how do we better sell devops? - puppetconf 2013
DESCRIPTION
"How Do We Better Sell DevOps?" by Gene Kim, Author of "The Phoenix Project: A Novel About IT, DevOps, and Helping Your Business Win", IT Revolution Press. Presentation Overview: In this talk, Gene shares his top lessons learned over my years studying high performing IT organizations on how to sell the value of DevOps, and help other stakeholders and executives have their own a-ha moments. He talks about specific stories about the circumstances that led to these a-ha moments, how they created DevOps champions in surprising places (e.g., Development, CTOs, Product Management, UX, Infosec) in organizations you'll recognize, and how they enabled implementing DevOps patterns that had awesome results. Speaker Bio: Gene is a multiple award winning CTO, researcher and author. He was founder and CTO of Tripwire for 13 years. He has written three books, including “The Visible Ops Handbook” and “The Phoenix Project: A Novel About IT, DevOps, and Helping Your Business Win." Gene is a huge fan of IT operations, and how it can enable developers to maximize throughput of features from “code complete” to “in production,” without causing chaos and disruption to the IT environment. He has worked with some of the top Internet companies on improving deployment flow and increasing the rigor around IT operational processes. In 2007, ComputerWorld added Gene to the “40 Innovative IT People Under The Age Of 40” list.TRANSCRIPT
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Act I: IT Ops Fixing Fragile Artifacts
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The Product Managers
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Act 2: The Developers
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IT Ops And Dev At War
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Nothing Left For Infosec
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The DownwardSpiral…
Act 3:There Must Be A Better Way…
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@RealGeneKimSource: John Allspaw
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How Do We Help Others Achieve Their Own “Aha” Moments?
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Eric Passmore, former SVP Global Engineering, AOL (2007)
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The Downward Spiral
Operations Sees… Fragile applications are prone to
failure Long time required to figure out
“which bit got flipped” Detective control is a salesperson Too much time required to restore
service Too much firefighting and unplanned
work Planned project work cannot
complete Frustrated customers leave Market share goes down Business misses Wall Street
commitments Business makes even larger
promises to Wall Street
Dev Sees… More urgent, date-driven projects
put into the queue Even more fragile code put into
production More releases have increasingly
“turbulent installs” Release cycles lengthen to amortize
“cost of deployments” Failing bigger deployments more
difficult to diagnose Most senior and constrained IT ops
resources have less time to fix underlying process problems
Ever increasing backlog of infrastructure projects that could fix root cause and reduce costs
Ever increasing amount of tension between IT Ops and DevelopmentThese aren’t IT Operations problems…
These are business problems!
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Dr. Bill Lattin
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Stages Of Value Selling
Problem Significance Solution Value
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Easy Lines To Get Started
Problem “What’s the difference between a good day and a bad
day?” “What keeps you up at night?”
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Easy Lines To Get Started
Significance “Does anyone really care if that bad thing happens?” “On a scale of 1-10, how big of a problem is this?” “So what?”
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Easy Lines To Get Started
Solution “If you could wave a magic wand, what would you
do?” “If you were king/queen, what would it look like?”
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Easy Lines To Get Started
Value “What’s in it for you?” “In six months, if all this comes true, what does life
look like for you?”
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Stages Of Value Selling
Problem Significance Solution Value
40When you do this, it should give you confidence that you’re not wasting
anyone’s time.
The Downward Spiral
Operations Sees… Fragile applications are prone to
failure Long time required to figure out
“which bit got flipped” Detective control is a salesperson Too much time required to restore
service Too much firefighting and unplanned
work Planned project work cannot
complete Frustrated customers leave Market share goes down Business misses Wall Street
commitments Business makes even larger
promises to Wall Street
Dev Sees… More urgent, date-driven projects
put into the queue Even more fragile code put into
production More releases have increasingly
“turbulent installs” Release cycles lengthen to amortize
“cost of deployments” Failing bigger deployments more
difficult to diagnose Most senior and constrained IT ops
resources have less time to fix underlying process problems
Ever increasing backlog of infrastructure projects that could fix root cause and reduce costs
Ever increasing amount of tension between IT Ops and DevelopmentThese aren’t IT Operations problems…
These are business problems!
More Patterns And Members Of The Tribe We Need To Recruit
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Gene Kim, CTO, Tripwire, Inc. (2006)
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The Downward Spiral
Operations Sees… Fragile applications are prone to
failure Long time required to figure out
“which bit got flipped” Detective control is a salesperson Too much time required to restore
service Too much firefighting and unplanned
work Planned project work cannot
complete Frustrated customers leave Market share goes down Business misses Wall Street
commitments Business makes even larger
promises to Wall Street
Dev Sees… More urgent, date-driven projects
put into the queue Even more fragile code put into
production More releases have increasingly
“turbulent installs” Release cycles lengthen to amortize
“cost of deployments” Failing bigger deployments more
difficult to diagnose Most senior and constrained IT ops
resources have less time to fix underlying process problems
Ever increasing backlog of infrastructure projects that could fix root cause and reduce costs
Ever increasing amount of tension between IT Ops and DevelopmentThese aren’t IT Operations problems…
These are business problems!
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Anonymous Product Manager/UX (2011)
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The Downward Spiral
Operations Sees… Fragile applications are prone to
failure Long time required to figure out
“which bit got flipped” Detective control is a salesperson Too much time required to restore
service Too much firefighting and unplanned
work Planned project work cannot
complete Frustrated customers leave Market share goes down Business misses Wall Street
commitments Business makes even larger
promises to Wall Street
Dev Sees… More urgent, date-driven projects
put into the queue Even more fragile code put into
production More releases have increasingly
“turbulent installs” Release cycles lengthen to amortize
“cost of deployments” Failing bigger deployments more
difficult to diagnose Most senior and constrained IT ops
resources have less time to fix underlying process problems
Ever increasing backlog of infrastructure projects that could fix root cause and reduce costs
Ever increasing amount of tension between IT Ops and DevelopmentThese aren’t IT Operations problems…
These are business problems!
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Anonymous Infosec (2012)
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Josh Corman (2012)
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Justin Collins, Neil Matatall and Alex Smolen from Twitter
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Value To Infosec
Integrate security testing into daily Dev work Reduce time from “find to fix” Reduce surface area of risk Non-functional requirements (Anonymous can
do 6 GB/sec DDoS: how can we survive it?) Enforce consistency Build in auditability Have reliance on IT Ops tools in daily use Traceability of production artifacts
The Downward Spiral
Operations Sees… Fragile applications are prone to
failure Long time required to figure out
“which bit got flipped” Detective control is a salesperson Too much time required to restore
service Too much firefighting and unplanned
work Planned project work cannot
complete Frustrated customers leave Market share goes down Business misses Wall Street
commitments Business makes even larger
promises to Wall Street
Dev Sees… More urgent, date-driven projects
put into the queue Even more fragile code put into
production More releases have increasingly
“turbulent installs” Release cycles lengthen to amortize
“cost of deployments” Failing bigger deployments more
difficult to diagnose Most senior and constrained IT ops
resources have less time to fix underlying process problems
Ever increasing backlog of infrastructure projects that could fix root cause and reduce costs
Ever increasing amount of tension between IT Ops and DevelopmentThese aren’t IT Operations problems…
These are business problems!
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Value And Objection Handling
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Our Desired Future Reality
Installs are predictable and require less time/effort than ever Engineering teams take decisive steps to correct bad installs (and they
don’t happen again) We are deploying code faster than ever, and can quickly detect and
recover We have operational discipline to enforce a structured resolution
process Less unexpected downtime Schedule and complete infrastructure improvement projects Bad installs rarely have a cascading effect Business unit releases are on schedule (vs delayed) Customers rarely leave We’re winning customers We exceed our 20% growth target Our business hitting earnings targets We can tackle even more projects, hire more stars, etc.
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High Performing DevOps Teams
They’re more agile 30x more frequent deployments 8,000x faster cycle time than their peers
They’re more reliable 2x the change success rate 12x faster MTTR
Source: Puppet Labs 2012 State Of DevOps: http://puppetlabs.com/2013-state-of-devops-infographic
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How organizations achieve high performance
• 89% have infrastructure artifacts in version control• 82% have automated process to create environments
Source: Puppet Las 2012 DevOps Survey Of Practice
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Performance by DevOps maturity
Organizations that implemented DevOps practices over 12
months ago were 5x more likely to be high performing than
organizations that weren’t implementing DevOps at all.
Source: Puppet Las 2012 DevOps Survey Of Practice
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Who Is Doing DevOps?
Google, Amazon, Netflix, Etsy, Twitter, Facebook, Pinterest …
BNY Mellon, Bank of America, World Bank, Paychex, Intuit…
The Gap, Nordstrom, REI, Macy’s, GameStop, …
Portland State University, Seton Hill University, Kansas State University…
Who else?
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Who Is Doing DevOps?
Google, Amazon, Netflix, Etsy, Twitter, Facebook, Pinterest …
BNY Mellon, Bank of America, World Bank, Paychex, Intuit…
The Gap, Nordstrom, REI, Macy’s, GameStop, …
Portland State University, Seton Hill University, Kansas State University…
Who else?
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Dorian Cougias
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“This book will have a profound effect on IT, just as The Goal did for manufacturing.” --Jez Humble, co-author Continuous Delivery
“This is the IT swamp draining manual for anyone who is neck deep in alligators.” --Adrian Cockroft, Cloud Architect at Netflix
“This is The Goal for our decade, and is for any IT professional who wants their life back.” --Charles Betz, IT architect, author “Architecture and Patterns for IT”
Why Do I Think This IsImportant?
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The DownwardSpiral…
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If I Could Wave A Magic Wand, Everyone Will…
Be energized about how practitioners can contribute in this organizational journey
Leave with some concrete steps to get some great outcomes
Help create the coalition that starts putting DevOps practices into place
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“Some books you give to friends, for the joy of sharing a great novel.
“Some books you recommend to your colleagues and employees, to create common ground.
“Some books you share with your boss, to plant the seeds of a big idea.
“The Phoenix Project is all three.”
--Jeremiah Shirk, Integration & Infrastructure Manager at Kansas State University
@RealGeneKim
Our Mission: Positively Impact The Lives Of One Million IT Workers By 2017
Free 170 page excerpt:http://itrevolution.com/the-phoenix-project-excerpt/
http://slideshare.net/realgenekim
DevOps Defensive Audit Toolkit
Enterprise DevOps Case Studies
Early draft of upcoming “DevOps Cookbook” (Allspaw, DeBois, Edwards, Humble, Kim, Orzen)
Email me at [email protected]
Learn Adoption
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