Leading A DevOps Transformation: Lessons Learned

@RealGeneKim
Session ID:
Gene Kim
genek@realgenekim.me
Leading A DevOps Transformation

@RealGeneKim
Dr. Steve Spear
5

@RealGeneKim
“As tempting as it seems, you cannot
reorganize your way to continuous
improvement and adaptiveness. What is
decisive is not the form of the
organization, but how people act and
react.
“The roots of Toyota’s success lie not in
its organizational structures, but in
developing capability and habits in its
people. It surprises many people, in fact,
to find that Toyota is largely organized in
a traditional, functional-department style.”
– Mike Rother

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

@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, …
Source: Dr. Steven Spear

@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
Stopping work when builds, tests, deployments and services break,
enabling fast feedback loops, especially to Dev…

@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
High trust culture, blameless post-mortems when things go wrong,
single source code repositories enterprise-wide, …

@RealGeneKim
Capability 4
 Leading by developing
 The job of leaders is not to command and control, but
to create other capable leaders who can perpetuate this
system of work
Encouraging experimentation and learning, coaching, removing
obstacles, enabling

@RealGeneKim
“Culture isn’t just touchy-feely kumbahyah. Instead,
it is the consistent response by a group of people
to conditions. When we change culture, we
fundamentally shift how people respond to a
situation.
– Dr. Steven Spear

@RealGeneKim
“The most effective way is for senior leaders to
change the conversation from ‘did you carry your
orders out?’ to ‘what did you learn today?’ ”
– Dr. Steven Spear

@RealGeneKim
The “Big Bang” Transformation Dream
Start
Finish
Source: Damon Edwards (@damonedwards)

@RealGeneKim
The “Big Bang” Transformation Reality
Start
Finish
Fear
Panic
Abort
Maybe
People revert to
legacy behaviors

@RealGeneKim
“Big J” vs “Little J’s”
Start
Finish
Start
Finish
Big Bang Continuous Improvement

@RealGeneKim
Other Side Of Innovation
19

@RealGeneKim
Breaking The Bottlenecks In The Flow
 Environment creation
 Code deployment
 Test setup and run (mention @rohansingh)
 Overly tight architecture
 Development
 Product management

@RealGeneKim
Blackboard Learn: 2005-Present
23
Source: David Ashman, Chief Architect, Blackboard, Inc. (@davidbashman)
LoC
Commits
The Problem

@RealGeneKim
Blackboard Learn Building Blocks
24
Source: David Ashman, Chief Architect, Blackboard, Inc. (@davidbashman)

@RealGeneKim
Target
“stopping changes makes it
worse”
“still working out how to apply
this to legacy”
“still challenged to scale across
thousands of people”
 Make structural
changes
 Modernise technology
 Connect important dots
 Build an internal
incubator
 Develop learning
service offerings
 Prioritise demand
based on constraints
 Six internal DevOps
conferneces
instead of waiting 3-6
months an individual
can build a full stack
automatically
200 trained
in DevOps
Source: Rob England (@theitskeptic)

@RealGeneKim
Chivas Nambiar, Verizon

@RealGeneKim
CSG bill printing
40 dev teams, 1000 staff
A release has been practiced 70
times
Phoenix servers not snowflakes
 Improve work visibility
 Single intake of work:
dev, ops, requests
 Go see, and role rotation
 Change behaviour to
change culture
 Legacy test automation
 Strangler pattern
 Telemetry and shared
understanding
Regression tests
went from 20% to
5% of effort
Incidents per release
2013: 201
2015: 18

CSG International Confidential and Proprietary Information Copyright © 2015 CSG Systems International, Inc. and/or its affiliates (“CSG International”). All rights reserved.
1b. Dependency Visibility
28
Make your team and system dependencies visible. Leverage this to increase
understanding, unwind handoffs and move towards feature teams.
41 Teams
7Iterations
“Conway’s Board”
http://www.scaledagileframework.com/release-planning

@RealGeneKim
Michael Hrenko, Blue Shield of CA

@RealGeneKim
Nordstrom
“stopped optimizing for
cost, started optimizing for
speed”
“in 2015, 20% lead time
reduction target across
the board for customer
facing properties”
 Goal: make cycle
time visible
 Created internal
Kata coaches and
trainers to help
internal teams
 Experimenting with
microservices for e-
commerceCosmetic Business
Office lead time: 7d to
”nearly real time”

@RealGeneKim
TicketMaster
73 dev teams, 100% push
their own code
3 days DevOps training =
access to Prod
Metal-to-money
deployment, no hands
Ego is a forcefield against
learning
Blocked is an
unacceptable state
 Breaking bread
together
 Breath customer
air
 4 in the box: mgr,
ops, UX, process
 Dev teams on call
 Metrics: outcomes
over outputs
98% reduction
in MTTR

@RealGeneKim
USAA military insurance
If you have to rely on
heroics your process is
broken
It is requirements and
testing that take the time
 Elevator pitch:
aspirational, same
page
 Have an internal
brand
 Daily regression
test runs overnight
 Leading indicators
on a dashboard
Release 28 days
-> 7 days
with 40 years of legacy

@RealGeneKim
Sherwin-Williams
Never mind the
technology: you need a
salesman and a
politician
 Using SAFe
 Maturity model
 Code
 Environments
 Data
 Tests
 Process
 Use value mapping to
find the pain points
46,000 code
deploys a year
Provision an
Oracle server
in 15 minutes

@RealGeneKim
ING
TiTo today in today out: go home with
a clean slate
Agile can learn from ITIL and ITIL can
learn from Agile
 Eliminate duplicate admin,
make ITIL as lean as
possible
 Reserve 30% of sprint
capacity for incidents
 Problem management
stories as backlog
 Minimise tech debt:
ThisSprintInNextSprintOut
 Daily CAB
 Permission to change from
other team members
500 app
teams doing
DevOps

@RealGeneKim
Capital One
Its never going to be
perfect; its only going to
get better.
All new software must
justify why not open
source.
Dev, QA and some prod
on public cloud
 Started with
automated builds
for one team
 Developers are
customers of the
toolmakers
 All code peer
reviewed before
merge to trunk
Building a server
60 days $25k
-> on demand
Internal DevOps
conference 1200
attendees

@RealGeneKim
HP
DevOps is a parallel
mode for us.
The war is over: the
source control tool is git.
Trust but verify.
Minimum viable
process.
 CIO in the room
 ChatOps
integration
 Lightweight peer
reviews
 Collaboration
without playing
with org charts
 Vertical
One change =
one deploy

@RealGeneKim
IBM
JAT tool built on ANT to
test CICS
RD&T tool on Intel/Linux
 Mainframe test
automation
 Refactoring to
callable services
 Recompile
optimisationVISANET has
been up for
19 years
Dev time
reduced by 90%
Testing
from weeks
to hours

@RealGeneKim
Google
2013: 15k Devs, 4k
projects
The biggest obstacle is
how we see the world
 One version of code
 Open repository
75 million test
cases a day
5,500 code
commits a day

@RealGeneKim
CSC
If you ask people to
change they don’t go
straight to awesome,
first they get worse.
You have to practice.
 Measure baseline
 Visualise system
of work
 Identify waste
 Change the
bureaucracy
 Measure
improvement
Deployments
12 hours
-> 12 minutes

Leading A DevOps Transformation: Lessons Learned

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Leading A DevOps Transformation: Lessons Learned