Going Mainstream With DevOps - ChefConf 2015
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As DevOps continue to evolve with the emergence and expansion of new technology trends including cloud infrastructure, Big Data and the Internet of Things, thoughts of DevOps adoption has become increasingly mainstream in many IT enterprises. IDC alone estimates that 60 percent of CIOs plan to use DevOps to manage their software. “Going Mainstream with DevOps” will analyze how DevOps automation has evolved since its conception and how it continues to play a major role in many IT organizations. Rachel will then dive deeper into how enterprises are adopting DevOps practices, from agile development and continuous deployment to containerization; and, the challenges organizations face when implementing DevOps and how to overcome them. https://youtu.be/Asq61uHL79o
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Going Mainstream With DevOps - ChefConf 2015
Notas del editor
- Frustrated English professor Real-world examples drawn from members of Ignition’s CIO council With the exception of Toyota, historical examples drawn from companies I watched grow Recent books that have helped inform my thinking about these topics
- A number of large organizations spend 85% of their budget just keeping things running Money left over for innovation, improvement and new applications strictly constrained The biggest challenges are organizational: responsibilities cross organizational boundaries Employees worry about losing responsibilities or even jobs Technology choice issues post-date these organizational and trust obstacles
- Business segments pushing for greater speed and stability – at the same time - “Stability is part of the guest experience” The digital online operations team became “system engineers” - “Software engineers now saw us as kindred engineers” – Jason Cox Systems engineers promoted automation tools and collaborative processes (version control, CI/CD, monitoring) “Tools change the human experience; they change how we think” – from how do we scale to “How do I look at infrastructure as code?”
- Director of software engineering at GE Software. “We are an industrial company” To succeed in industrial internet, GE must use data that flows from its products in the field How improve design? How secure those data streams? How embrace agile, CI and CD? - Acquisitions and investments, such as $100m into Pivotal SSG: 70 teams, energy management, distributed management, outage management software, plus smart grid. did not go well, so GE made all-in bet on agile ”The bottom line is that they were spending a ton of money on talent, so we need to get them the best infrastructure that could be built,” We captured the framework, and built a way teams could assess where they stood. But most of all, we created a community,
- Ben Fried, now Google CIO, has told of failed institutional trading app – extension of Web-based trading tool to desktop The most interesting thing is that big disasters rarely happen because of just one thing,” – although blocking the SNMP port for the load balancer, so no one knew it was degrading until it failed – that probably didn’t _help_ "We added people to specialized teams, each operating within a functional boundary. We never said understanding how everything works is important." Operations is engineering. We need generalists in operations, and we can't allow the tech barriers to separate us because that will result in failure.
- At first they tried to tackle the situation by moving into a deep vertical stack using expensive technology, which tackled some issues but ultimately ended up ‘building a monolith’ “scaling concerns do not cross functional boundaries", meaning that capacity for one service can expand elastically without affecting any other services.
- Flickr itself exemplifies agility – originally GNE. Child company Tiny Speck spawned Glitch then Slack John Allspaw now at Etsy, now at Slack Very cool to reflect on what was in devops from its very inception – faster time to deploy, with implied iteration/CI/CD, plus cooperation A business objective (agility), a toolchain and a culture
- Of the ten fundamental enablers outlined in that presentation, six are technical and four – forty percent! are cultural These cultural traits are as essential to the business objective (agility) as the technical tools You cannot pivot without trial and error, and you can’t keep making mistakes without a healthy attitude about failure and avoiding blame
- Zappos core values: Deliver wow through service, embrace and drive change, create fun and a little weirdness, be adventurous, creative and open-minded, pursue growth and learning, build open and honest relationships with communication, build a positive team & family spirit, do more with less, be passionate and determined, be humble Of these, 50% ( 1, 2, 4, 5 and 6) are straight out of the Flickr/agile/devops playbook The others smack of cultishness, maybe? We’ll return to that in a little while
- Why do I need to pick my own projects?, But how do I decide which things to work on?, How do I find out what projects are under way?, Risks What if I screw up?, But what if we ALL screw up? Your Most Important Role Hiring, Why is hiring well so important at Valve?, How do we choose the right people to hire?, We value “T-shaped” people, We’re looking for people stronger than ourselves,
- Values are what we value; high performance; freedom & responsibility; context, not control; highly aligned, loosely coupled; pay top of market; promotions & development Now we’re getting quite far afield from Flickr and pure devops but you can see a family relationship between Netflix & Zappos and especially between Netflix & Valve These cultures won’t work for all kinds of people but for the people for whom they do work, they can make people enormously more productive
- What we’re actually talking about, the culture question, is an HR question in fact it’s even deeper than that – companies are competing for intelligent people and then scrambling to build the best possible environments in which those people can be happy and productive devops and agile are, at their heart, methods for enabling very fast and efficient knowledge work
- Give it up for the original gangsters Continuous improvement Respect for people Long-term philosophy The right process will drive the right results Add value to your organization by developing your people and partners Continuously solving root problems drives organizational learning
- Jeff Bezos was a quant. Books were just a placeholder. Jeff’s hedgehog idea – we’ll get back to that – was of an everything store Low prices, limitless selection, convenience From distribution centers to fulfillment centers lower prices led to more customer visits. More customers increased the volume of sales and attracted more commission-paying third-party sellers to the site,” which “allowed Amazon to get more out of fixed costs like the fulfillment centers and the servers needed to run the website,” which, in turn, led to greater efficiency and the possibility of lowering prices even further. A corporate culture of relentless ambition – no perks, door desks Interesting implications for cloud economics as Amazon continues to subsidize AWS
- Rave culture – PLUR; peace, love, understanding and respect 1000 Van Ness in San Francisco – a condo frat house with a party loft, a restaurant run by Hsieh’s parents and an incubator with the same name, Venture Frogs The restaurant failed and the incubator spawned one unicorn: Zappos Hsieh moved the whole company to Las Vegas and seems to be trying to rebuild the frat house on a metropolitan scale Latest experiment is wholesale Holacracy – anyone who’s not on board will be paid severance
- Recommended by limited partners – I was worried they thought I was too quiet, but in fact it was because I’ve been running unconferences and emphasized the importance of gently deflecting loud people and drawing quieter people out This book introduced me to K Anders Ericsson and the origins of the 10x engineer a 10x engineer is one who works in a company that affords that person privacy it’s a property of being able to achieve flow – not everyone can achieve flow, and you can’t do it unless you’ve got the right environment not all the most brilliant people will be extraverts, not all will thrive in a Zappos environment the devops toolchain and the culture of trust and respect make it possible for people to work in the environment that’s best for them. it can draw out introverts and crucially important contrarian views
- Level 5 Leadership First Who, Then What Confront the Brutal Facts: The Stockdale Paradox Hedgehog Concept: passion, best at, driving resource Culture of Discipline: Rinsing the Cottage Cheese Technology Accelerators The Flywheel: compound interest
- Immortal aliens are already among us – they are corporations (or families with inherited wealth; corporations of blood) There’s a 99-to-1 chance you are not a member of the 1% traditional working-class and middle class jobs are being disrupted: yesterday manufacturing and journalism: tomorrow law your assets are your intelligence and your labor; your liabilities are global competition it’s in your rational self-interest to work for and to start companies that create the sorts of environments where all kinds of people – including you – can do their most efficient and productive work hence – devops!