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Chicago CD Summit: 3 Pillars of Continuous Delivery
- 1. Three Pillars of Continuous Delivery Culture, Processes and Tools Andrew Phillips, VP Products | 19 Nov 2014
- 2. Three Pillars of Continuous Delivery Culture, Processes and Tools “Lightning Edition” Andrew Phillips, VP Products | 19 Nov 2014
- 3. 3 Copyright 2014. About Me ▪ VP Products for XebiaLabs ▪ Lots of enterprise software development on high-performance systems ▪ Been on both sides of the “Dev…Ops” fence ▪ Active open source contributor and committer: jclouds, Akka, Gradle and others ▪ Cloud, PaaS & JVM language fan (mainly Scala, Clojure) ▪ Regular meetup, conference etc. presenter
- 4. 4 Copyright 2014. About XebiaLabs ▪ Leading provider of delivery automation software focused on helping companies deliver higher quality software faster. ▪ Reduce development applications costs ▪ Accelerate application time to market ▪ Bridge the gap between Development and Operations Global Customers, Global Success and more…
- 5. 5 Copyright 2014. Agenda ▪ Lightning Continuous Delivery Recap ▪ Tooling, Practices, Culture…how do they relate? ▪ Bootstrapping a CD Culture ▪ Crossing “Quick Win Chasm” ▪ Practical Examples ▪ Getting Started
- 6. 6 Copyright 2014. What Is Continuous Delivery? “Continuous delivery is a set of patterns and best practices that can help software teams dramatically improve the pace and quality of their software delivery.”
- 7. 7 Copyright 2014. What Is Continuous Delivery? ▪ A delivery pipeline?
- 8. 8 Copyright 2014. What Is Continuous Delivery? ▪ A delivery pipeline? ▪ A type of release process?
- 9. 9 Copyright 2014. What Is Continuous Delivery? ▪ A delivery pipeline? ▪ A type of release process? ▪ An IT methodology?
- 10. 10 Copyright 2014. What Is Continuous Delivery? ▪ A delivery pipeline? ▪ A type of release process? ▪ An IT methodology? ▪ A different way of doing business?
- 11. 11 Copyright 2014. Why Continuous Delivery? ▪ Competitive pressure ▪ Hot trend ▪ Clear business values − Accelerate time to market − Increase application quality − Increase customer responsiveness
- 12. 12 Copyright 2014. Why Continuous Delivery?
- 13. 13 Copyright 2014. Aside 1: Continuous Delivery & Agile “Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.”
- 14. 14 Copyright 2014. Aside 1: Continuous Delivery & Agile
- 15. 15 Copyright 2014. Aside 1: Continuous Delivery & Agile “Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.” Principle #1 from the Agile Manifesto
- 16. 16 Copyright 2014. Aside 2: Continuous Delivery & Devops ▪ Flood of overlapping messaging in this space right now ▪ Analysts and new vendors piling on to the bandwagon ▪ Rather difficult to parse it all at present, especially if you’re coming at this now
- 17. 17 Copyright 2014. Aside 2: Continuous Delivery & Devops ▪ Flood of overlapping messaging in this space right now ▪ Analysts and new vendors piling on to the bandwagon ▪ Rather difficult to parse it all at present, especially if you’re coming at this now ▪ Key point: Whatever you call it, make sure you have some defined goals that are intended to provide some measurable business value ▪ Happy to debate and discuss definitions over lunch!
- 18. 18 Copyright " Culture: set of values, beliefs and traditions " Practices: behaviours and actions that derive from these values and beliefs " Tooling: instruments used to carry out the behaviours and actions 2014. Three Pillars
- 19. 19 Copyright 2014. Three Pillars Culture is expressed through Prac<ces carried out using Tooling
- 20. 20 Copyright 2014. Three Pillars
- 21. 21 Copyright 2014. A Bit About Culture ▪ Once it’s reached a cultural level: extremely resilient to problems − If the tooling breaks, people will fix it ▪ Internal motivation to carry out the practices and make them work ▪ (Risk of groupthink, so tolerance of open minds is important − Something for a lunchtime discussion)
- 22. 22 Copyright 2014. A Bit About Culture ▪ Problem: culture is hard to impose from the top down − Look at history! ▪ And most organizations are not at the point where a culture is in place − They’re just starting out on their CD journey! ▪ So...what can we do about this?
- 23. 23 Copyright 2014. Bootstrapping a CD Culture ▪ Let’s look at those three pillars a different way
- 24. 24 Copyright 2014. Bootstrapping a CD Culture Culture is expressed through Prac<ces carried out using Tooling
- 25. 25 Copyright 2014. Bootstrapping a CD Culture Culture is expressed through Prac<ces carried out using Tooling
- 26. 26 Copyright 2014. Bootstrapping a CD Culture Culture whose effects give rise to Prac<ces enables Tooling
- 27. 27 Copyright 2014. Bootstrapping a CD Culture ▪ Key point here: inverting the causal relationships! ▪ Why start with tooling & practices?
- 28. 28 Copyright 2014. Bootstrapping a CD Culture ▪ Easy to get up and running − Certainly compared to culture! ▪ Low risk − Largely free or low-cost tools − “Skunkworks-able” ▪ Quick, demonstrable effects − Go after the low hanging fruit!
- 29. 29 Copyright 2014. “Quick Win Chasm” ▪ A story… − ACME Inc. has heard of this amazing tooling that can help automate their software delivery process − Consultants come in a build a delivery pipeline − Runs fine for a while − Not easy to adapt to new projects, as the consultants have moved on − Then some parts of the pipeline start to fail, and are switched off or bypassed − …
- 30. 30 Copyright 2014. “Quick Win Chasm” ▪ Lesson: Tooling by itself only goes so far − Even if it’s very reliable! ▪ Resilience comes from making this part of your DNA ▪ This Is Not Easy! − Especially since the temptation is to see the initial improvements and stop there
- 31. 31 Copyright 2014. Crossing Quick Win Chasm ▪ Five key points − Get management buy in − Find someone who’s “been there” − Create champions − Make things visible − Communicate, communicate, communicate
- 32. 32 Copyright 2014. Let’s Get Practical ▪ Tooling − Code review
- 33. 33 Copyright 2014. Let’s Get Practical ▪ Tooling − Code review − Continuous Integration
- 34. 34 Copyright 2014. Let’s Get Practical ▪ Tooling − Code review − Continuous Integration − Deployment
- 35. 35 Copyright 2014. Let’s Get Practical ▪ Tooling − Code review − Continuous Integration − Deployment − Testing & quality
- 36. 36 Copyright 2014. Let’s Get Practical ▪ Tooling − Code review − Continuous Integration − Deployment − Testing & quality − Provisioning
- 37. 37 Copyright 2014. Let’s Get Practical ▪ Tooling − Code review − Continuous Integration − Deployment − Testing & quality − Provisioning − Orchestration
- 38. 38 Copyright 2014. Let’s Get Practical ▪ Tooling − Code review − Continuous Integration − Deployment − Testing & quality − Provisioning − Orchestration − Monitoring
- 39. 39 Copyright 2014. Let’s Get Practical ▪ Practices − Keep changes small
- 40. 40 Copyright 2014. Let’s Get Practical ▪ Practices − Keep changes small − Quality before functionality
- 41. 41 Copyright 2014. Let’s Get Practical ▪ Practices − Keep changes small − Quality before functionality − Put the test up front
- 42. 42 Copyright 2014. Let’s Get Practical ▪ Practices − Keep changes small − Quality before functionality − Put the test up front − Everyone involved early
- 43. 43 Copyright 2014. Let’s Get Practical ▪ Practices − Keep changes small − Quality before functionality − Put the test up front − Everyone involved early − No more (code) than necessary
- 44. 44 Copyright 2014. Let’s Get Practical ▪ Practices − Keep changes small − Quality before functionality − Put the test up front − Everyone involved early − No more (code) than necessary − Ongoing user dialog
- 45. 45 Copyright 2014. Let’s Get Practical ▪ Practices − Keep changes small − Quality before functionality − Put the test up front − Everyone involved early − No more (code) than necessary − Ongoing user dialog − Delivery tooling = serious tooling
- 46. 46 Copyright 2014. Let’s Get Practical ▪ Culture − We can always do better
- 47. 47 Copyright 2014. Let’s Get Practical ▪ Culture − We can always do better − Our service, our features, our users
- 48. 48 Copyright 2014. Let’s Get Practical ▪ Culture − We can always do better − Our service, our features, our users − ‘Us’ includes the business
- 49. 49 Copyright 2014. Let’s Get Practical ▪ Culture − We can always do better − Our service, our features, our users − ‘Us’ includes the business − Tools work for the team
- 50. 50 Copyright 2014. Let’s Get Practical ▪ Culture − We can always do better − Our service, our features, our users − ‘Us’ includes the business − Tools work for the team − Nobody goes home if the build delivery system is broken
- 51. 51 Copyright 2014. Getting Started ▪ Get a baseline: Value Stream Analysis − Open mind: We Can Do Things Differently ▪ Define incremental goals − No Ocean Boiling! ▪ Start with tooling − Go after low-hanging fruit
- 52. 52 Copyright 2014. Getting Started ▪ Testing and quality − More investment and backfilling required − Requires buy-in ▪ Adapt your architecture to allow for smaller changes − Greenfield? Lucky you! − Otherwise, will need to tackle this eventually ▪ Full-time business focus − It’s about putting the business at the wheel! − Often need some persuasion to actually drive…
- 53. 53 Copyright 2014. More Info ▪ Get started today! www.xebialabs.com www.xebialabs.com/trial ▪ Stay informed: blog.xebialabs.com @XebiaLabs youtube.com/xebialabs
- 54. 54 Copyright 2014. Get In Touch! ▪ Andrew Phillips aphillips at xebialabs dot com ▪ Talk over lunch or at the XebiaLabs table ▪ Don’t forget to stop by the table for more information (& swag)
- 55. 55 Copyright 2014. Get In Touch! ▪ Andrew Phillips aphillips at xebialabs dot com ▪ Talk over lunch or at the XebiaLabs table ▪ Don’t forget to stop by the table for more information (& swag)
- 56. Thank You!