more than technology - the culture of devops

1© Copyright 2016 EMC Corporation. All rights reserved.

More Than TechnologyThe Culture of DevOps


YOUR SPEAKER Day Job – Pre-Sales Architect specializing in DevOps

and App Modernization for the NY/NJ Division Side Job - Developer & Application Evangelist within

EMC Global Services Passionate about driving Lean Enterprise

Transformations and Infrastructure as Code

Don DemcsakApplication Solution Principal [email protected]

@DonDemcsak

http://www.linkedin.com/in/donxml


BUSINESS VALUE… from IT?


IT IS A BUSINESS ENABLERBUSINESS MODELCUSTOMER

•Customer understanding•Top line growth•Customer touch points

•Digitally-modified business•New digital business•Digital globalization

© 2011 MIT Center for Digital Business and Capgemini Consulting

•Process digitization•Worker enablement •Performance management

OPERATIONS

BUSINESS VALUE


“Success is a company’s ability to see the window of opportunity and capitalize on it.”

https://www.ted.com/talks/bill_groass_the_single_biggest_reason_why_startups_succeed?language=en


WHY IS THIS SO CHALLENGING?

PLATFORMS OPERATING MODEL TOOLS PROCESS STANDARDS


ComplexPORTFOLIO PROCESSES

7


Rigid structures and knowledge silos


Managed with Manual Processes


Heavily Laden with Bureaucracy

10


• From Silos to Delivery Teams– Outcomes over Activities

• This change isn’t “solved” with a technology change• This change is evolved through: People + Process + Technology

Culture!

THE FOCUS OF IT NEEDS TO CHANGE


Agile Software Delivery

Scope of DevOps

DEVOPS IN CONTEXT

Development

Design & Build

Architecture

Quality Assurance

Operations

Security

Infrastructure Compliance

Applications Deploy

IT Governance

Analysis

UX

Product Development

BacklogRoadmap

Feature scoping and validation

Solutions

Training

Support

SalesField SalesInside Sales

Engineers

MarketingStrategy

Content

SEO Analytics

Advertising


DELIVERY PIPELINE

…optimizing the flow of work to create products that create value faster and more reliably.

OPS

DEV


PEOPLE(Skills & Culture)

TOOLS(Platforms & Ecosystems)DEVOPS

TRANSFORMATION

PROCESS(& Practices)


THE LEGACY DATA CENTERWE BUILT DATA CENTERS WITH 2 ASSUMPTIONS

Once a workload was running in production, it would stay running on the same servers,

in the same data center, forever (or

decomissioned)

Work loads would never move

Workloads and the servers they ran on would get updated

once a quarter except for emergencies

Work loads would seldom change


MODERN DATA CENTERSTHE ASSUMPTIONS HAVE BEEN FLIPPED

Workloads need to be easily moved to the most cost efficient

location, as defined by the business

Work loads would probably move

Workloads need to be updated at the pace of

the business, whenever, and as

often as the business desires

Work loads would always change


THE TRIPLE THREAT

DELIVERY PIPELINE

Agile Portfolio Planning &

Management

Modern Architecture & Development

Automation, Orchestration &

DevOps


Automation, Orchestration &

DevOps


CONTINUOUS DELIVERY

DELIVERY PIPELINECOMMIT

DEV TEST STAGEPROD

UNIT

FUNCTIONREGRESS

CAPACITYBUILD

PACKAGEDEPLOY

DEPLOYDEPLOYDEPLOY

CODEPEN. TEST

SEC. SCAN

COMPLYINTEGRATE


CONTINUOUS DELIVERY


DEV TEST STAGEPROD

BUILDPACKAGEDEPLOY

UNITCODE

PEN. TEST

FUNCTIONDEPLOYDEPLOY

REGRESSCAPACITY DEPLOYSEC. SCAN

COMPLYINTEGRATE

INFRASTRUCTURE?


CONTINUOUS DELIVERY


DEV TEST STAGEPROD

BUILDPACKAGEDEPLOY

UNITCODE

PEN. TEST

FUNCTIONDEPLOYDEPLOY

REGRESSCAPACITY DEPLOYSEC. SCAN

COMPLYINTEGRATE

PROVISIONCONFIGDEPLOY DEPLOY DEPLOY

OPERATEMANAGEMONITOR MONITORMONITOR


AUTOMATE EVERYTHING


DEV TEST STAGEPROD

BUILDPACKAGEDEPLOY

UNITCODE

DEPLOY

PEN. TEST

FUNCTIONDEPLOY

REGRESS

COMPLY

DEPLOYCAPACITYSEC. SCANINTEGRATE


OPERATEMONITOR MONITORMANAGE

MONITOR


AUTOMATE EVERYTHING


DEV TEST STAGEPROD

Improves Efficiency & Reduces Cost of Individual Steps


AUTOMATION ALONE

DOESN’T MAKE YOU GO FASTER!

44 42


ORCHESTRATED & INTEGRATED

Deployment Environments Management & Monitoring

Version Control Build Tools Continuous Integration Tools Test Frameworks

TestManager

Commit & Build Application

Validate Code & Build

DeployApplication

AcceptanceTest

CapacityTest

DeployInfrastructure

Commit & Build Infrastructure

Validate Automation Package

Production DeployVersion Control

Configuration Managment Artifact Repositories

API Library

API Library

Ideal DevOps Workflow


COLLABORATE

GROUPING DYNAMIC TEAMING MODEL

GOAL

Operational SilosCentralized Management

Cross-functional TeamSelf-managed; Product Aligned


MEASURE

“If someone were to accuse you of being successful, could you prove it?”

-Dean Webster, VP Product Development


• Reduce cycle time by 300%• Reduce recovery/rollback time to less than 4hrs• Improve process efficiency by 10%• Reduce break/fix workload from 50% to 30%• Solution is extensible and parameterized

SUCCESS CRITERIA & MEASURESDEFINE THE OUTCOMES OF TRANSFORMATION


DEVOPS PILOT – TITLE INSURANCE COMPANY

12,936 Hours of rework per year $970,200

Averaged 98 defects related to deployment

per release

4 Major releases a year for their

primary application

33 person hours to fix, test,

redeploy each deployment

defect

Average Chargeback

$75/person hour

246 Hours of rework per year $18,450

Averaged 2 defects related to deployment

per release

4 Major releases a year for their

primary application

33 person hours to fix, test,

redeploy each deployment

defect

Average Chargeback

$75/person hour

BASE

LINE

POST

-PILO

T


DEVOPS IMPLEMENTATION – INSURANCE COMPANY

3,600 Hours Budget for Project $270,000

3 day application

deployment an configuration

12 day environment

provisioning and configuration

cycle

30 environment build projected during project

Average Chargeback

$75/person hour

9 Hours Budget for Project $675

Application deployment an configuration included in

environment provisioning

20 min environment

provisioning and configuration

cycle

30 environment build projected during project

Average Chargeback

$75/person hour

BASE

LINE

POST

-PILO

T


the “WHAT” – defines outcomes; sets enterprises standards to maintain quality and provide a consistent work environment across the enterprise

EMPLOY A TOP DOWN & BOTTOMS UP CHANGE MODELSuccess Requires A Shared Vision

CHANGE ADOPTION

LEADERSHIP TEAM

DELIVERY TEAM

the “HOW” – determines the best approach for achieving the standards defined at the enterprise level


INTRODUCE STRONG MATRIX ORGANIZATION TO REDUCE BOTTLENECKSCROSS-FUNCTIONAL, COLLABORATIVE TEAMING

GROUPING DYNAMIC TEAMING MODEL

GOAL

Operational SilosCentralized Management

Cross-functional TeamSelf-managed; Product Aligned


CREATE SPACE

• Separate from normal working environment

• Open, collaborative design

• Innovation “vibe”

• “In orbit” of Enterprise “The Application Factory”


SET & MANAGE EXPECTATIONSARCHITECTURE & STANDARDSENTERPRISE & IT GOALS

MANAGE TO OUTCOMES NOT TO TASKS & ACTIVITIES

• Performance goals

• Business objectives

• Budgetary goals

• Innovation targets

• Etc.DefineProgram & Team Level Metrics

Development

Architecture

Compliance

Quality

Etc.

•

•

•

•

• Define DONE

For Enterprise, Programs, and Teams


MODEL CORE VALUES AND “BEST PRACTICES”RECOMMEND PRACTICES:• Cross-functional Teams• Retrospective/Improve• Peer Review/Code Analysis• Test-Driven Development• Version control• Visible Dashboard• Standup Meetings

VALUESCOURAGE

COMMUNICATE FEEDBACK

SIMPLE


INITIATING THE CHANGE

Learning Activities• Shadowing people and learning from others• Formal classroom training• Self-initiated learning

• Social networking• Reading blogs and books

• Sharing ideas and support from others• Workshops and Lunch & Learns• Writing blog posts

• Small experiments and short projects• Questioning, retrospectives and feedback loops

“Knowledge is something you buy with money. Wisdom is something you acquire by doing.”

-Taiichi Ohno, Workplace Management (1988)

Create a Community of Practice*def. - Groups of people who share a concern or passion for something they do and learn how to do it better as they interact regularly


CREATING A CONTINUOUS IMPROVEMENT CULTURE• 15-30 minutes spent reading/listening•-- Books•-- Blogs•-- Podcasts

Improve Daily(gain knowledge)

•30 Minute Standup (Scrum)•2 minutes for each person•-- What did I learn this week•-- What did I do wrong this week•-- What am I going to improve on next week

Weekly Retrospective

(measure progress)

•Spend 1 hour coding•Spend 30 minutes communicating via slack

Weekly Wisdom(gain wisdom)

•Attend Internal Meet UpMonthly

Workshop(comm. of practice)


Release Candidate Pipelines

DELIVERY PIPELINES

VERSIONCONTROL

COMMITCREATECHANGE

• New software• Enhancements/fixes• Upgrades• Patches• Configurations

TEST UAT STAGE

PROD

Development & Build Process

1.1

1.2

1.3

1.4

1.5

1.2

Automated Tool Chain


…differently to help create value faster?

Starting tomorrow, what will YOU DO…


…to validate your change helped create

value faster?



…to share your success with other

teams and departments?



…to codify that success in a development

platform?
