Gary Gruver, Gruver Consulting In my role, I get to meet lots of different companies, and I realized quickly that DevOps means different things to different people. They all want to do “DevOps” because of all the benefits they are hearing about, but they are not sure exactly what DevOps is, where to start, or how to drive improvements over time. They are hearing a lot of different great ideas about DevOps, but they struggle to get every-one to agree on a common definition and what changes they should make. It is like five blind men describing an elephant. In large orga-nizations, this lack of alignment on DevOps improvements impedes progress and leads to a lack of focus. This session is intended to help structure and align those improvements by providing a framework that large organizations and their executives can use to understand the DevOps principles in the context of their current development processes and to gain alignment across the organization for success-ful implem

1. November 15, 2016
Starting and Scaling DevOps in the
Enterprise
Gary Gruver, President of Gruver Consulting LLC

2. November 15, 2016
 FW no longer a bottleneck for
the business
 Development costs reduced
from $100M/yr. to $55M/yr.
 140% increase in the number
of products under development
 Capacity for innovation
increased from ~5% to ~40%
© Gruver Consulting

3. November 15, 2016© Gruver Consulting

4. November 15, 2016© Gruver Consulting

5. November 15, 2016
Gene Kim Quote
This is my personal definition: I would define
DevOps by the outcomes. In my mind, DevOps is
those set of cultural norms and technology
practices that enable the fast flow of planned work
from, among others, development, through tests
into operations while preserving world class
reliability, operation and security.
DevOps is not about what you do, but what your
outcomes are. So many things that we associate
with DevOps fits underneath this very broad
umbrella of beliefs and practices—which of course,
communication and culture are part of them.
“
© Gruver Consulting

6. November 15, 2016
Business
Ideas
Developer Production
Monitoring
Environment
Testing

7. November 15, 2016
Environment
Testing
Developer
Business
Ideas
Production
Monitoring

8. November 15, 2016
Environment
Testing
Developer
Business
Ideas
Production
Monitoring

9. November 15, 2016
MonitoringMonitoring
Environment
Testing
Developer
Business
Ideas
Production
Monitoring

10. November 15, 2016
Monitoring
How Long  Frequency  Issue Source
Environment
Testing
Developer
Business
Ideas
Production
Planning Capacity
Requirements Inventory
% Reworking
% Expected Results
Deploy Time & Effort
Source & Number of
New Issues
New
Issues
Cycle Time
Batch Size
Repeatability
Branch Time
Approval Times

11. November 15, 2016
 Leadership vs Empowerment
 Specialization vs Generalist
 Push to production
 Green builds & Quality Gates
© Gruver Consulting

12. November 15, 2016

13. November 15, 2016