Post on 23-Jun-2020
Pragmatic DevOps:an introduction
KAIMAR KARUitSMF Hungary
November 16, 2018
@kaimarkaru
PRESENTER: KAIMAR KARU
Teaching and Professional Training
Project Management
IT Service Management
Appreciating good beer
Software Development
IT Operations and Support
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itSMF
@kaimarkaru
CORRELATION AND CAUSATION
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http://www.tylervigen.com/spurious-correlations
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HAWTHORNE EFFECT
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IT IN THEENTERPRISE
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IT AND THE ENTERPRISE
$$
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CHANGING EXPECTATIONS
$
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THE CHANGING ROLE OF IT
PASSIVEORDER-TAKER
IT
„THE BUSINESS“REQU
IREMEN
TS SOLU
TIO
NS
THE ORGANISATION
ACTIVEBUSINESS ENABLER
IT
REQUIREMENTS SOLUTIONS
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TOWARDS BI-MODAL IT?
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MODE 1SYSTEMS OF RECORD
MODE 2SYSTEMS OF INNOVATION
AND THEN THERE WASDEVOPS
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DEVOPS: THE THREE WAYS
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https://itrevolution.com/the-three-ways-principles-underpinning-devops/
The First Way:Systems Thinking Dev Ops
Business Customer
Dev Ops
The Second Way:Amplify Feedback Loops
The Third Way:Culture Of Continual Experimentation And Learning Dev Ops
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DEVOPS: CALMS
CULTURE AUTOMATION LEAN MEASUREMENT SHARING
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https://itrevolution.com/devops-culture-part-1/
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PSEUDO-DEVOPS
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DevOps Team
ImplementingDevOps
‘Scientific’formulas of success
Implementing theSpotify model
DevOps Process
Big Bang DevOps
X-as-a-Silver-Bullet
DevOps is Tech
DevOpsQualifications
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AGILE
ITSM
THE ORIGINS OF DEVOPS
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LEAN
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CLOUD COMPUTING
MAPPING THE DEVOPS MOVEMENT
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AGILE SOFTWAREDEVELOPMENT
AGILE INFRASTRUCTUREMANAGEMENT
IT OPERATIONS MANAGEMENT (ITIL®)(IGNORING THE SERVICE VIEW)
WATERFALL PROJECT MANAGEMENT(USED FOR PROJECTS AND PRODUCTS)
TOYOTA PRODUCTION SYSTEM (LEAN)(WITH A LOT OF CARGO-CULTING)
VALUE STREAMMAPPING
DevOps
TOOLING
PRACTICES
PRINCIPLES
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IN A NUTSHELL (BUT THERE ARE MORE NUTS)
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TOOLING
Infrastructure mgmt.ContainerizationVersion controlRelease mgmt.MonitoringApp. perf. mgmt.Workflow mgmt.Alerting
PRACTICES
MicroservicesServerlessWork visualizationCI/CD/CDDark releasesInstrumentationChaos engineeringExperimentation
PRINCIPLES
High availabilityHigh scalabilityAutomationCost != #1 concernInfrastructure as codeGraceful degradationAnti-fragilityCont. improvement
COMPLEXITY THINKING, EVOLUTION, AND CONTINUAL LEARNING
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EMPATHY AND COLLABORATION
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HOW IT WAS INTENDED TO BE
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HR MGMT FIN
SALES DEV OPS
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http://www.jedi.be/blog/2012/05/12/codifying-devops-area-practices/
DevOps – optimize the whole
Theory of Constraints
Business Customer
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WHAT REALLY HAPPENED
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HR MGMT FIN
SALES DEV OPS
…
http://www.jedi.be/blog/2012/05/12/codifying-devops-area-practices/
DevOps – optimize the whole
Theory of Constraints
Business Customer
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(AVOIDING) LOCAL OPTIMIZATION
Dev OpsBiz Sec QA
BizDevSecQAOps, anyone?
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SERVICE EXPERIENCE
PRE-PURCHASE PRODUCT POST-PURCHASE
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PRINCIPLESAND PRACTICES
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THE CYNEFIN FRAMEWORK
Fixed constraints
Governing constraints
No effectiveconstraints
Enabling constraints
Good practice
Best practiceNovel practice
Exaptive practice
Multiple answers tochoose from
One answer exists
Multiple (conflicting)coherent hypotheses
Actions required
OBVIOUS
DISORDER
COMPLICATED
CHAOTIC
COMPLEXSENSE-ANALYZE-RESPOND
SENSE-ANALYZE-RESPONDACT-SENSE-RESPOND
PROBE-SENSE-RESPOND
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TOYOTA PRODUCTION SYSTEM PRINCIPLE #1
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Base your managementdecisions on a long term
philosophy, even at the expenseof short-term financial goals.
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LEAN PRINCIPLES
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CUSTOMER VALUE VALUE STREAM FLOW PULL PERFECTION
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HOSHIN KANRI
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» Step 1: Establish the organization’s vision» Step 2: Define strategic objectives (3-5 years)» Step 3: Define annual objectives» Step 4: Share specific, measurable objectives with the whole organization» Step 5: Execute the annual plans» Step 6: Monthly or quarterly reviews» Step 7: Annual review
P
DS
A
See also: Hoshin Kanri X Matrix
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TOYOTA (IMPROVEMENT) KATA
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UNDERSTAND THEDIRECTION
GRASP THECURRENT
CONDITION
ESTABLISH THENEXT TARGETCONDITION
PDCA TOWARDTHE NEXT
TARGET CONDITION
1 2 3 4
CC
TC
Mike Rother, „Toyota Kata“: https://www.amazon.com/Toyota-Kata-Mike-Rother/dp/0070683468
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VALUE STREAM MAPPING (VSM)
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» Process time: the actual time it takes to complete the work item» Lead time: the time from the work being made available to passing it on» Quality is measured by % Complete & Accurate (from the next step’s point of view)» Activity ratio: time used vs. time taken
ACTIVITY ACTIVITY ACTIVITY ACTIVITY ACTIVITY
2 days
10 days
5 days
14 days
5 days
60 days
2 days
90 days
1 day
I I I I
SOURCE OUTPUT
Daily Monthly
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WHAT AGILE IS ABOUT
Agile is not about failing fast,but about learning fast.
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VISIBILITY, SUSTAINABILITY, AND FLOW: KANBAN
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MEASUREFLOW
LIMIT WIPVISUALIZEWORKFLOW
Utilizing a system to 100% of its capacity will lead to minimal throughput
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ITIL PRACTITIONER: 9 GUIDING PRINCIPLES
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https://www.axelos.com/9-guiding-principles
DIGITALTRANSFORMATION
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DIGITAL TRANSFORMATION IN A NUTSHELL
» And pay attention to the following:» Focus on customer objectives (to co-create customer value)» Adopt a service mind-set» Challenge the status quo in the organizational» Rethink the role of leadership (order-givers vs. enablers)» Increase resilience to be able to learn from experiments» Streamline processes, procedures, and the use of data
» Apply methods and tools most suitable in the given context
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Figure out how to leverage technologyto help the organization succeed.
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ORGANIZATIONAL BENEFITS
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INCREASEDRESILIENCY
IMPROVEDCOLLABORATION
ENGAGEDEMPLOYEES
FASTERTIME-TO-MARKET
ABILITY TOINNOVATE
INCREASEDFLEXIBILITY
INCREASEDSECURITY
INCREASEDSTABILITY
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HOW TO BECOME BETTER AT THE THREE WAYS
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BRING PAINFORWARD
USE SHAREDOBJECTIVES
OPTIMISE FORTHE WHOLE
MINIMIZEHANDOFFS
DISMANTLESILOS
SEPARATE PROJECTSFROM PRODUCTS
FIGHT FORTRANSPARENCY
CULTIVATE TRUSTAND RESPECT
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SOME INSPIRING QUOTES …
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W. Edwards Deming
People are already doing their best;the problems are with the system.
Only management canchange the system.
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IMPACT ON ACCOUNTING PRACTICES
Dev OpsFin
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No, FinDevOps is not really a thing.
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ADDITIONAL RECOMMENDED READING
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USING KANBAN INIT OPERATIONS
ITIL AND DEVOPS:GETTING STARTED
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RECOMMENDED READING
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Get in touch
@kaimarkaru
linkedin.com/in/kaimar
medium.com/@kaimarkaru