devops transformations: structuring approaches to change - devops connect march london

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Structuring approaches to change

Helen Beal, @helenranger4


Let’s Look At

• What DevOps culture looks like

• Organisational change

• DevOps metrics

• Baselining current state

• Writing ROI cases

• Setting DevOps goals/incentives/rewards

• Building DevOps toolchains


How Conflict Manifests

• Development feel it takes too long for IT Operations to

provision new environments for them

• They may start asking for access to production systems

• When an outage occurs, fingers are pointed and a

‘blame game’ ensues – ‘war rooms’ are set up

• A single person may be lauded as a hero as he or she

steps in at all hours to save the day (but is the only

person with the knowledge to fix the situation)

• The first time an outage is reported is via a customer

• People are working much longer than contracted hours

in attempt to get through an unplanned workload


Shipping more, higher quality code to end users

faster through exceptional collaboration between

business and IT and within IT.


What is

different about

DevOps?


Reasons to do DevOps

• Reduction in release/deployment time

• Increase in volume of releases (ideally on demand)

• Increase in software quality

• Less time spent testing

• Reduction in time spent resolving defects

• Reduction in number of outages (ideally pre-empted)

• Improved Mean Time To Recovery (ideally zero)

• Reduction in technical debt

• Delighted end users

• Improvement in staff morale and associated productivity boost

• Applications monetizing earlier increasing income

• A thriving business


Doing DevOps Right

There is a need to define a process for

embracing DevOps that is:

– Quantifiable and measurable

– Structured and defined

– Comprehensive and customizable


people process tools

culture interactions automation

1 2 3


Step 1:Gain executive

sponsorship


Step 2:Establish Project

Stakeholders


DevOps Culture Looks Like:

• People recognise and believe they have a

common purpose

• Work is conducted in a frictionless and

transparent manner

• The focus is on the end-user experience

• Goals are visible and shared

• Joint responsibility, joint ownership – cross

functional teams


Autonomy

Mastery

Purpose


Part One: Culture

1. Identify and document high level business

goals

2. Baseline metrics (survey)

3. Identify desired future state

4. Review DevOps teams patterns

5. Plan and execute organizational change

6. Define shared goals and publish

7. Review and tweak incentive systems

8. Education and certification


Education and Certification


Part 2: Interactions

• Requirements Management

• Build and Configuration Management

• Release and Deployment Management

• Testing

• Application Performance Management

• Continuous Delivery Assessment


Measure current maturity


The DevOps Maturity Scale

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


PracticeBuild management and

continuous integration

Environments and

deployment

Release management and

complianceTesting 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.


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 habit

Full empowerment

External learning

Measure to customer value

Effective 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 deployment

Majority 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 orientated

Selected 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 structure

Only specialists

Team learning

Measure to project metrics

Managed 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 automation

Reactive approach

Little/no involvement

Ad-hoc learning

No monitoring or metrics

collection

Poor, ad-hoc

communication and

coordination


0

1

2

3

4

Culture

Automation

LeanMetrics

Sharing

DevOps Maturity


Requirements Management Maturity

Level 1 Level 2 Level 3 Level 4 Level 5

Written 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 integratedwith software development environment: used directly in design, development, change tracking, testing and PM.


Release and Deployment Management Maturity

Level 1 Level 2 Level 3 Level 4 Level 5

Manual Packaged Scripted Complex On Demand

Bespoke, unpractisedprocess. 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.


Identify Bottlenecks


Collect Business Metrics

Metric Frequency Current Target

Frequency of Release Per week 1 OnDemand

Frequency of Defect Per week 55 5

Frequency of Outage Per month 6 1

Elapsed Time to Release Hours 27 1

Time to Resolve Defect Hours 3 0.2

MTTR Hours 6 0.1

Velocity

Unplanned work

Your unique business

metrics


Write Business Case- Implement


Part 3: Automation

• Review existing toolchain

• Review process maturity

• Identify and prioritise bottlenecks

• Identify desired future state

• Perform a tools review

• Write investment case(s)

www.ranger4.com DevOpstasticContinuous Delivery

Design & Plan

Code Integrate Test Release Deploy Operate

Requirements Management

Configuration & Build Management

Project and Portfolio Management

Application Release Automation

Application Performance Management

Artifact Repository

Integration Testing

Performance Testing

Automated Functional Testing


Dev

route to live

Test QA Prod


Dev

route to live

Test QA Prod

Deploy your application at any time, at high speed


Dev

route to live

Test QA Prod


!

Be pre-emptively alerted to performance issues/outages


Dev

route to live

Test QA Prod


Be pre-emptively alerted to performance issues/outages

Redeploy last known working version instantly, fix, test, redeploy


Pace Layers for DevOps

Systems of

Record

Systems of

Differentiation

Systemsof

Innovation

Traditio

nal

Dev

Op

s

Ch

ange

Go

vernan

ce

+

+

-

-


Write Investment Cases- Automate!


What You Get in the DTF

• A workbook with clear activities and tasks

• Maturity models

• Survey templates

• Goal templates

• Checklists

• Business case templates

• Project template


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devops transformations: structuring approaches to change - devops connect march london

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