2019 Top Lessons Learned Since the Phoenix Project Was Released

@RealGeneKim
Session ID:
Gene Kim
Building A World-Class
Engineering Culture:
Top Lessons Learned Since
The Phoenix Project Was Released

@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.
(vs. traditional software development and infrastructure practices)

@RealGeneKim
Another Definition of DevOps
Better, Faster, Safer, Happier
Jon Smart, Head of Better Ways of Working, Barclays

@RealGeneKim
The Downward
Spiral

@RealGeneKim
IT Ops And Dev At War
12

@RealGeneKim
IT Operations
CBS Photo Archive/Star Trek: The Original Series/Getty Images

@RealGeneKimSource: Flickr: birdsandanchors
The Product Managers

@RealGeneKim“Hot Fuzz”: Rogue Pictures

@RealGeneKim
The Product Managers
Source: Flickr: birdsandanchors
Architects

@RealGeneKim
Session ID:
Surprise #1:
The Business Value Of DevOps
Is Even Higher Than We Thought

@RealGeneKim
Elite Low Difference
Deployment Frequency
On-demand
(multiple times per day)
Weekly to
monthly
46x
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: 2018 State Of DevOps Report: https://cloudplatformonline.com/2018-state-of-devops.html

@RealGeneKim
High Performers Are More Secure And
Controlled
2x 29%
less time spent
remediating
security issues
more time spent
on new work

@RealGeneKim
High Performers Win In The Marketplace
2x 2xmore likely to
exceed profitability,
market share &
productivity goals
more likely to achieve
organizational and
mission goals, customer
satisfaction, quantity &
quality goals

@RealGeneKim
High Performers Win In The Marketplace
2.2xhigher employee
Net Promoter Score
50%higher market
capitalization growth
over 3 years*

@RealGeneKim© 2018, DevOps Research and Assessment, LLC. All Rights Reserved.
Elite Performers
Data shows a new 4th high
performance group:
elite performers
Proportion of high performers has
grown YoY, but the bar for
excellence remains high
Elite performers are still able to
optimize for throughput and stability

@RealGeneKim
The Opposite Of
Technical Debt Is…

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

@RealGeneKim
Session ID:
Surprise #2:
DevOps Is As Good For Ops & Sec …
...As It Is For Dev!

@RealGeneKim
Deploy Smaller Changes, More Frequently *
Source: http://www.facebook.com/note.php?note_id=14218138919

@RealGeneKim
“As a lifelong Ops practitioner, I know we
need DevOps to make our work humane.
In the past, I’ve worked every holiday, on
my birthday, my spouse’s birthday, and
even on the day my son was born.”
Nathan Shimek
Engineering Manager, New Context
@nathan_shimek

@RealGeneKim
CSG: COBOL App + 20 tech stacks
Source: Scott Prugh, Chief Architect, CSG, Inc.
And the customer got
the feature in half the
time!
 Apps supporting bill printing and customer care for 50MM customer, 6B transactions per month
 20 technology platforms, including mainframe VSAM and DB2, Java, desktop client
 Moved from 2 to 4 releases per year
 Shared Operations Team performed daily deployments to UAT

@RealGeneKim
Developers Carry Pagers
“We found that when we woke up developers at
2am, defects got fixed faster than ever”
– Patrick Lightbody
“You build it, you run it.”
– Werner Vogels

@RealGeneKim
“As a developer, the most satisfying
points in my career?
“It’s when I wrote the code, pushed the
button to deploy it, watched the metrics
to see if it actually worked in production,
and fixed it if it broke.”
Tim Tischler
Director of Operations Engineering
Nike, Inc.

@RealGeneKim
Capital One: DevOpsSec
Source: Tapabrata Pal, Capital One

@RealGeneKim
Dev And Ops and Sec:
We’re All Engineers

@RealGeneKim
Session ID:
Surprise #3:
The Importance Of Measuring
Code Deployment Lead Time

@RealGeneKim
“deploys per day”
vs.
“lead time”

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

@RealGeneKimSource: The DevOps Handbook
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
Change Committed Into Version Control

@RealGeneKimSource: 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

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

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

@RealGeneKim
Session ID:
Surprise #4:
The Surprising Implications Of
Conway’s Law

@RealGeneKim
Conway’s Law
 Eric S. Raymond: “If you have four groups
working on a compiler, you’ll get a four pass
compiler”
(summarizing results of Dr. Melvin Conway’s
experiment in 1968)

@RealGeneKim
The Birth And Death Of Etsy Sprouter
 A story about teams of engineers implementing
changes
 2008: Devs and DBAs
 2009: Devs and DBAs and Sprouter team
 2010: Devs

@RealGeneKim
Lesson:
The Organization and
The Architecture Of Our Software
Must Be Congruent

@RealGeneKim
Lead Time = 9 months
Source: Damon Edwards (@damonedwards)

@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

@RealGeneKim
The Value Of Platforms
 Enable developer productivity
 Self-service
 On-demand
 Immediacy and fast feedback
 Focus and flow
 Joy
 Monitoring, deployment, environment creation,
security scans, orchestration…

@RealGeneKim
“deploys / day”
“deploys / day / dev”

@RealGeneKim
High (linear)
Low
Med
Source: Puppet Labs 2015 State Of DevOps: https://puppetlabs.com/2015-devops-report
deploys/day
# of developers

Doing Cloud Right
It's not just about adopting cloud, it’s
using cloud in essential ways that
matters.
Only 22% of teams are doing cloud
right
Teams that use these essentials
characteristics are 23X more likely to
be elite performers
AGREED OR STRONGLY
AGREED
On-demand self-service
Broad network access
Resource Pooling
Rapid elasticity
Measured service

@RealGeneKim
Session ID:
Surprise #5:
DevOps Enables
Dynamic, Learning Organizations…

@RealGeneKim
Dr. Steven Spear
“While designing
perfectly safe systems is
likely beyond our
abilities, safe systems
are close to achievable”
when the four following
conditions are met…”
Source: Dr. Steven Spear

@RealGeneKim
Dr. Steven Spear’s Four Capabilities
1. See problems as they occur
2. Swarm and solve problems to create new
knowledge
3. Spread new knowledge throughout the
organization
4. Leaders create new leaders

@RealGeneKim
Capability 1
See problems as they occur:
Complex work is managed so that problems in
design are revealed
They see problems as they occur, through
relentless testing of assumptions
Automated testing in the deployment pipeline,
proactive monitoring of the production environment, …

@RealGeneKim
Pervasive Production Telemetry
Etsy engineering culture: anything in production
requires telemetry:
Ian Malpass: “If it moves, we graph it. Even if it
doesn’t move, we graph it, just in case it makes a
run for it.”
2011: 200,000 production metrics
2015: 800,000 production metrics

@RealGeneKim
Capability 2
Swarming and solving problems as they are seen
to build new knowledge
Problems that are seen are solved so that new
knowledge is built quickly
Improvement of daily work is prioritized above
daily work

@RealGeneKim
Absence Of Capability 2
“In manufacturing, the absence of effective feedback often
contribute to major quality and safety problems. In one well-
documented case at the General Motors Fremont manufacturing
plant, there were no effective procedures in place to detect
problems during the assembly process, nor were there explicit
procedures on what to do when problems were found.
“As a result, there were instances of engines being put in
backward, cars missing steering wheels or tires, and cars even
having to be towed off the assembly line because they wouldn’t
start.”
Source: DevOps Handbook

@RealGeneKim
Create as much feedback in our system, from as
many areas in our system, sooner, faster, and
cheaper, with as much clarity between cause and
effect.
Why? Because the more assumptions we can
invalidate, the more we learn, improving our ability
to fix problems and innovate.

@RealGeneKim
How many times per day is the andon cord
pulled in a typical day at a Toyota
manufacturing plant?
3,500 times per day
Source: http://www.gembapantarei.com/2008/04/how_many_times_do_you_pull_the_andon_cord_each_day.html

@RealGeneKim
Capability 2
Stopping work when builds, tests, deployments
and services break
Stopping work to do peer reviews

@RealGeneKim
"Automated tests transform fear into boredom."
-- Eran Messeri, Google
Google Dev And Ops (2013)
15,000 engineers, working on 4,000+ projects
All code is checked into one source tree
(billions of files!)
5,500 code commits/day
75 million test cases are run daily

@RealGeneKim
Capability 3
Spreading new knowledge throughout the
organization
The new discovery of local knowledge and
improvements are turned into global
improvements, shared throughout the
organization
Learning is fed back into the system to prevent
future failures

@RealGeneKim
DevOps Practices In Capability 3
Single, shared source code repositories
Blameless post-mortems
Chaos Monkeys

@RealGeneKim
Inject Failures Often

@RealGeneKim
You Don’t Choose Chaos Monkey…
Chaos Monkey Chooses You

@RealGeneKim
“Then I remembered all the Chaos Monkey
exercises we’ve gone through. My reaction
was, ‘Bring it on!’”
The 2014 AWS Reboot
“When we got the news about the emergency EC2
reboots, our jaws dropped. When we got the list of
how many Cassandra nodes would be affected, I
felt ill.
– Christos Kalantzis
Netflix Cloud DB Engineering
Source: http://techblog.netflix.com/2014/10/a-state-of-xen-chaos-monkey-cassandra.html

@RealGeneKim
The 2014 AWS Reboot
“Out of our 2700+ production Cassandra nodes,
218 were rebooted. 22 Cassandra nodes did not
reboot successfully.
“Netflix customers experienced no downtime that
weekend.”
– Bruce Wong
Netflix Chaos Engineering

@RealGeneKim
DevOps Practices In Capability 3
Learning days and internal technology
conferences
DevOps Dojos and other training
Embracing open source
Internal architecture to propagate best known
patterns (“buoys, not boundaries”)
Functional organizations

Open Source Software
The data shows that using open
source software is correlated with
high SDO performance
Teams that use open source software
are 1.75X more likely to be elite
performers
Those same teams are also
1.5X more likely to expand their
open source usage in future

@RealGeneKim
Session ID:
Surprise #6:
DevOps Is For The Unicorns…
...And The Horses, Too

@RealGeneKim
DevOps Enterprise: Lessons Learned
 In 2018, we’ll hold the fifth year of the DevOps Enterprise Summit, a
conference for horses, by horses
 Over the years, we’ve had over 200 leaders from:
 Capital One, KeyBank, Barclays, GE Capital, ING Bank, Fidelity, PNC, ADP, BofA,
Western Union, BBVA
 Nationwide Insurance, Zurich Insurance, Hiscox, Aviva, LV=
 Walmart, Nordstrom, Target, Macy’s, Marks and Spencer
 Nike, Adidas, Sherwin Williams
 Verizon, Telstra, T-Mobile, Orange, CSG
 Raytheon, Lockheed Martin, Northrop Grumman, CSRA, Jaguar Land Rover
 Disney, Ticketmaster, NBC/Universal
 Kaiser Permanente
 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
 Amazon PrimeNow, CA, Compuware, Google Search, IBM, MicroFocus, Microsoft, SAP

@RealGeneKim
Observations
 They were using the same technical practices and getting the same sort of
metrics as the unicorns
 Target: 100+ deploys per week, < 10 incidents per month, enabled 53 business
initiatives
 Capital One: 100s of deploys per day, lead time of minutes
 Macy’s: 1,500 manual tests every 10 days, now 100Ks automated tests run daily
 Disney: Has embedded nearly 100 Ops engineers into LOB teams across the
enterprise
 Nationwide Insurance: Retirement Plans app (COBOL on mainframe)
 Raytheon: testing and certification from months to a day
 Key Bank: rebuilt consumer online banking in containers and Kubernetes in 1 year
 Nordstrom: 20% lead time reduction into executive bonuses

@RealGeneKim
Spanning Business/Technology Divide
Verizon Enterprise
Nike EMEA
Capital One
KeyBank

@RealGeneKimSource: Puppet/DORA: 2017 State Of DevOps Report: https://puppet.com/resources/whitepaper/state-of-devops-report

@RealGeneKim
Leadership Matters
Teams with the least reported transformational
leadership behaviors (the bottom-third) were one-
half as likely to be high IT performers
Leaders cannot do it alone! Teams with the top
10% of reported transformational leadership
behaviors performed no better than the median

@RealGeneKim
Leaders Affect Outcomes Through…

© 2018, DevOps Research and Assessment, LLC. All Rights Reserved.110 © 2018, DevOps Research and Assessment, LLC. All Rights Reserved.
Influencing culture -
autonomy
Giving teams autonomy
improves voice and trust
Voice and trust improve
Westrum organizational
culture, which drives SDO and
organizational performance

@RealGeneKim
Session ID:
Surprise #8:
Features, Defects, Risks, Debts

@RealGeneKim
R&D Outputs
Value
Cost
Quality
Employee Happiness
Source: Project To Product, Dr. Mik Kersten (upcoming)

@RealGeneKim
Allocating R&D Inputs
 Features: net new customer visible
value
 Defects: broken promises to
customers
 Risks: ensure availability, compliance,
security
 Debts: architecture debt, technical
debt that inhibit features, encourage
defects, increase risks
Source: Project To Product, Dr. Mik Kersten (upcoming)

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

@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

@RealGeneKimSource: 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…

@RealGeneKim
Near Death Experiences
● Ebay (1999)
● Microsoft (2002): Bill Gates memo
● Amazon (2004): Jeff Bezos memo
● Twitter (2008)
● LinkedIn (2009)
● Etsy (2009)
● Knight Capital (2012)
● Healthcare.gov (2013)
● British Airways (2015) *
● Equifax (2018) *
* Not actually a “near death experience” — but I think they’re egregiously bad…

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

@RealGeneKim
Quote from Marty Cagan from his book
Inspired
The deal [between product owners and] engineering goes like this: Product
management takes 20% of the team’s capacity right off the top and gives this to
engineering to spend as they see fit. They might use it to rewrite, re-architect, or
re-factor problematic parts of the code base…whatever they believe is necessary
to avoid ever having to come to the team and say, ‘we need to stop and rewrite [all
our code].’ If you’re in really bad shape today, you might need to make this 30% or
even more of the resources. However, I get nervous when I find teams that think
they can get away with much less than 20%.
Cagan notes that when organizations do not pay their “20% tax,” technical debt
will increase to the point where an organization inevitably spends all of its cycles
paying down technical debt. At some point, the services become so fragile that
feature delivery grinds to a halt because all the engineers are working on reliability
issues or working around problems.

@RealGeneKim
The Same Technique at LinkedIn 2011

@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/

@RealGeneKim
Advice To Business Leaders
Managing technical debt doesn’t have to always
happen during extinction event crises
20% of R&D time as a part of daily work is one of my
favorite patterns
Hack Days, Improvement Blitzes, Improvement
Days saved Google, Facebook, Etsy, Amazon
Surface and solve problems as a part of daily work
Work with your teams to determine whether the Debts
dial needs to turned up higher! (0% is never
sustainable)
Encourage “blameless post-mortems”: make it safe to
talk about problems

@RealGeneKim
From Dr. Mik Kersten, CEO, Tasktop
Top annual priority: new features
Result: debt to pay down

@RealGeneKim
From Dr. Mik Kersten, CEO, Tasktop
Last year: Unhappiest team
Now: Happiest team
Highest feature flow

@RealGeneKim
Session ID:
Surprise #9:
From Dev to Ops…
…back to Dev

@RealGeneKim
As Your Ambassador From Dev
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

@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 Haskell and Ocaml. Popularized by
Clojure, Erlang, Elm, Elixir

@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

@RealGeneKim
Never Have I Valued Infrastructure More
Things I detest now
Everything outside of my application
Connecting to anything to anything
Secrets management
Bash
YAML
Patching
Building kubernetes deployment files (mostly by
Googling)
Why my cloud costs are so high

@RealGeneKim
The Rebellion Needs You
The DevOps Enterprise journey is a rebellion
against an ancient and powerful order
Digital transformation is changing everything —
and that’s where the excitement is
The Rebellion needs you — the next generation
of leaders

@RealGeneKim
Why Do I Think This Is
Important?

@RealGeneKim
Help I’m Looking For
 For 1.5 years, I’ve been working on “The Unicorn
Project”
 “The Phoenix Project” retold, but from perspective of a
developer/architect
 It’s a book about people rebelling against an ancient and
powerful order
 Combination of Redshirts from Star Trek, Hogan’s Heroes, A
Team, and the movie Brazil
 I’m looking for women in technology to review an
early draft of a book

@RealGeneKim
Want More Learn More?
To receive the following:
 A copy of this presentation
 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 2014-2017
 Whitepaper from DevOps Research and Assessment
 The DevOps Enterprise Forum Guidance Papers
 Link to the DevOps Audit Defense Toolkit
 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

2019 Top Lessons Learned Since the Phoenix Project Was Released

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