devops: taking hold - meetupfiles.meetup.com/18747784/devops-taking-hold-final.pdf · faster,...

DevOps: taking hold

Ammeon: Accelerating Service Delivery

We are a Professional Services company offering Consultancy, Integration and Delivery Services to

Communication Service Providers, Network Equipment Providers and Organisations seeking help with Cloud &

DevOps transformations

Privately held, Irish company with over 200 employeesLocations: Dublin (HQ) & Belfast, Ireland; Reading, UK;

Belgrade, Serbia

..Yes we are hiring!

DevOps is a new way of doing things, the next step forward in IT

DevOps is being driven byRapid Delivery

Delighting CustomersFaster, better, cheaper

And its underpinned byCultural shifts

Lean-Agile LearningsAutomation

CollaborationCloud

It is the application of Lean principles to the IT Value stream

- DevOps Solution S Curve

Why? Because your competition is doing it!

Delivering software-based services efficiently provides you with a competitive edge, better customer

relationships, lower costs...and a happier workforce

Its what high performing IT organizations (service/application builders) do!

"...every business will become a software business.." Satya Nadella Microsoft CEO, Convergence 2015

"Software Is Eating the World, and It Could Eat Your Business" Marc Andreessen's 2011

2014 - Companies with high performing IT organizations were TWICE as likely to exceed their profitability, market share, and

productivity goals

2015 - High-performing IT organizations deploy 30x more frequently with 200x shorter lead times; they have 60x fewer

failures and recover 168x faster.

-PuppetLabs State of DevOps Survey results (2014 & 2015)

Because the boss said, “We need to do something about this DevOps thing, and we need

some cloud as well!”

How do I do it?

Key adoption success factors involve:

1. Making cultural changes (people)2. Adopting new ways of working (process)3. Relentlessly automating build, test and

deployment activities (tools)

Its a journey of transformation not a destination!

People

Process

Tools

Culture

Process

Automation

Culture

Interactions

Technology

Focus on People, process andtools is easier…relatively

Assess who you are and where you are

PathologicalPower Oriented

BureaucraticRule- Oriented

GenerativePerformance -oriented

Low cooperation Modest cooperation High cooperation

Messengers shot Messengers neglected Messengers trained

Responsibility shirked Narrow responsibilities Risks are shared

Bridging discouraged Bridging tolerated Bridging encouraged

Failure leads to scapegoating Failure leads to justice Failures leads to inquiry

Novelty crushed Novelty leads to problems Novelty implemented

- Westrum, 1994

'..a climate that provides good information flow is likely to support and encourage other kinds of cooperative and

mission-enhancing behaviour..' - Ron Westrum 1994

http://www.ranger4.com/blog/bid/76237/Optimized-DevOps

DevOps “DONE” – fine tuning and tied tightly to business goals

Continuous Improvement across the orgnaization

5) Optimizing DevOps

Happy people with integrated toolchain to pre-empt failure, automate test and deployment – Continuous Delivery

4) Managed DevOps

Automated build, cross-functional teams, product-focused, cultural change underway

3) Fundamental DevOps

Thinking about cultural change, starting to write scripts, looking into test automation

2) Starting DevOps

Outages, war-rooms, blame, unplanned work, delays and defects

1) Not Started DevOps

DevOps Maturity Spectrum

Lots of Help Needed

- Adapted from Ranger4

Generative Culture (Lean-Agile, outcome based)

Bureaucratic, Pathological(not Lean, little or no Agility)

DevOpsWaterfall, home grown

Continuous Deployment & Continuous Improvement

Twice yearly release, large batch sizes, significant WIP,

unplanned work, delays, poor quality…..

Transformation Journey

High cooperation -> Cross-functionalMessengers trained -> Blameless post-mortems

Risks are shared -> Shared responsibilityBridging encouraged -> Breaking down silos

Failure leads to inquiry -> Blameless post-mortemsNovelty implemented -> Experimentation time

Generative Culture Maps to DevOps

DevOps Cultural Change

Create Urgency Create a visionBuild a guiding

team

Engage Create WinsEnable

EmbedBuild

Create a Climate for Change

Engage and enable organisation

Implement and sustain

8 Step Change Model

- Adapted from Kotter, 1995

Activity Achievement

Define & reduce lead time for major new requirements

From “undefined” to < 3 months

Feature delivery timeFrom > 6 weeks to < 1 week including

elimination of 3 week sequential test cycle

Pipeline AutomationFrom legacy frequently breaks ensuring no

legacy regressions – automatic night run across all environments and full ST and regressions

Improve bug detection > 25% increase

Reduce upgrade time From months* to under 5 hours

*customers said never-ending

Overall achieved Zero-downtime deployment

Customer Case Study

Create a climate for change

Create UrgencyBuild a guiding teamCreate a vision

\\\\\CXO

Head of

Development

Head of

Operations

PMO Dev DBAs Test Security Release Infra. Support

Executive sponsorship is crucial!

Find and foster champions!

- Adapted from Ranger4

The Business

\\\\\CXO

Head of

Development

Head of

Operations

Product Product Product Test Security Release Infra. Support

Can lead to …

Re-org around productsBusiness and Dev working closer

Beginning to break down silos

Not all PO are DevOps advocates

The Business

Engage and enable organisation

Communicate the vision (engage)

"If you can't communicate the vision to someone in 5 minutes or

less and get a reaction that signifies both understanding and interest, you aren't done with the

phase..." Kotter 1995

\\\\\CXO

Change Run

Product Product Product Product Security Release Infra. Support

DevOps

The Business

Another Silo? Anti-pattern alert!

CXO

Change Run

Product Product Product Product Security Release Infra. Support

The Business

DevOps Proliferating

Empower TeamsCreate early wins

Implement and sustain

Consolidate the improvementsEmbed the new culture

Cultural change requires patience and time - often several years. This is just one reason why top management support is crucial to sustaining the pressure to change.

CXO

Customer Innovation Management

DevOps Dream Realised!

IT IS the business and everyone is involved in delivering value and contributing to the business

ProductTeam 1

ProductTeam 2

ProductTeam 3

ProductTeam 4

ProductTeam 5

ProductTeam N

The Business

Get busy...

• Build CI & CD pipeline & tooling• Automate everything • Adopting Cloud IaaS for Dev & Test and Production• Cloud native application transformation, moving your existing application estate to microservices

..but that’s another days work!

Don’t worry, there’s still time

Surveys show promise but there is plenty to be doneCompanies at Advanced Stage of DevOps deployment (cross-organisation deployment)

•UK 11%•Switzerland 23%•Spain 13%•France 12%•Germany 10%

84% of UK organisations agree DevOps (IT and Business alignment) is important ONLY 36% have it as a goal

- 2015 survey from Freeform Dynamics, sponsored by CA Technologies

w: ammeon.comt: @Ammeon, @finners_99e: [email protected]

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