markets, little competition
Local markets, high customi-zation
Outperformers exercise market pressure over conventional companies
We call the graph shown here the “Taylor Bathtub”. Pre-industrial era
Source: BetaCodex Network Associates, “Organize for complexity”, BetaCodex Network White Paper 12 & 13
Tailor-made solutions
“Mastery is key to success”
Formal part of value creation Solution: machine
Dynamic part of value creation
Solution: man
sluggishness/low dynamic high dynamic high dynamic
The historical course of market dynamics and the recent rise of highly dynamic and complex markets
The dominance of high dynamics and complexity is neither good nor bad. It‘s a historical fact.
t 1970/80 today
Age of crafts manu- facturing
Age of tayloristic industry
Age of global markets
1850/1900
Spacious markets, little competition
Local markets, high customi-zation
Outperformers exercise market pressure over conventional companies
We call the graph shown here the “Taylor Bathtub”. Industrial era
Source: BetaCodex Network Associates, “Organize for complexity”, BetaCodex Network White Paper 12 & 13
Cost-efficiently scale production
“Get more done with less people is key to success”
Formal part of value creation Solution: machine
Dynamic part of value creation
Solution: man
sluggishness/low dynamic high dynamic high dynamic
The historical course of market dynamics and the recent rise of highly dynamic and complex markets
The dominance of high dynamics and complexity is neither good nor bad. It‘s a historical fact.
t 1970/80 today
Age of crafts manu- facturing
Age of tayloristic industry
Age of global markets
1850/1900
Spacious markets, little competition
Local markets, high customi-zation
Outperformers exercise market pressure over conventional companies
We call the graph shown here the “Taylor Bathtub”. Post-industrial era
Source: BetaCodex Network Associates, “Organize for complexity”, BetaCodex Network White Paper 12 & 13
Continuously respond to changing demands
“Continuous customer communication
is key to success”
Key drivers Industrial era
• Cost-efficiency • Scalability • Repeatability • Stability
• Efficiency & scale
Post-industrial era
• Cycle times • Adaptability • Flexibility • Resilience
• Effectiveness & speed
1960 1970 1980 1990 2000 2010 2020
Complicated
(Business functions)
Complex
(Business processes)
Highly complex
(Business nervous system)
Software crisis
Software engineering
PC
LAN
Internet Business Support
of IT
Selective
Holistic
Complicated
Complex “Moore’s law”
Mobile IoT
1960 1970 1980 1990 2000 2010 2020
Complicated
(Business functions)
Complex
(business processes)
Highly complex
(Business nervous system)
Software crisis
Software engineering
PC
LAN
Internet Business Support
of IT
Selective
Holistic
Complicated
Complex “Moore’s law”
Mobile IoT
We are here …
1960 1970 1980 1990 2000 2010 2020
Complicated
(Business functions)
Complex
(business processes)
Highly complex
(Business nervous system)
Software crisis
Software engineering
PC
LAN
Internet Business Support
of IT
Selective
Holistic
Complicated
Complex “Moore’s law”
Mobile IoT
… but we still base most of our decisions on that
We are here …
Formal part of value creation Solution: machine
Dynamic part of value creation
Solution: man
sluggishness/low dynamic high dynamic high dynamic
The historical course of market dynamics and the recent rise of highly dynamic and complex markets
The dominance of high dynamics and complexity is neither good nor bad. It‘s a historical fact.
t 1970/80 today
Age of crafts manu- facturing
Age of tayloristic industry
Age of global markets
1850/1900
Spacious markets, little competition
Local markets, high customi-zation
Outperformers exercise market pressure over conventional companies
We call the graph shown here the “Taylor Bathtub”. Remember the bathtub curve?
This adds an additional twist …
1960 1970 1980 1990 2000 2010 2020
Complicated
(Business functions)
Complex
(business processes)
Highly complex
(Business nervous system)
Software crisis
Software engineering
PC
LAN
Internet Business Support
of IT
Selective
Holistic
Complicated
Complex “Moore’s law”
Mobile IoT
… but we still base most of our decisions on that
We are here …
Business is very different today …
… than it was back then
Business
Market
IT today is a …
… Nervous System
… Medium … Product
… Differentiator
Disruptive Technologies
Business Support Systems
Continuous Conversation Digitization
The traditional IT “best practices” are counterproductive because they solve
a completely different problem
IT
Post-Industrialism Highly dynamic markets
Economic Darwinism Lean startup/lean enterprise
Continuous design
Digitization IT as a product
Digital conversation Social media
Contextual computing
Disruption Innovation through disruption
Cloud, mobile, IoT, storage class memory Big data analytics
Data-driven enterprise
force change
on
IT
… be quick Short response times
Holistic IT value chain consideration
… be effective Focus on outcome, not output
… improve continuously Improvement as planned activity
needs to …
… be efficient Provide required throughput
… be robust High availability and adaptability
… be flexible Flexible response to changing needs
Process & Org needs to be …
Quick
Flexible Effective
Software needs to be …
Secure
Changeable Robust
… and improve continuously
Process & Org needs to be …
Software needs to be …
Quick
Flexible Effective Secure
Changeable Robust
… and improve continuously
How can we achieve the new goals?
Adaption DevOps Systemic optimization Inspect and adapt Quick feedback loops Continuous improvement …
Process DevOps Agile Lean Feature Flow (no projects) Design Thinking …
Governance Beyond Budgeting Decentralized control Outcome-driven Lean EAM …
Organization DevOps Autonomous teams Cross-functional teams End-2-end responsibility Routine task automation …
People Craftsmanship T-shaped Responsibility Curiosity Empathy …
Technology Cloud Automation Microservice Heterogeneity Resilience …
(Some) Building Blocks
The 3 ways of DevOps Systems thinking
Amplify feedback loops
Culture of continual experimentation & learning
http://itrevolution.com/the-three-ways-principles-underpinning-devops/
Ops Dev IT value chain
Busin
ess
capa
bilit
ies
Spec
ialis
t tea
m (e
.g.,
prod
uct m
anag
er)
Spec
ialis
t tea
m (e
.g.,
UX e
xper
t)
Spec
ialis
t tea
m (e
.g.,
deve
lope
r)
Spec
ialis
t tea
m (e
.g.,
QA
expe
rt)
Spec
ialis
t tea
m (e
.g.,
sys
adm
in)
Spec
ialis
t tea
m (e
.g.,
DBA
)
…
Traditional IT organization
Ops Dev IT value chain
Busin
ess
capa
bilit
ies
Cross-functional product team
…
DevOps IT organization
Cross-functional product team
Cross-functional product team
Cross-functional product team
Ops Dev IT value chain
Busin
ess
capa
bilit
ies
Cross-functional product team
…
DevOps IT organization (optimized)
Cross-functional product team
Cross-functional product team
Cross-functional product team
Plat
form
team
API
DevOps
Cross-functional teams (organized by business capabilities)
Autonomy (incl. E2E responsibility)
DevOps
Cross-functional teams (organized by business capabilities)
Autonomy (incl. E2E responsibility)
Decentralized control
DevOps
Cross-functional teams (organized by business capabilities)
Autonomy (incl. E2E responsibility)
Decentralized control
Outcome-driven
DevOps
Cross-functional teams (organized by business capabilities)
Autonomy (incl. E2E responsibility)
Decentralized control
Outcome-driven Beyond budgeting
DevOps
Cross-functional teams (organized by business capabilities)
Autonomy (incl. E2E responsibility)
Decentralized control
Outcome-driven Beyond budgeting
Microservices
DevOps
Cross-functional teams (organized by business capabilities)
Autonomy (incl. E2E responsibility)
Decentralized control
Outcome-driven Beyond budgeting
Microservices
Heterogeneity
DevOps
Cross-functional teams (organized by business capabilities)
Autonomy (incl. E2E responsibility)
Decentralized control
Outcome-driven Beyond budgeting
Microservices
Heterogeneity
Cloud and Containers
DevOps
Cross-functional teams (organized by business capabilities)
Autonomy (incl. E2E responsibility)
Decentralized control
Outcome-driven Beyond budgeting
Microservices
Heterogeneity
Cloud and Containers
Continuous Delivery
DevOps
Cross-functional teams (organized by business capabilities)
Autonomy (incl. E2E responsibility)
Decentralized control
Outcome-driven Beyond budgeting
Microservices
Heterogeneity
Cloud and Containers
Continuous Delivery
Resilience
DevOps
Cross-functional teams (organized by business capabilities)
Autonomy (incl. E2E responsibility)
Decentralized control
Outcome-driven Beyond budgeting
Microservices
Heterogeneity
Cloud and Containers
Continuous Delivery
Resilience
Operations automation
DevOps
Cross-functional teams (organized by business capabilities)
Autonomy (incl. E2E responsibility)
Decentralized control
Outcome-driven Beyond budgeting
Microservices
Heterogeneity
Cloud and Containers
Continuous Delivery
Resilience
Operations automation
Lean EAM
DevOps
Cross-functional teams (organized by business capabilities)
Autonomy (incl. E2E responsibility)
Decentralized control
Outcome-driven Beyond budgeting
Microservices
Heterogeneity
Cloud and Containers
Continuous Delivery
Resilience
Operations automation
Lean EAM
Continuous improvement
DevOps
Cross-functional teams (organized by business capabilities)
Autonomy (incl. E2E responsibility)
Decentralized control
Outcome-driven Beyond budgeting
Microservices
Heterogeneity
Cloud and Containers
Continuous Delivery
Resilience
Operations automation
Lean EAM
Continuous improvement
Quick feedback loops
DevOps
Cross-functional teams (organized by business capabilities)
Autonomy (incl. E2E responsibility)
Decentralized control
Outcome-driven Beyond budgeting
Microservices
Heterogeneity
Cloud and Containers
Continuous Delivery
Resilience
Operations automation
Lean EAM
Continuous improvement
Quick feedback loops
Feature flow
DevOps
Cross-functional teams (organized by business capabilities)
Autonomy (incl. E2E responsibility)
Decentralized control
Outcome-driven Beyond budgeting
Microservices
Heterogeneity
Cloud and Containers
Continuous Delivery
Resilience
Operations automation
Lean EAM
Continuous improvement
Quick feedback loops
Feature flow Craftsmanship & mastery
DevOps
Cross-functional teams (organized by business capabilities)
Autonomy (incl. E2E responsibility)
Decentralized control
Outcome-driven Beyond budgeting
Microservices
Heterogeneity
Cloud and Containers
Continuous Delivery
Resilience
Operations automation
Lean EAM
Continuous improvement
Quick feedback loops
Feature flow Craftsmanship & mastery
T-Shaped people (being empathic)
Cross-functional teams (organized by business capabilities)
Autonomy (incl. E2E responsibility)
Decentralized control
Microservices
Continuous Delivery
Heterogeneity
Cloud and Containers Resilience
Operations automation
Craftsmanship & mastery
Outcome-driven Beyond budgeting
Feature flow
Lean EAM
Continuous improvement
T-Shaped people (being empathic)
DevOps
Quick feedback loops
Curiosity
Cross-functional teams (organized by business capabilities)
Autonomy (incl. E2E responsibility)
Decentralized control
Microservices
Continuous Delivery
Heterogeneity
Cloud and Containers Resilience
Operations automation
Craftsmanship & mastery
Outcome-driven Beyond budgeting
Feature flow
Lean EAM
Continuous improvement
T-Shaped people (being empathic)
DevOps
Quick feedback loops
Curiosity
Wrap-up
• Markets have changed
• IT has changed
• The role of IT has changed
• New drivers
• New goals
• New building blocks
• DevOps results in a re-org of IT
• DevOps drives implementation of a new IT
We need to rethink IT!
Join the most disruptive and exciting change we have seen in IT for many years
@ufried Uwe Friedrichsen | [email protected] | http://slideshare.net/ufried | http://ufried.tumblr.com