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DEVOPS TRANSFORMATION

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WHAT IS DEVOPS?

• It is a practice

• It is a mentality and culture

• It is collaboration

• It is agile operations

• It is software approach to ops

• It is rapid IT service delivery

• It is not a permanent team

• It is not a profession

• It is not only software tools

• It is not only code infrastructure

• It is not a System Engineer

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features released faster, reduced cycle times,

higher deploy rates, contained issues, ability to

change fast.

Faster time to market

increased availability, increased change success

rate, embrace failures.

Increased quality

increased time spent on value adding activities,

increased amount of value being delivered to the

customer, better collaboration among teams

Increased collaboration

WHY DEVOPS?

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SOFTWARE DEVELOPMENT

QUALITY ASSURANCE IT OPERATIONS

Required to produce code while not having

a chance to know how it behaves and

performs in production like systems, how

customers feel about it, how it matches

with actual needs.

Software Development Team

Whatever is given to ship in

production, make sure it runs. If it

doesn’t – hack into it somehow.

a.k.a. Deploy and Pray

System Engineering Team

Responsible to adhere to high quality

standards, very often blindly without

being given all the tools, resources and

lacking coverage.

Quality Assurance Team

BEFORE DEVOPS

The space in between representing

confusion, misalignment, walls, and stress.

Wall Team

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Collaboration Developers and System Engineers

working together make it possible to

better understand each other and

make cool things such as automation.

Queuing Customer focused prioritization, overload

identification points, calmness, better services, and

task scope improvements.

DevOps team A point to seed the DevOps approach -

team setup as a transitional step to

infuse cooperation of developers and

system engineers.

DEVOPS – Transitional Team approach

(there is no right or wrong – whatever works!)

Silos

Overstrained

The Bad The Good Having an all-powerful team

creates an isolated silo and an

operational knowledge bottleneck.

Capability and expertise increases leading to

increased scope of responsibilities and

competencies while overall team throughput

can reach limits.

Confused Initially, expected confusion on what

specialties and opportunities can be covered

by who within team. This can be manifested

as team overload and chaos, queues will help.

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NEXT LEVEL TOWARDS DEVOPS: TECHNICAL

Full Virtualization

QA, Feedback systems, and Logs

Uniformity & Automation

Independent releases

Containers & Service discovery

Gro

un

ds

Go

als

http://www.slideshare.net/AgronFazliu/devops-transformation-technical-and-organizational-goals-68059115

See DevOps Transformation – technical aspects

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NEXT LEVEL TOWARDS DEVOPS: ORGANISATIONAL

INFRASTRUCTURE

CONFIGURATION

DEVOPS

CODE & DATA TOOLCHAINS

Product teams are independent, having full

expertise and responsibility over software

development, testing, deployment toolchain, and

production software operations.

Indicative (team decides):

50% Software development

20% Infrastructure-as-code development

20% Product testing automation

10% Innovation

Product DevOps Teams

Site Reliability Engineering Team is small but responsible for

the internal and production container infrastructure-as-code

reliability and performance.

Indicative (team decides):

40% Operate Infrastructure, reliability, performance at scale

30% Innovate and improve production/IaC

30% Business/Customer technical expertise

Site Reliability Engineering Team

Operations KPIs

Software SLA

“SRE team is responsible for availability, latency, performance, efficiency, change management,

monitoring, emergency response, and capacity

planning.”

“DevOps represents a change in IT culture, focusing on rapid IT service

delivery”

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HOW WOULD DEVOPS ORGANISATION LOOK LIKE!

Production

So

ftw

are

SL

A

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SANITY CHECK: CONWAY’S LAW

Production

“Any organization that designs a system (defined broadly) will produce a design

whose structure is a copy of the

organization's communication structure!”

Customers

Organization! Architecture!

http://www.melconway.com/Home/Conways_Law.html

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WATCH OUT POINTS!

Customers

Focus not on output

and development but

on outcome and

customer needs.

Cooperation

Independence does

not mean isolation,

therefore people

collaboration is

paramount to function

within one roof

Vision

Ensure that teams

running own

products do not drift

away from company

vision and goals

Mentality

Reach a point of

understanding that

independence comes

with responsibility

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Learn

Trust your tests and data

Independent Teams - Reach technical product independence

Internal eq. production

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WHAT FIRST?

Automate until bored

Virtualize everything

Rely on your Feedback Systems

SRE Team - Manage IaC & containers at scale

Innovate Docker probing Improve

Scale

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WHAT OTHERS ARE SAYING! So, you don’t feel lonely

Question 4 Who manages the DevOps initiatives?

• Development teams

• Shared management

Question 3 Creating appropriate testing environments for databases can be difficult.

What approach does your organization generally use?

• The testing environment resembles the production environment as

closely as possible, including transaction and data scale

• Use transaction capture and replay from production to test with data

replicated/masked from production

Question 2 What is the key element to successfully implementing a DevOps approach?

• Support from executive leadership

• Ensure that there are flexible, available resources

Question 1 What is the most significant drawback in traditional development processes?

• Difficult to respond to changing business requirements

• Lack of communication between development and operations

39% 26%

36% 39%

16%

55%

31%

32%

DELL, 2016: The Current State and Adoption of DevOps

top two answers

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If you automate a mess, you get an automated mess.

Rod Michael, Rockwell Automation.

Reconsolidate the technology

Maintain business growth and expansion

Assess transition risks

Re-organize towards independent product teams

Master system and organizational scaling up/down

Innovate & Improve

Summarized 13

14 T H A N K Y O U !

Questions!