Continuous Delivery is still trendy and everyone wants to get there, but there are so many walls you have to break and nerves to spoil! In this talk Eduards will present real-world battle stories of continuous delivery adoption, 10 underlooked things that tend to go wrong and what practices can you apply in order to survive.

1. 8 THINGS THAT MAKE CONTINUOUS DELIVERY
GO NUTS
Eduards Sizovs
@eduardsi

2. 1LACK OF ORGANISATIONAL ALIGNMENT

3. 1LACK OF ORGANISATIONAL ALIGNMENT
AKA SHADOW CONTINUOUS DELIVERY

4. STORY TIME
(FINTECH STARTUP, GERMANY)

5. CONSEQUENCES
SLA MISSED - LOST INTEGRATION PARTNER AND ~20K CUSTOMERS
LOST TRUST BETWEEN MANAGEMENT AND IT
LOST TRUST BETWEEN DEV AND OPS
TEAM LEAD FIRED
COMPANY WENT BANKRUPT

6. CONSEQUENCES
SLA MISSED - LOST INTEGRATION PARTNER AND ~20K CUSTOMERS
LOST TRUST BETWEEN MANAGEMENT AND IT
LOST TRUST BETWEEN DEV AND OPS
TEAM LEAD FIRED
COMPANY WENT BANKRUPT

7. CONSEQUENCES
SLA MISSED - LOST INTEGRATION PARTNER AND ~20K CUSTOMERS
LOST TRUST BETWEEN MANAGEMENT AND IT
LOST TRUST BETWEEN DEV AND OPS
TEAM LEAD FIRED
COMPANY WENT BANKRUPT

8. CONSEQUENCES
SLA MISSED - LOST INTEGRATION PARTNER AND ~20K CUSTOMERS
LOST TRUST BETWEEN MANAGEMENT AND IT
LOST TRUST BETWEEN DEV AND OPS
TEAM LEAD FIRED
COMPANY WENT BANKRUPT

9. CONSEQUENCES
SLA MISSED - LOST INTEGRATION PARTNER AND ~20K CUSTOMERS
LOST TRUST BETWEEN MANAGEMENT AND IT
LOST TRUST BETWEEN DEV AND OPS
TEAM LEAD FIRED
COMPANY WENT BANKRUPT

10. LESSONS LEARNED
SINCE CD IS PRIMARY A HUMAN SYSTEM, ALIGNMENT IS VITAL
SEE THE REASON BEHIND EVERY DENIAL
EMPHATIZE (SPEND A MONTH IN OPS, PAIR-OPS, YBYR)
COMPROMISE, DON'T GO TO THE EXTREME ON THE FIRST JUMP
APPLY BEER-DRIVEN DIPLOMACY

11. LESSONS LEARNED
SINCE CD IS PRIMARY A HUMAN SYSTEM, ALIGNMENT IS VITAL
SEE THE REASON BEHIND EVERY DENIAL
EMPHATIZE (SPEND A MONTH IN OPS, PAIR-OPS, YBYR)
COMPROMISE, DON'T GO TO THE EXTREME ON THE FIRST JUMP
APPLY BEER-DRIVEN DIPLOMACY

12. LESSONS LEARNED
SINCE CD IS PRIMARY A HUMAN SYSTEM, ALIGNMENT IS VITAL
SEE THE REASON BEHIND EVERY DENIAL
EMPHATIZE (SPEND A MONTH IN OPS, PAIR-OPS, YBYR)
COMPROMISE, DON'T GO TO THE EXTREME ON THE FIRST JUMP
APPLY BEER-DRIVEN DIPLOMACY

13. LESSONS LEARNED
SINCE CD IS PRIMARY A HUMAN SYSTEM, ALIGNMENT IS VITAL
SEE THE REASON BEHIND EVERY DENIAL
EMPHATIZE (SPEND A MONTH IN OPS, PAIR-OPS, YBYR)
COMPROMISE, DON'T GO TO THE EXTREME ON THE FIRST JUMP
APPLY BEER-DRIVEN DIPLOMACY

14. LESSONS LEARNED
SINCE CD IS PRIMARY A HUMAN SYSTEM, ALIGNMENT IS VITAL
SEE THE REASON BEHIND EVERY DENIAL
EMPHATIZE (SPEND A MONTH IN OPS, PAIR-OPS, YBYR)
COMPROMISE, DON'T GO TO THE EXTREME ON THE FIRST JUMP
APPLY BEER-DRIVEN DIPLOMACY

15. MOVE OPS TO CROSS-FUNCTIONAL TEAM AS
YOU DO WITH QA.

16. HTTPS://DL.DROPBOXUSERCONTENT.COM/U/1018963/ARTICLES/SPOTIFYSCALING.PDF

17. 2RELYING ON A TIGER TEAM

18. STORY TIME
(FINTECH ENTERPRISE, LATVIA)

19. LESSONS LEARNED
INVOLVE THOSE AFFECTED BY THE CHANGE IN THE DESIGN OF THE CHANGE.
OVER-UTILIZED "SLAVES" CAN'T DO CD. TIGERS WILL BE HATED.
CD IS A JOURNEY, NOT A MARATHON.

20. LESSONS LEARNED
INVOLVE THOSE AFFECTED BY THE CHANGE IN THE DESIGN OF THE CHANGE.
OVER-UTILIZED "SLAVES" CAN'T DO CD. TIGERS WILL BE HATED.
CD IS A JOURNEY, NOT A MARATHON.

21. LESSONS LEARNED
INVOLVE THOSE AFFECTED BY THE CHANGE IN THE DESIGN OF THE CHANGE.
OVER-UTILIZED "SLAVES" CAN'T DO CD. TIGERS WILL BE HATED.
CD IS A JOURNEY, NOT A MARATHON.

22. 3NEWTON'S LAWS OF SOFTWARE
DEVELOPMENT

23. THE SYSTEM BEING PRODUCED WILL TEND TO HAVE A
STRUCTURE THAT MIRRORS THE STRUCTURE OF THE GROUP
THAT IS PRODUCING IT, WHETHER OR NOT THIS WAS
INTENDED.
(C) CONWAY'S LAW

30. YOUR TEAM STRUCTURE WILL OVERRIDE ANY ARCHITECTURE
YOU HAVE.
(C) JEFFREY SOLOGOV

34. TAKEAWAYS
CONTINUOUS DELIVERY MAY REQUIRE ORGANISATION TO CHANGE
(CONTINUOUSLY, BI-DI)
SOME TEAMS HAVE VERY HIGH PAIN TOLERANCE
PAIN USUALLY LEADS TO PAINKILLERS, INSTEAD OF SOLVING ACTUAL PROBLEMS
RESPECT NEWTON'S LAWS OF SOFTWARE DEVELOPMENT

35. TAKEAWAYS
CONTINUOUS DELIVERY MAY REQUIRE ORGANISATION TO CHANGE
(CONTINUOUSLY, BI-DI)
SOME TEAMS HAVE VERY HIGH PAIN TOLERANCE
PAIN USUALLY LEADS TO PAINKILLERS, INSTEAD OF SOLVING ACTUAL PROBLEMS
RESPECT NEWTON'S LAWS OF SOFTWARE DEVELOPMENT

36. TAKEAWAYS
CONTINUOUS DELIVERY MAY REQUIRE ORGANISATION TO CHANGE
(CONTINUOUSLY, BI-DI)
SOME TEAMS HAVE VERY HIGH PAIN TOLERANCE
PAIN USUALLY LEADS TO PAINKILLERS, INSTEAD OF SOLVING ACTUAL PROBLEMS
RESPECT NEWTON'S LAWS OF SOFTWARE DEVELOPMENT

37. TAKEAWAYS
CONTINUOUS DELIVERY MAY REQUIRE ORGANISATION TO CHANGE
(CONTINUOUSLY, BI-DI)
SOME TEAMS HAVE VERY HIGH PAIN TOLERANCE
PAIN USUALLY LEADS TO PAINKILLERS, INSTEAD OF SOLVING ACTUAL PROBLEMS
RESPECT NEWTON'S LAWS OF SOFTWARE DEVELOPMENT

38. HOW DOES A PROJECT GET TO BE A YEAR LATE?... ONE DAY AT A TIME
(C) THE MYTHICAL MAN-MONTH

40. 4MISUNDERSTANDING OF FUNDAMENTAL
PRINCIPLES
BECAUSE BLINDLY FOLLOWING PRACTICES IS NOT ENOUGH

41. DEPLOYMENT PIPELINE IS IN PLACE, BUT IS INCONSISTENT
DATA MIGRATIONS ARE TESTED. WITH 10 ROWS IN SQLITE
100% UNIT/API/WEB TEST COVERAGE VS. LOW MTTR / MMTD
IF SOMETHING IS DIFFICULT OR PAINFUL, DO IT MORE OFTEN (WHAT IF YOU'RE
DOING WRONG THING OR DOING THINGS WRONG?)

42. DEPLOYMENT PIPELINE IS IN PLACE, BUT IS INCONSISTENT
DATA MIGRATIONS ARE TESTED. WITH 10 ROWS IN SQLITE
100% UNIT/API/WEB TEST COVERAGE VS. LOW MTTR / MMTD
IF SOMETHING IS DIFFICULT OR PAINFUL, DO IT MORE OFTEN (WHAT IF YOU'RE
DOING WRONG THING OR DOING THINGS WRONG?)

43. DEPLOYMENT PIPELINE IS IN PLACE, BUT IS INCONSISTENT
DATA MIGRATIONS ARE TESTED. WITH 10 ROWS IN SQLITE
100% UNIT/API/WEB TEST COVERAGE VS. LOW MTTR / MMTD
IF SOMETHING IS DIFFICULT OR PAINFUL, DO IT MORE OFTEN (WHAT IF YOU'RE
DOING WRONG THING OR DOING THINGS WRONG?)

44. DEPLOYMENT PIPELINE IS IN PLACE, BUT IS INCONSISTENT
DATA MIGRATIONS ARE TESTED. WITH 10 ROWS IN SQLITE
100% UNIT/API/WEB TEST COVERAGE VS. LOW MTTR / MMTD
IF SOMETHING IS DIFFICULT OR PAINFUL, DO IT MORE OFTEN (WHAT IF YOU'RE
DOING WRONG THING OR DOING THINGS WRONG?)

46. 5OPTIMIZING THE WRONG THING

47. PUSH

49. PULL INSTEAD.

53. Team has 32 cards in process (total WIP) and
a throughput of 2 cards/day,
Average cycle time = ??? days

54. TAKEAWAYS
OPTIMIZE THE WHOLE (IN EVERY SYSTEM, EXACTLY ONE CONSTRAINT
DETERMINES THE SYSTEM’S CAPACITY)
1 COMPLETED FEATURE BEATS 10 IN PROGRESS
BOTTLENECK RESOURCE'S PRIMARY RESPONSIBILITY IS STOPPING BEING A
BOTTLENECK

55. TAKEAWAYS
OPTIMIZE THE WHOLE (IN EVERY SYSTEM, EXACTLY ONE CONSTRAINT
DETERMINES THE SYSTEM’S CAPACITY)
1 COMPLETED FEATURE BEATS 10 IN PROGRESS
BOTTLENECK RESOURCE'S PRIMARY RESPONSIBILITY IS STOPPING BEING A
BOTTLENECK

56. TAKEAWAYS
OPTIMIZE THE WHOLE (IN EVERY SYSTEM, EXACTLY ONE CONSTRAINT
DETERMINES THE SYSTEM’S CAPACITY)
1 COMPLETED FEATURE BEATS 10 IN PROGRESS
BOTTLENECK RESOURCE'S PRIMARY RESPONSIBILITY IS STOPPING BEING A
BOTTLENECK

58. 6DELIVERING THE WRONG THING

59. CONTINUOUS DELIVERY IS A SOFTWARE ENGINEERING
APPROACH IN WHICH TEAMS KEEP PRODUCING VALUABLE
SOFTWARE IN SHORT CYCLES AND ENSURE THAT THE
SOFTWARE CAN BE RELIABLY RELEASED AT ANY TIME
(C) WIKIPEDIA

61. BEFORE DOING CONTINUOUS DELIVERY, FIND
OUT WHAT VALUE REALLY MEANS, FOR
WHOM AND HOW TO MINE IT.

62. VALUE MINING
GENCHI GENBUTSU
WORK CLOSELY WITH CUSTOMER SERVICE TEAM
JUST BUILD IT!
BECOME A CUSTOMER

63. VALUE MINING
GENCHI GENBUTSU
WORK CLOSELY WITH CUSTOMER SERVICE TEAM
JUST BUILD IT!
BECOME A CUSTOMER

64. VALUE MINING
GENCHI GENBUTSU
WORK CLOSELY WITH CUSTOMER SERVICE TEAM
JUST BUILD IT!
BECOME A CUSTOMER

65. VALUE MINING
GENCHI GENBUTSU
WORK CLOSELY WITH CUSTOMER SERVICE TEAM
JUST BUILD IT!
BECOME A CUSTOMER

66. MINIMIZE OUTPUT, MAXIMIZE OUTCOME.

67. 7TECHNICAL OBSESSION

68. VERY FAMOUS PRODUCT COMPANY, AUSTRALIA
CHALLENGE: IMPLEMENT AUTO-DEPLOYMENT WITH AUTO-SCALING
STACK: AWS, CAPISTRANO (TOO SIMPLE AND BORING)

69. IT SURE WOULD BE FUN TO USE...

70. IT SURE WOULD BE FUN TO USE...
DOCKER

71. IT SURE WOULD BE FUN TO USE...
DOCKER
BECAUSE...

72. IT SURE WOULD BE FUN TO USE...
DOCKER
BECAUSE...
EVERYONE IS USING IT

73. IT SURE WOULD BE FUN TO USE...
DOCKER
BECAUSE...
EVERYONE IS USING IT
AND IT OPENS NEW OPPORTUNITIES

77. 1 MONTH LATER...

78. HYDRA WAS BORN

79. HYDRA WAS BORN
IN GREEK MYTHOLOGY, THE LERNAEAN HYDRA WAS AN
ANCIENT SERPENT-LIKE WATER MONSTER WITH REPTILIAN
TRAITS. IT POSSESSED MANY HEADS – MORE HEADS THAN
THE VASE-PAINTERS COULD PAINT – AND FOR EACH HEAD
CUT OFF IT GREW TWO MORE.

80. AFTER 3 MONTHS LONG WAR, TEAM SUFFERED MANY LOSSES
AND CAPITULATED. IT TOOK THEM ONE MORE MONTH TO
MOVE BACK TO GOOD, OLD AND SIMPLE STACK AND JUST 2
WEEKS TO ACHIEVE THE INITIAL GOAL.

81. [TRENDY SOLUTIONS] ARE LIKE TEENAGE SEX. EVERYONE IS
TALKING ABOUT IT BUT FEW HAVE ACTUALLY DONE IT.

82. [TRENDY SOLUTIONS] ARE LIKE TEENAGE SEX. EVERYONE IS
TALKING ABOUT IT BUT FEW HAVE ACTUALLY DONE IT.
EVEN IF EVERYONE IS DOING... DOESN'T MEAN YOU NEED TO

83. THE LAW OF LEAKY ABSTRACTIONS HURTS

84. COMPLEXITAX IS THE EXTRA COST THAT YOU PAY FOR
ACCIDENTAL COMPLEXITY INTRODUCED BY A TOOL THAT DOES
MORE THAN YOU NEED.
(C) NEAL FORD

85. WRITE DOWN EXACTLY WHAT IT IS ABOUT THE CURRENT
STACK THAT MAKES SOLVING THE PROBLEM PROHIBITIVELY
EXPENSIVE AND DIFFICULT.

86. 8GIVING UP TOO EARLY

87. I DON'T KEEP UP WITH TESTING!

88. I DON'T KEEP UP WITH TESTING!
WORKING IN TRUNK IS STUPID AND DANGEROUS IDEA.

89. I DON'T KEEP UP WITH TESTING!
WORKING IN TRUNK IS STUPID AND DANGEROUS IDEA.
DEPLOYMENT IS SO ANNOYING!

90. I DON'T KEEP UP WITH TESTING!
WORKING IN TRUNK IS STUPID AND DANGEROUS IDEA.
DEPLOYMENT IS SO ANNOYING!
YOU REALLY WANT ME TO TALK TO SECURITY OFFICER?

91. CISSP®
CERTIFIED INFORMATION SYSTEMS SECURITY PROFESSIONAL

92. I DON'T KEEP UP WITH TESTING!
WORKING IN TRUNK IS STUPID AND DANGEROUS IDEA.
DEPLOYMENT IS SO ANNOYING!
YOU REALLY WANT ME TO TALK TO SECURITY OFFICER?
IT DOESN'T WORK FOR US!

93. CONTINUOUS DELIVERY CAUSES SO MANY
PROBLEMS!

94. CONTINUOUS DELIVERY CAUSES REVEALS SO
MANY PROBLEMS!

95. OBSTACLES, OBSTACLES, OBSTACLES...

97. THANK YOU