Alanna Brown shares how to build the case for DevOops, align incentives and team members, and implement key technical practices, such as version control, configuration management, continuous integration, and monitoring.
7. High-performing IT orgs are more agile
30x
More frequent
deployments
200x
Faster lead times
than their peers
Source: Puppet Labs 2015 State of DevOps Report
8. High-performing IT orgs are more reliable
60x
Change success
rate
168x
Faster mean time to
recover (MTTR)
Source: Puppet Labs 2015 State of DevOps Report
9. High-performing IT orgs are winning
1.5x
More likely to exceed
profitability, market
share & productivity
goals
50%
Higher market
capitalization growth
over 3 years.*
Source: Puppet Labs 2015 State of DevOps Report
10. Learning is not compulsory,
but neither is survival.
Edward W. Deming
http://bit.ly/deming14pts
18. “Trying to effect process, people, technology and
cultural changes across the entire application
portfolio, in a globally dispersed team and with a lot
of associated technical debt, is an epic challenge.”
Jonathan Fletcher
Enterprise Architect and Lead for Technology,
Platform and DevOps at Hiscox
http://bit.ly/devopshiscox
19. Hiscox: Results
• Reduced cost per release on one application
by 97%
• Reduced time per release by 89%
• Reduced staff required to release by 75%
• Automated testing reduced multiple man days
of effort down to an overnight hands-free
process
20. Conflicting Incentives
Business Delivering value to customers
Dev teams Delivering new features
Ops teams Ensuring stability of systems
Quality teams Ensuring quality of software releases
21. Everyone is responsible for quality
and we’re all trying to deliver the
best solution for our customers.
Reena Mathew, Principle Architect
Quality Engineering, Salesforce
http://bit.ly/sfdevops
24. We can’t do DevOps because our
application is
________________________.
25. Architectural Characteristics
Significant affect on IT performance
• Does not require integrated testing
environment
• Can deploy/release app
independently of other apps/services
it depends on
• Custom software with microservices
architecture
No affect on IT performance
• Packaged commercial software /
COTS.
• Systems of record / systems of
engagement
• New, not-yet-deployed systems.
• Software w/ embedded component that
runs on manufactured hardware device
/ user-installed component that runs on
user’s machine
27. Typical Enterprise Org Structure
IT Operations
NOC
Commercial Banking
Business Units
Credit Cards
Mortgages
Investment Banking
Systems Engineers
Network Engineers
Storage Admins
DBAs
InfosecDev teams reside in BU
29. Pattern 2: Cross-functional team
Characteristics
• Consists of devs, testers, ops, product
owner, etc.
• Focused on delivering a single
application
• Self-sufficient
• Optimized for throughput
30. Pattern 3: DevOps Team
Dev Ops
Dev
Ops
Characteristics
• Consists ideally of devs with systems
experience, or sysadmins with
programming experience
• Focused on automating pain points
• Responsible for building a platform that
allows devs to self-service
• Provides a toolchain to enable devs to
build, test and deploy their systems
• Coaches other teams
31. Roles & Responsibilities
Roles Responsibilities
“The Business” Understand market trends and identify customer needs
IT Manager Build trust with counterparts on other teams; create culture of learning
and continuous improvement; delegate authority; remove roadblocks
Dev Manager Build trust with Ops counterpart; bring Ops into the planning process
early
Systems Engineer Automate the things that are painful; help devs get feedback
QE Provide input into scale and performance; provide feedback on staging
environments
Devs Plan for deployment as you’re planning new features; get feedback from
ops and work with them on deployment process
38. Measuring Results
Throughput
• Deployment frequency
• Change lead time (from dev’s laptop to production)
• Cycle time
Stability / Reliability
• Change fail rate
• Mean time to recover
• Availability / downtime
39. Deployment Pain
Tomorrow, ask your team two questions:
• How painful are your deployments?
• What’s causing the pain?
40. Diversify Your Team
Teams with more women
have higher:
• Financial performance
• Stock market performance
• Hedge fund returns
• Collective intelligence
42. Resources
• The 2015 State of DevOps Report is here! puppetlabs.com/2015-
devops-report
• The Phoenix Project by Gene Kim
• Continuous Delivery by Jez Humble
• PuppetConf 2015: http://2015.puppetconf.com/
• DevOps Enterprise Summit: http://devopsenterprise.io/
Notas del editor
The first and most critical step in kickstarting your DevOps initiative is building the case and creating consensus.
It sounds really simple, but most people get this critical step wrong.
There’s a great TED talk by Simon Sinek, who wrote a book called Start with Why. The basic premise is this: People don’t buy what you do, they buy why you do it.
You probably already know why DevOps matters, but that doesn’t mean the rest of your team, your peers, or the people you report to get it.
Just as an experiment, go ask ten people “What problem are we trying to solve?” and see what answers you get. I bet they’ll be different depending on who you talk to.
Are there any managers or team leads in the room?
Well, listen up: you play a critical role here.
One of the most unexpected findings from the 2015 State of DevOps Report was that when the DevOps initiative was driven purely from the top-down, OR purely from a grassroots level, we saw a negative effect on organizational performance.
That’s why all of you managers and team leads are so important: you’re the ones who connect the strategic goals of the business with on-the-ground execution.
In the next couple of slides, I’m going to give you the tools to make a really strong business case for DevOps in your organization.
One of the challenges every organization faces is the need to move faster without compromising the reliability, security and stability of their systems.
These two seemingly opposing forces — agility and reliability — are possible to achieve. And it’s not just the unicorns who are achieving these results, it’s the horses, too.
Over the past 4 years, our data has consistently shown that:
High performing IT organizations are more agile. They deploy code 30 times more frequently. And they deploy 200 times faster than their peers.