devops patterns
TRANSCRIPT
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DevOps Patterns
Helen Beal
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People
Process
Tools
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Culture
Interactions
Automation
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Culture:Organisational Patterns
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“Traditional” IT
CIO
Head of Development Head of Operations
PMO/BAs Dev DBAs
The rest of the business
Test Security Release SupportInfrastructure
Silos, hand offs and a wall of confusion
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The Things that Drive DevOps
I’m all about change
I’m in charge of stability
Development Operations
CONFLICT
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DevOps Starts
CIO
Head of Development Head of Operations
PMO/BAs Dev DBAs
The rest of the business
Test Security Release SupportInfrastructure
DevOps often starts as grassroots thinking and can start anywhere
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DevOps Spreads
CIO
Head of Development Head of Operations
PMO/BAs Dev DBAs Test Security Release SupportInfrastructure
THE BUSINESS
For DevOps to make advances, executive sponsorship and increasing engagementwith the rest of the business needs to happen
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Organisational Change
CIO
Head of Development Head of Operations
Product A Product B Product C Product D Security Release SupportInfrastructure
THE BUSINESS
Product E Product F Product G Product H
Product Owners
Arranging teams around product is a common initial step, not without its challenges.
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Organisational Change
CIO
Head of Development Head of Operations
Product A Product B Product C Product D Security Release SupportInfrastructure
THE BUSINESS
Arranging teams around product is a common initial step, not without its challenges.
Product E Product F Product G Product H
Testers
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Organisational Change
CIO
Head of Development Head of Operations
Product A Product B Product C Product D Security Release SupportInfrastructure
THE BUSINESS
Product E Product F Product G Product H
Developers
Arranging teams around product is a common initial step, not without its challenges.
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Organisational Change
CIO
Change Run
Product A Product B Product C Product D Security Release SupportInfrastructure
THE BUSINESS
Renaming teams can support change. Some organisations build DevOps teams…
Product E Product F Product G Product H
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Organisational Change
CIO
Change Run
Product A Product B Product C Product D
THE BUSINESS
Renaming teams can support change. Some organisations build DevOps teams…
Product E Product F Product G Product H
Security Release SupportInfrastructureDevOps
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Organisational Change
CIO
Change Run
Product A Product B Product C Product D Security Release SupportInfrastructure
THE BUSINESS
Others embed Operations into the product development teams
Product E Product F Product G Product H
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Organisational Change
CIO
Change Run
Product A Product B Product C Product D
THE BUSINESS
Others embed Operations into the product development teams
Product E Product F Product G
Security Release SupportInfrastructure
Product H
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DevOps Proliferates
CIO
Change Run
Product A Product B Product C Product D
THE BUSINESS
DevOps is an evolutionary and transformational movement
Product E Product F Product G
Security Release SupportInfrastructure
Product H
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“If you can’t change the people, change
the people.”
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Reading Recommendation‘Your Brain at Work: Strategies for Overcoming Distraction, Regaining Focus, and Working Smarter All Day Long’
by David Rock
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DevOps Nirvana
CIO
Digital Innovation Management
Product A Product B Product C Product D
IT IS the business. Everyone it on board with the DevOps way of thinking.
Product F Product G Product H Product I
Product E
Product J
The Board
The
Busi
ness
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Reading Recommendation‘Reinventing Organisations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness’
by Ken Wilber and Frederic Laloux
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Interactions:Collaboration & Integration
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DevOps Maturity
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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Practice Build management and continuous integration
Environments and deployment
Release management and compliance Testing 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 habitFull empowermentExternal learning
Measure to customer valueEffective 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 deploymentMajority 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 orientatedSelected 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 structureOnly specialistsTeam learning
Measure to project metricsManaged 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 automationReactive approach
Little/no involvementAd-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 5Written 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 integrated with 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 5Manual Packaged Scripted Complex On DemandBespoke, unpractised process. 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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Automation:Rigour and ruggedness
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Tools Fragmentation
CIO
Development Operations
Product A Product B Product C Product D Security Release SupportInfrastructure
Collaboration means sharing best practices, sharing services.
Product E Product F Product G Product H
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Dev
route to live
Test QA Prod
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Dev
route to live
Test QA Prod
Deploy your application at any time, at high speed
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Dev
route to live
Test QA Prod
Deploy your application at any time, at high speed
!
Be pre-emptively alerted to performance issues/outages
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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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Be DevOpstastic