1.
@RealGeneKim
Session ID:
Gene Kim
The Unicorn Project
And The Five Ideals

2.
@RealGeneKim
My Definition of DevOps
The architecture, technical practices, and cultural norms
that enable us to…
increase our ability to deliver applications and services...
quickly and safely, which enables rapid experimentation
and innovation, and the fastest delivery of value to our
customers…
while ensuring world-class security, reliability, and stability...
…so that we can win in the marketplace.
Source: DevOps Handbook (Kim, Humble, Willis, Debois)

3.
@RealGeneKim
Better Value,
Sooner, Safer, Happier
Source: Jon Smart, Partner, Founder, Sooner, Safer, Happier (@jonsmart)

4.
@RealGeneKim
The Problems That Still Remain
§ Absence of all the invisible structures needed to
enable developer productivity
§ The orthogonal problem of getting data from
where it resides to where it needs to be used
§ Strong opposition to support new ways of
working
§ Ambiguity on what behaviors needed to support
during a transformation

5.
@RealGeneKim
The Five Ideals
1. Locality and Simplicity
2. Focus, Flow, and Joy
3. Improvement of Daily Work
4. Psychological Safety
5. Customer Focus

6.
@RealGeneKim
Session ID:
The Business Value Of DevOps
Is Even Higher Than We Thought

7.
@RealGeneKim
Elite Low Difference
Deployment Frequency
On-demand
(multiple times per day)
Monthly or quarterly 208x
Deployment Lead Time < 1 hour 1 day to 1 week 2,555x
Deploy Success Rate 0-15% 46-60% 7x
Mean Time to Restore < 1 hour 1 week to 1 month 2,604x
Elite vs. Low Performers
Source: Google/DORA: 2019 State Of DevOps Report: https://cloud.google.com/devops/state-of-devops/

8.
@RealGeneKim
Elite Low Difference
Deployment Frequency
On-demand
(multiple times per day)
Monthly or quarterly 208x
Deployment Lead Time < 1 hour 1 week to 1 month 106x
Deploy Success Rate 0-15% 46-60% 7x
Mean Time to Restore < 1 hour 1 week to 1 month 2,604x
Elite vs. Low Performers
Source: Google/DORA: 2019 State Of DevOps Report: https://cloud.google.com/devops/state-of-devops/

9.
@RealGeneKim
Elite Low Difference
Deployment Frequency
On-demand
(multiple times per day)
Monthly or quarterly 208x
Deployment Lead Time < 1 hour 1 week to 1 month 106x
Deploy Failure Rate 0-15% 46-60% 7x
Mean Time to Restore < 1 hour 1 week to 1 month 2,604x
Elite vs. Low Performers
Source: Google/DORA: 2019 State Of DevOps Report: https://cloud.google.com/devops/state-of-devops/

10.
@RealGeneKim
Elite Low Difference
Deployment Frequency
On-demand
(multiple times per day)
Monthly or quarterly 208x
Deployment Lead Time < 1 hour 1 week to 1 month 106x
Deploy Failure Rate 0-15% 46-60% 7x
Mean Time to Restore < 1 hour Less than one day 2,604x
Elite vs. Low Performers
Source: Google/DORA: 2019 State Of DevOps Report: https://cloud.google.com/devops/state-of-devops/

11.
@RealGeneKim
High Performers Are More Secure And
Controlled
2x 29%
less time spent
remediating
security issues
more time spent
on new work
Source: Google/DORA: 2018 State Of DevOps Report: https://cloudplatformonline.com/2018-state-of-devops.html

12.
@RealGeneKim
High Performers Win In The Marketplace
2x 2x
more likely to
exceed profitability,
market share &
productivity goals
more likely to achieve
organizational and
mission goals, customer
satisfaction, quantity &
quality goals
Source: Google/DORA: 2018 State Of DevOps Report: https://cloudplatformonline.com/2018-state-of-devops.html

13.
@RealGeneKim
High Performers Win In The Marketplace
2.2x
higher employee
Net Promoter Score
50%
higher market
capitalization growth
over 3 years*
Source: Google/DORA: 2018 State Of DevOps Report: https://cloudplatformonline.com/2018-state-of-devops.html

14.
@RealGeneKim
The Opposite Of
Technical Debt Is…

15.
@RealGeneKim
When we can safely, quickly,
reliably, securely achieve
all the goals, dreams and
aspirations of our business…

16.
@RealGeneKim
When we can safely, quickly,
reliably, securely achieve
all the goals, dreams and
aspirations of the organizations
we serve…

17.
@RealGeneKim
The Five Ideals
1. Locality and Simplicity
2. Focus, Flow, and Joy
3. Improvement of Daily Work
4. Psychological Safety
5. Customer Focus

18.
@RealGeneKim
Session ID:
Ideal #1:
Locality and Simplicity

19.
@RealGeneKim
The First Ideal: A Measure
§ Bus factor
§ Lunch factor

20.
@RealGeneKim
How Many People Do You Need To Feed?
§ Two pizza team
§ Feeding everyone in the building
§ Schedule lunch with 43 different people

21.
@RealGeneKim
Architecture Enables Teams To…
§ …make large scale changes to the design of its system without the
permission of someone outside the team, or depending on other
teams
§ ...complete its work without fine-grained communication and
coordination with people outside the team
§ ...deploy and release its product or service on demand, independently
of other services the product or service depends upon
§ ...do most of its testing on demand, without requiring an integrated
test environment
§ ...perform deployments during normal business hours with negligible
downtime
Source: Puppet/DORA: 2017 State Of DevOps Report: https://puppet.com/resources/whitepaper/state-of-devops-report

22.
@RealGeneKim
The First Ideal: Code
§ Ideal: anyone can implement what they need by
looking at one file or module, and make the
needed change
§ Kubernetes sidecars
§ Spring (http-retry, Dependency Injection)
§ Aspect Oriented Programming
§ Not Ideal: to make your needed change, you
have to understand and change all the files and
modules

23.
@RealGeneKim
The First Ideal: Code
§ Ideal: changes can be independently
implemented and tested, isolated from other
components (composability)
§ Not Ideal: in order for changes to be
implemented and tested, the entire system must
be present (e.g., integrated test environment)

24.
@RealGeneKim
The First Ideal: Organization
§ Ideal: every team has the expertise, capability
and authority to satisfy customer needs
§ Not Ideal: in order to satisfy customer needs,
every team must escalate up two levels (and over
two, and down two)

25.
@RealGeneKim
Source: Manu Cornet: Bonkersworld

26.
@RealGeneKim
Source: Manu Cornet: Bonkersworld

27.
@RealGeneKim
Team of Teams
§ Story of Joint Special Forces
Task Force battling a smaller,
nimbler adversary in Iraq in
2004
§ Pushing decision making to
the edges

28.
@RealGeneKim
Unity of Command
Enable Decentralized Execution

29.
@RealGeneKim
Session ID:
Ideal #2:
Focus, Flow, and Joy

30.
@RealGeneKim
Source: https://itrevolution.com/love-letter-to-clojure-part-1/

31.
@RealGeneKim
Rediscovering The Joy Of Programming
§ For decades, I self-identified as an Ops person…
§ 2 years ago, I’ve started to self-identify as Dev
§ Clojure / ClojureScript
§ LISP, functional programming, immutability
§ 3000 lines of Objective C -> 1500 lines of TypeScript/React -
> 500 lines of ClojureScript
§ Development is so fun, and these days, you can do
miraculous things with so little effort

32.
@RealGeneKim
Why Functional Programming
§ The famous French philosopher Claude Lévi-Strauss
would say of certain tools, ‘is it good to think with?’
§ Core FP concepts
§ Immutability
§ Pure functions
§ Composability
§ Pioneered by LISP and ML. Popularized by OCaml,
Haskell, Clojure, Erlang, Elm, Elixir, ReasonML,
PureScript…

33.
@RealGeneKim
Interestingly, It Portends Future Of Ops
§ Core concepts
§ Immutability
§ Pure functions
§ Composability
§ Look at…
§ Docker, Docker Compose
§ Kubernetes
§ Kubernetes sidecars
§ Event streams: Apache Kafka
§ Immutable databases: Datomic, Couchdb, Delphix
§ Git

34.
@RealGeneKim
The Second Ideal: Focus and Flow
§ Ideal: your energy and time is focused on solving
the business problem, and you’re having fun
§ Not Ideal: all your time is spent trying to solve
problems you don’t even want to solve (e.g.,
YAML files, Makefile and spaces in filenames,
bash)

35.
@RealGeneKim
Never Have I Valued Infrastructure More
§ Things I detest now
§ Everything outside of my application
§ Connecting anything to anything
§ Updating dependencies
§ Secrets management
§ Authentication and authorization
§ Data masking
§ Bash
§ YAML
§ Patching
§ Building kubernetes deployment files (mostly by Googling)
§ Why my cloud costs are so high

36.
@RealGeneKim
The Value Of Platforms
§ Enable developer productivity
§ Self-service
§ On-demand
§ Immediacy and fast feedback
§ Focus and flow
§ Joy
§ Monitoring, deployment, feature flagging,
environment creation, security scans, orchestration,
database provisioning, test data management…

37.
@RealGeneKim
Flow: Dr. Mihaly Csikszentmihalyi
● State of Flow
● Two types of learning
● Procedural Learning
● One-shot Learning

38.
@RealGeneKim
“What is your lead time
for changes?”
“How long does it take to go from
code committed to code successfully
running in production?”

39.
@RealGeneKim
Source: The DevOps Handbook
Change Committed Into Version Control
Product Design and Development Product Delivery
(Build, Test, Deploy)
Create new products and services that solve
customer problems using hypothesis-driven
delivery, modern UX, design thinking
Enable fast flow from development to
production and reliable releases by
standardizing work, reducing variability and
batch sizes
Feature design and implementation may
require work that has never been done before
Integration, test and deployment must be
performed continuously, as quickly as possible
Estimates are highly uncertain
Cycle times should be well-known and
predictable
Outcomes are highly variable Outcomes should have low variability

40.
@RealGeneKim
Making Changes When It Matters Most
“By installing a rampant innovation culture,
we performed 165 experiments in the peak three
months of tax season.”
–Scott Cook, Intuit Founder
“Our business result? Conversion rate of the
website is up 50 percent. Employee result?
Everyone loves it, because now their ideas can
make it to market.”

41.
@RealGeneKim
What Is The One Question That
Predicts Performance With
Startling Accuracy?

42.
@RealGeneKim
“To what degree do we fear
doing deployments?”
Source: Puppet Labs 2015 State Of DevOps: https://puppetlabs.com/2015-devops-report

43.
@RealGeneKim
Session ID:
Ideal #3:
Improvement Of Daily Work

44.
@RealGeneKim
Third Ideal: Improvement of Daily Work
§ Not Ideal: TWWADI
§ “The Way We’ve Always Done It”
§ Ideal: MTBTT
§ “Make Tomorrow Better Than Today”
(Google SRE Principle #2)

45.
@RealGeneKim
Session ID:
Greatness Isn’t Free…
The Need To Pay Down Technical
Debt

46.
@RealGeneKim
Fast Push To Market
Debts & Risks
Features
Quality
Defects

47.
@RealGeneKim
Fast Push To Market — Continued
Features
Defects
Defect fixing dominates work
Site reliability tanks
Slower and slower velocity
Customers leave
Morale plunges
Devs leave because everything is hard
Quality
Debts & Risks

48.
@RealGeneKim
Source: https://twitter.com/johncutlefish/status/1046169469268111361
Who hasn’t felt this?
You hire a bunch of developers, but you
still can’t ship the features you
promised…
…and maybe you even have the feeling
that things are slowing down…

49.
@RealGeneKim
Risto Siilasmaa, NOKIA
Source: The Unicorn Project (2019) / Transforming NOKIA (2019)

50.
@RealGeneKim
Near Death Experiences
● Ebay (1999)
● Microsoft (2002): Bill Gates memo
● Google (2005): Automated testing culture
● Amazon (2004): Jeff Bezos memo
● Twitter (2008)
● LinkedIn (2009)
● Etsy (2009)

51.
@RealGeneKim
2002 Microsoft Security
Standdown
§ Famously, Microsoft after
SQL Slammer required
every product group to
freeze feature
Source: https://www.wired.com/2002/01/bill-gates-trustworthy-computing/

52.
@RealGeneKim
The Feature Freeze / Standdown
Debt
Features
Quality
Defects
Features

53.
@RealGeneKim

54.
@RealGeneKim
The Third Ideal: Enabling Greatness
§ Ideal: 3-5% of developers dedicated to improving
developer productivity
§ Google: likely 1,500+ devs ($1B+)
§ Microsoft: likely over 3,000 devs
§ Not ideal: assigned to summer interns and
“people not good enough to be developers”

55.
@RealGeneKim
Source: Satya Nadella, CEO, Microsoft (@satyanadella)

56.
@RealGeneKim
50% Of R&D On Platforms!
§ Jean-Michel Lemieux
(formerly VP Engr,
Atlassian; former CTO,
Shopify)
§ “50% of R&D cycles
should be spent on
platforms”
§ 40% on features
§ 10% on experiments
Source: https://twitter.com/jmwind/status/1470894712538103813?s=20

57.
@RealGeneKim
The Third Ideal: Improvement
§ Not Ideal: No one cares if someone breaks the
build, or checks in code that breaks our tests
§ Ideal: When someone breaks our build or our
tests, fixing it becomes the most important work
of the moment

58.
@RealGeneKim
Session ID:
Ideal #4:
Psychological Safety

59.
@RealGeneKim
Google: Project Aristotle, Oxygen, re:Work
Source: https://rework.withgoogle.com/blog/five-keys-to-a-successful-google-team/

60.
@RealGeneKim
DevOps Enterprise: Lessons Learned
§ In 2022, we held fifteenth DevOps Enterprise Summit, a conference for horses, by horses
§ Over the years, we’ve had over 600 leaders from:
§ Capital One, KeyBank, Barclays, GE Capital, ING Bank, Fidelity, PNC, ADP, BofA, Western Union, BBVA, US
Bank
§ Nationwide Insurance, Zurich Insurance, Allstate, Hiscox, Aviva, LV=
§ Walmart, Nordstrom, Target, Macy’s, Marks and Spencer, H&M
§ Nike, Adidas
§ J&J, Syngenta, Siemens Healthineers, Schlumberger*, Ascendis Pharma*
§ American Airlines, Delta Airlines, TUI Group
§ Sherwin Williams, Unilever, P&G
§ Verizon, Telstra, T-Mobile, Orange, CSG
§ Raytheon, Lockheed Martin, Northrop Grumman, CSRA, Jaguar Land Rover, Fiat/Chrysler, Cisco
§ Disney, Ticketmaster, NBC/Universal, Comcast
§ Kaiser Permanente, Stanford Medicine, Columbia Memorial, BUPA*
§ US Citizenship & Immigration Services, UK HM Revenue Collection, DISA Forge.mil, NZ Ministry of Social
Development, UK Welfare and Pensions, US Joint Warfare Analysis Center, USAF Kessel Run
§ Amazon PrimeNow, CA, Compuware, Google Search, IBM, MicroFocus, Microsoft, SAP

61.
@RealGeneKim
DevOps Enterprise: Big Four Auditors
§ Matt Bonser, Director, Digital Risk
Solutions,
PricewaterhouseCoopers LLP
§ Yosef Levine, Managing Director,
Global Technology Controls,
Confidentiality & Privacy, Deloitte
§ Jeff Roberts, Senior Manager,
Advisory Services, Ernst & Young
§ Michael Wolf, Managing Director
Modern Delivery Lead, KPMG
Source: https://videolibrary.doesvirtual.com/?video=485153001

62.
@RealGeneKim
One Of The Highest Predictors Of
Performance
Source: Typology Of Organizational Culture (Westrum, 2004)

63.
@RealGeneKim
One Of The Highest Predictors Of
Performance
Source: Typology Of Organizational Culture (Westrum, 2004)

64.
@RealGeneKim
One Of The Highest Predictors Of
Performance
Source: Typology Of Organizational Culture (Westrum, 2004)

65.
@RealGeneKim
One Of The Highest Predictors Of
Performance
Source: Typology Of Organizational Culture (Westrum, 2004)

66.
@RealGeneKim
Great Practices Enabled
§ Blameless post-mortems
§ Chaos Monkeys

67.
@RealGeneKim
Session ID:
Ideal #5:
Customer Focus

68.
@RealGeneKim
Courtesy: Compuware (Chris O’Malley, @chris_t_omalley; Jim Bryan, @jimbryan82)

69.
@RealGeneKim
The Fifth Ideal: Focus On The Customer
§ Core vs. Context
§ Enabled reallocation of $8MM back
into R&D

70.
@RealGeneKim
The Fifth Ideal: Focus On The Customer
§ Not ideal: Functional silo managers prioritize silo
goals over business goals
§ Ideal: Functional silo managers make decisions
based on what the customer values, and helps
ensure their teams have the skills to thrive in the
long term

71.
@RealGeneKim
Why Do I Think This Is
Important?

72.
@RealGeneKim
“The world is changing very fast...
Big will not beat small anymore. It
will be the fast beating the slow.”
Source: Rupert Murdoch

73.
@RealGeneKim
The Five Ideals
1. Locality and Simplicity
2. Focus, Flow, and Joy
3. Improvement of Daily Work
4. Psychological Safety
5. Customer Focus

74.
@RealGeneKim
2014: Dr. Steve Spear at MIT Sloan

75.
@RealGeneKim

76.
@RealGeneKim
DevOps, Lean As Part of a Great Whole
§ Team of Teams, TQM, psychological safety, 2nd
order learning, resilience engineering, safety
culture, disruptive innovation, MIT Beer Game,
optionality and architecture, teal organizations,
radical delegation, inner-sourcing, away teams

77.
@RealGeneKim
Great Horrible
U.S. JSOC (2000s) Team of Teams (After) Team of Teams (Before)
Naval doctrine and execution
(1890s-1940s)
US Navy WWII Japanese Navy WWII
Nuclear reactor design and
operations (1950s-2020s)
US Navy Soviet Navy
Space programs (1960s vs 1970s) US Apollo Space Program US Space Shuttle Program
Missile development (1960s) Sidewinder missile project Falcon and Sidewinder missiles
Automobile design and
manufacturing (1970s-2010s)
Toyota (1970-2010) General Motors (1970-2010)
Software development (1970s vs.
2000s)
DevOps and Agile Waterfall software development
Mobile phone (2000s) Apple iPhone Nokia
Search engines (2000-2010s) Google Yahoo
COVID vaccine creation (2020) 5x COVID vaccines approved for
experimental use
The 20 companies that took Warp
Speed $$ but failed
COVID vaccination sites (2021) Vaccination sites (8K/day, 100%) Vaccination sites (1K/day, 30%)

78.
@RealGeneKim
Communication Paths As Predictor
Source: Manu Cornet: Bonkersworld

79.
@RealGeneKim
Slower Integrated Problem Solving
Not allowed
Integrated problem
solving
§ Leaders get incomplete information, too late
§ Teams don’t have access to expertise they need, deprived of full creative potential

80.
@RealGeneKim
Typical Healthcare Scenario
§ Someone in Nursing has gloves that tear
§ Why does it need to escalate 8 levels to COO to
connect them with someone in supply chain?
§ Happens whenever integrated problem solving
must cross function silos
§ Nursing, Pharmacy, Transport, Supply Chain, Labs
§ And issues involving clinicians has to go to COO, over
to CMO, and then down

81.
@RealGeneKim
Faster Integrated Problem Solving
§ Defined values streams, where relationships that enable integrated problem solving are
more linear and explicit
§ Easier for the organization to dynamically change, because the structure is simpler

82.
@RealGeneKim
“If you have a dope at the top, you
will have, or soon will have, dopes
all the way down.”
Jack Rabinow
Rule #23 of Leadership

83.
@RealGeneKim
The Sociotechnical Maestro
§ High energy
§ High standards
§ Great in the large
§ Great in the small (so they can ask good
questions)
§ Loves walking the floor

84.
@RealGeneKim
Structure As A Predictor
Source: Manu Cornet: Bonkersworld

85.
@RealGeneKim
Amazon 2004
§ “Amazon.com started 10 years ago as a
monolithic application, running on a Web server,
talking to a database on the back end. This
application, dubbed Obidos, evolved to hold all
the business logic, all the display logic, and all the
functionality that Amazon eventually became
famous for: similarities, recommendations,
Listmania, reviews, etc.”
§ “The many things that you would like to see
happening in a good software environment
couldn’t be done anymore; there were many
complex pieces of software combined into a
single system. It couldn’t evolve anymore. The
parts that needed to scale independently were
tied into sharing resources with other unknown
code paths. There was no isolation and, as a
result, no clear ownership
Source: https://queue.acm.org/detail.cfm?id=1142065

86.
@RealGeneKim
The $1 Billion Amazon API Rearchitecture
1. All teams will henceforth expose their data and
functionality through service interfaces.
2. Teams must communicate with each other through
these interfaces.
3. There will be no other form of interprocess
communication allowed
4. It doesn't matter what technology you use, HTTP,
Corba, Pubsub, Bezos doesn't care.
5. Service interfaces without exception must be
designed from the ground up to be externalizable
6. Anybody who doesn't do this will be fired.
7. Thank you, have a nice day.
Source: https://queue.acm.org/detail.cfm?id=1142065
(“#7 is obviously a joke,
because obviously
Bezos doesn’t care
whether you have a
good day or not”)
Who enforced this?
Amazon CIO: Rick
Dalzell, a former U.S.
Army Ranger

87.
@RealGeneKim

88.
@RealGeneKim

89.
@RealGeneKim
Source: Pingdom

90.
@RealGeneKim

91.
@RealGeneKim
Amazon Results
§ 1999: thousands of deployments/year
§ 2001: tens of deployments/year
§ 2011: 15K deployments/day
§ 2015: 136K deployments/day

92.
@RealGeneKim
The Magic of 2000s Google Infrastructure
§ The miracle of Google platform in 2000s: present
to developers the illusion that they’re running on
persistent, deterministic hardware.
…when in actuality, they were running unreliable,
ephemeral compute resources.
§ It vastly simplified the developer mental model,
enabling them to be massively more productive

93.
@RealGeneKim
50% Of R&D Cycles On Platforms!
§ Jean-Michel Lemieux
(formerly VP Engr,
Atlassian; former CTO,
Shopify)
§ Ideal
§ 50% on platforms
§ 40% on features
§ 10% on experiments
§ Not Ideal: 80% of
features 😱
Source: https://twitter.com/jmwind/status/1470894712538103813?s=20

94.
@RealGeneKim
Want More Learn More?
To receive this presentation and the following:
§ PDF and audio excerpts from The Unicorn Project
§ Eight excerpts from Beyond The Phoenix Project audio
series w/John Willis
§ The 140 page excerpt of The DevOps Handbook
§ The 140 page excerpt of The Phoenix Project
§ Videos and slides from DevOps Enterprise 2014-2019
§ One hour excerpt of The Phoenix Project audiobook
Just pick up your phone, and send an email:
To: realgenekim@SendYourSlides.com
Subject: devops
realgenekim@SendYourSlides.com
devops

95.
@RealGeneKim