Building a DevOps Team that Isn't Evil

© 2015 IBM Corporation

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Creating a DevOps Team

That Isn’t Evil

© 2015 IBM Corporation 1

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• Eric is the Product Management Lead for Continuous Delivery with IBM where he helps shape the future of IBM’s CD products.

• He works with customers and industry leaders to find the best ways of adopting continuous delivery and DevOps.

• @EricMinick

Eric Minick

Who is that guy?

https://twitter.com/EricMinick



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Evil?


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And yet…

6 Slide from Stephen Elliot at #DOES14:

http://youtu.be/9_ZuEhgTdLc?t=12m16s

https://ibm.biz/costofdowntime




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Is the industry making a

huge mistake?


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The Plan

What would make a DevOps team evil?

Designing a healthy team

Other good models

Q&A


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Silos

9

Dev Ops DevOps

HT: Matthew Skelton

http://slidesha.re/1vOiHc4


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10

Rebranding – Declaring Success without any

Doesn’t

sound

helpful


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5 Signs your DevOps Team is Evil

1 • Other groups interact with you via tickets

2 • Your team own lots of things

3 • The manager is growing his fiefdom

4 • You share metrics “up” not “out”

5 • Define success in IT terms, not business terms


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The Plan



Other good models

Q&A


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Matthew Skelton’s DevOps Team Topologies


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Matthew Skelton’s DevOps Team Topologies

Enterprises… Do this


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Building your DevOps Team


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Guidelines for building your team

People

• Variety of Dev, Ops, other backgrounds

• People that command respect (technical chops)

Home

• Neutral territory

Mission

• Work self out of job


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Mini Case Study 1: Fortune 100 Tech Company

“IT Developers are our first line clients”

• Devs deliver software, how do we provide tools / services to help that?

Focus on private cloud and full stack environment provisioning

• 2008: 5% virtualized and 60 day environment provisioning time

• 2014: 95% virtualized same day environment creation (minutes)

The Target

• Blend ALM with Operations

• Simplify governance

• Visibility, visibility, visibility


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Mini Case Study 2: Fortune 100 Health Insurer

Found a home in QA

• Wasn’t trusted by Ops in Dev or vice versa

Radically inclusive

• Knock on doors rather than break down silos

• Show info-sec / audit holes in the process and where DevOps makes it better

“Tracer-bullet” – Release Automation

• Spans dev and ops

• High value

• Relatively simple

• Attach quality checks to pipeline later


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The Plan



Other good models

Q&A


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IBM – A global team of developers

Perth

Canada

Toronto, Ottawa

Montreal, Victoria

Haifa

Rehovot

China

Beijing

Shanghai

Xian

Yamato

Taiwan

Paris

Pornichet

Kirkland

Seattle

Foster City

San Francisco

SVL/San Jose

Almaden

Agoura Hills

Irvine

El Segundo

Costa Mesa

Las Vegas

Bedford, MA

Bedford, NH

Essex Junction, VT

Westborough

Cambridge

Littleton

Marlborough

Cork

Dublin

Galway

India

Bangalore

Pune

Hyderabad

Gurgaon

Vizag

Cairo

Rome

Gold Coast

Sydney Canberra

Fairfax

Raleigh

Charlotte

Lexington, KY

Atlanta

Boca Raton

Tampa

Krakow

Warsaw

Sao Paulo

Malaysia

Delft Stockholm

Boeblingen

Southbury

New York City

Princeton

Hawthorne

Endicott

Moscow

Zurich

Pittsburg

Poughkeepsie

Somers

Yorktown Heights

Hopewell Junction

Wayne

Hursley

Warwick

York

Edinburgh

London /

Staines

Milton Keynes

Phoenix

Austin

Dallas

Dublin

Rochester, MN

Boulder

Denver

Lenexa, KA

Tucson

El Salto, MX


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IBM’s DevOps Center of Competency Responsible to drive the transformation

• CEO support

• Lead by example • We work the way we ask teams to work, specifically

- Using IBM Design Thinking to determine how to best help our teams transform – user out come

focused

- Report our transformation work in the context of our user – SWG teams

- Using Lean & Agile practices to deliver


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IBM’s DevOps Center of Competency Responsible to drive the transformation

• CEO support

• Lead by example • We work the way we ask teams to work, specifically

- Using IBM Design Thinking to determine how to best help our teams transform – user out come

focused

- Report our transformation work in the context of our user – SWG teams

- Using Lean & Agile practices to deliver

Execute a simple experiment for a coded hypothesis

(based on a Design Hill) in < 7 days

SWG Team can find information on measuring a signal that will validate a hypothesis < 30 secs

SWG Team can continuously collect & visualize correlated signal data in < 7 days

Who

What

Wow


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IBM CoC Approach

• Facilitate communication & collaboration ‒ Establish a Community (internal forums) to share what works and get support

‒ Roadshows / Presentations for techies and execs

‒ Internal educational sessions (webinars for several thousand participants)

‒ Online tutorials

• Build Support in the Org ‒ Recruit evangelists with grass roots and management respect

‒ Benchmarking and case studies across teams

‒ Recruit implementation managers on the individual teams

• Map business controls to DevOps techniques ‒ Does an experiment imply a commitment to a feature?

‒ Can we experiment with something in English only, for a product available in 10 languages?

‒ How should marketing work with a steady stream of features instead of big releases?


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IBM CoC Approach cont.

• Invest in tooling ‒ Provide as a service

24


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Success Story: Watson Analytics

Continuous Delivery to SoftLayer in 15 minutes

25


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Environments

Manual Automated

Gain Deploy Tests Deploy Tests

Test 4 hours 80 hours 20 min 3 hrs 96%

Staging 8 hours 4 hours 40 min 15 min 92.5%

Production

(25 environments) 200 hours 4 hours 3 hours 5 min 98.5%

Gain 98% 96% 98.5%

Success Story:

Workload Automation aaS Rome, Italy

26

IBM SoftLayer

Monitor and Optimize

Rational Team

Concert

Rational Quality Manager

Rational Performance Tester

IBM Security AppScan

SmartCloud Control Desk

IBM Application Performance Management

IBM Endpoint Manager IBM Security QRadar®

IBM UrbanCode Deploy

IBM Workload Automation

• Production deploymentin few hours • Change management process • Automated tests • No “black out” during update


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Standard Model for a Center of X DevOps Team

28

Dev Ops DevOps


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Dev Ops DevOps


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Dev Ops DevOps


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In Summary

DevOps as a silo is bad

DevOps teams work in the right context

Not a silo. A facilitator

DevOps teams should put themselves out of work

Building a DevOps Team that Isn't Evil

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