Micro Focus DevOps Drive-in with Gary Gruver - Starting and Scaling DevOps in the Enterprise (Presentation)
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In this o-demand webcast Gary presents his recommendations from his new book “Starting and Scaling DevOps in the Enterprise”. Don't miss this Q&A section with Gary where he answers questions about how to implement his pragmatic ideas and techniques in your organization's DevOps Journey.
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Micro Focus DevOps Drive-in with Gary Gruver - Starting and Scaling DevOps in the Enterprise (Presentation)
- 1. 1 Starting and Scaling DevOps in the Enterprise with Gary Gruver January 26th 2017, 9:00 am PST
- 2. 2 Today’s Drive-In Guest Speaker – Gary Gruver Drive-In Guest Speaker Gary Gruver DevOps Leader and author Gary Gruver Consulting Drive-In Host Mark Levy DevOps Evangelist, Dir. Product Marketing mLevy@serena.com Twitter: @deparko garygruver.com gary@garygruver.com Twitter: @GRUVERGary
- 3. Starting and Scaling DevOps in the Enterprise Gary Gruver
- 4. 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
- 7. 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
- 8. © Gruver Consulting Business Ideas Developer Production Monitoring Environment Testing
- 12. © Gruver Consulting 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
- 13. © Gruver Consulting Segmenting Tightly Coupled Loosely Coupled Non Business Critical
- 14. © Gruver Consulting Tightly Coupled Architecture A B C E F G H I J D K L M Service Virtualization Service Virtualization
- 15. © Gruver Consulting Segment with SV A B C D E F G H I J K L M Subsystem I Subsystem II Subsystem III Service Virtualization Service Virtualization
- 16. © Gruver Consulting Subsystem I Deployment Pipeline D C B AA B C D Phase 2 & 3 A B C D
- 17. Subsystem I Subsystem II Subsystem III Stage 3 Stage 4 BAT Stage 6Stage 5 Regression Production Full System Deployment Pipeline
- 18. Subsystem I Subsystem II Subsystem III Stage 3 Stage 6Stage 4 BAT Stage 5 Regression Production Full System Deployment Pipeline
- 19. © Gruver Consulting Subsystem I Subsystem II Subsystem III Stage 3 Stage 6Stage 4 BAT Stage 5 Regression Production 4 Hours 16 Hours 3 Hours 2 Weeks 18 Hours 1 Week 3 Days 1 Day to deploy 2 Days to test 3 Days Cycle Time and Batch Size Map
- 20. © Gruver Consulting Source of Issue Slide Subsystem II Stage 5 Regression Subsystem III Stage 3 Stage 6Stage 4 BAT Production Subsystem I Code Environment Test Deploy
- 21. Leadership vs Empowerment Specialization vs Generalist Push to production Green builds & Quality Gates © Gruver Consulting
- 22. 22 Thank you!
Notas del editor
- Introduction Always introduce this way because I truly believe this is the potential impact
- 1st order effect DevOps 100s vs 10s Lack of alignment
- Right way first Marketing faster execution Dev Push into production Millennial Release Everything under version control Ops feature toggles working closely with Dev on scripts Exec stock price and bonus Aligned top to bottom, Everyone excited what could possible go wrong 10 Min
- All the right parts BUT Doesn’t look or work like and elephant DevOps face plant
- This is going to require eliminating waste and improving efficiencies Types of work: New/Unique, repetitive, triage Getting everyone on the same page & where to start DP Agenda 12Min Basic DP 1 Dev Metrics for aligning starting point and progress Scaling to a Dev team DevOps appr. for small teams DevOps appr. large tightly coupled teams Close with impacts of changes
- Basic flow Simple process what could go wrong
- What can go wrong at each step Business Idea Waterfall planning too much inventory Lean JIT (20 to 5%) Env (250 day story) Consistency SE, SD, automation, cloud Testing stage Cycle time repeatability branch time Approval times (approval time story) Prod deploy time and effort (launch calls story) Monitoring New issues (IE8 short story)
- What can go wrong at each step Business Idea Waterfall planning too much inventory Lean JIT Env (250 day story) Consistency SE, SD, automation, cloud Testing stage Cycle time repeatability branch time Approval times (approval time story) Prod deploy time and effort (launch calls story) Monitoring New issues (IE8 short story)
- What can go wrong at each step Business Idea Waterfall planning too much inventory Lean JIT Env (250 day story) Consistency SE, SD, automation, cloud Testing stage Cycle time repeatability branch time Approval times (approval time story) Prod deploy time and effort (launch calls story) Monitoring New issues (IE8 short story)
- Where to start
- All about change management and personal ownership Smaller for simplicity Stuff that matters Loosely coupled Tightly coupled
- 40 Mins DevOps more important with more people Teams of 10 people diff from teams 100s Common view more important Start with biggest issues to create + momentum Design DP to help minimize triage waste Build Freq, BAT, SV
- Break it down into stable subsystems Then build it up releasable
- Need to start build up you subsystem deployment pipelines with gates and stage Stages localize feedback (triage) Gates for cultural changes and block instability
- Define the system DP Complex system have more stages for localizing triage and gating instabilities Multiple stages have more opportunities for waste with repetitive tasks
- Define the system DP Complex system have more stages for localizing triage and gating instabilities Multiple stages have more opportunities for waste with repetitive tasks
- Minimizes rework with fast feedback and enables efficient triage Focus on long legs
- Separate new work issues from repetitive Issues with repetitive tasks and cycle time for repetitive work will be used to prioritize automation Start with Env and Test before CI
- Possible Results Complex Benefits are more pronounced 10s versus 100s Jez and David DP Engaged executives