Dev ops don't be left behind

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CIO FORUM DevOpsDevOps – Don’t be left behind

Gunnar Menzel, Capgemini

Oslo, November 2015

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DevOps – Don’t be left Behind| November 2015

Gunnar Menzel, Vice President, Chief Architect

Heathrow Account CTO

Schneider Electric Account CTO

ODCA President

EA Account CTO

EA for Personal Tax

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DevOps – The Big Idea & Big Issue “unlocking DevOps value”

DevOps

Theory

DevOps

Practice

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Agenda

Make the most

of DevOps

DevOps

Overview

What DevOps

can do for you

DevOps

Challenges



DevOps Overview



There are many misconceptions about DevOps...

Concept / Philosophy

More than “just” tools

Driving business outcomes

Key for many companies

DevOps IS

A single methodology

Complete by using one tool

Just a job title

Only for developers

DevOps is NOT

DevOps Overview



DevOps was introduced back in 2011 to address a particular issue

Images may be subject to copyright Image taken from Anchorman, The Legend of Ron Burgundy, DreamWorks Pictures

DevOps Overview

https://en.wikipedia.org/wiki/DreamWorks



DevOps can drive significant value

More Agile

30xMore frequent deployment

8000xfaster lead times than their peers

More Reliable

2xthe change success rate

12xfaster mean times to recover (MTTR)

Finding From Puppet Labs State of DevOps 2014

More Competitive

2xmarket share & productivity goals

50%higher market capitalization growth

DevOps Overview



The 4 main business cases

Reduced Outages

Upto 80% outages

are change related

Increased Agility

To enable near instant

change deployment

Increased Quality

To increase end

user satisfaction

Improves Innovation

To increase

Innovation cycles

DevOps Overview



It is up to you … from super slow to ultra fast

http://www.maxingout.com/sailing_suda

n.htm

http://offshore-powerboat-

racing.blogspot.fr/2012/03/f1-boat-

racing-sponsorship.html

Company Deploy Frequency Deploy Lead Time Reliability

Amazon > 20,000 / day Minutes High

Google ~ 5,000 / day Minutes High

Netflix 300-500 / day Minutes High

Facebook Every day Hours High

Twitter 2-3 times a week Hours High

Typical Enterprise Once every 9 months Months / Quarters Low / Medium

DevOps Overview



The concept is focussed around 3 main areas

1. People

Cultural Aspects

No Silos

2. Process

Build-Release-

Run-Repeat

3. Tools

Common and

Integrated

DevOps Overview



DevOps Challenges

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Key DevOps Challenges “outside-in and inside-out”

DevOps

Difficult error prevention

and diagnosis

Diagnosis

Wall of confusion

Silo

Speed of Change

Innovation

Complex Preproduction

/ production build & run

Complex

Ou

tsid

e-I

nC

hal

len

ges

Insi

de

-Ou

tC

hal

len

ges DevOps is not well

understood

Understanding

The DevOps Tools

Cocktail

Tools

Big Bang vs Steps by

Step?

Approach

How2 manage DevOps

& current changes

Current Change

DevOps Challenges



What are the typical Challenges“when trying to deploy DevOps”

Common

Deployment

Mistakes

Deploying just a Tool A tool cannot enable

collaboration

A tool cannot be relied upon

for a solution

A tool should be used to aid

the entire DevOps journey Not understanding Current Understanding starting point is important

Not having clear As-Is will drive an

incorrect transformation plan

Creating separate DevOps group Creating yet another silo

Complicating the structure to add further integration issues

Being “Planlos” Implementing DevOps as

a product without a Plan

Not considering the

people related change

aspects

Not having a clear target

DevOps Challenges



How to make themost of DevOps

http://thefuturebuzz.com/2011/12/01/pr-will-own-content-creation/



4 ‘Key’ Ingredients addressing these Challenges

Create a Plan

Follow a Maturity Model

Cover all 3 Areas

Supporting Measures

Make the most of DevOps



A. Capgemini’s DevOps Implementation Framework (DIF)is needed to Plan the various stages

Today

Process

I (IS/TI)

Users

Issues, Risks, Challenges and constraints

Overall Client’s Business Objectives, Sector wide drivers, External Drivers. IT Strategy

Target

Process

I (IS/TI)

Users

Tomorrow

Process

I (IS/TI)

Users




B. The People aspect is important to ensure cultural shift

Design / Development

Test Live

Change = Yes please No, no change please

Design / Development Test Live

Change Welcome

Transform

Critical Success Factors:1. Shared objectives & Co-locate as much as possible2. Think Non-Functional right from the start3. Focus on business outcomes4. See business, applications and infrastructure together




B. The Process will help create automation enforcing the message of ‘Build-Release-Run-Repeat’…

Plan Code Build Test Release Deploy Operate

Continuous Delivery

Continuous Integration

Agile Development

DevOps

Collaboration

!!

Communication

Integration

DevOps

Development

teams

Operations

teams

One Dynamic IT team

Continuous feedback

People

Cultural aspects,no silos

Tools

Process

Build-Release-

Run-Repeat

Common and

Integrated

Critical Success Factors:1. Clear criteria defined per gate2. Clearly define the characteristics of each environment 3. Define and document all key non-functional requirements 4. See it as a continuous loop and not as a one way street




B. Tools should be implemented to support these changes whilst being common and integrated

One End-to-End Process

Development

Infrastructure

Middleware

Applications

Testing

Infrastructure

Middleware

Applications

Live Operation

Infrastructure

Middleware

ApplicationsCritical Success Factors:1. Think modular, think open, think service 2. Standardise environments, automate and integrate3. Connect with build-release-run-repeat process




C. Capgemini’s DevOps Maturity Model

Level 1: Basic

Traditional Silo’ed Organisation | separate processes | separate tools with many manual activities | typically very long release duration and high outages

Level 2: Emerging

Emergence of joint teams | starting to establish connected processes | some automation & isolated tools | medium release duration & reduced outages

Level 3 : Co-ordinated

Joint and shared objectives | dev2ops connected lifecycle | limited manual processes | low release duration & significantly reduced outages

Level 4 : Enhanced

Co-authoring of solutions | one lifecycle | no manual processes + end2end managed environments |

Level 5 : Top Level

One Team | dynamic process | near instant deployment of changes | no dev related outages




D. Supporting activities

Standardise

Hardware, Software,

Procurement

2

Automate

Hardware, Software,

7

1

Strategy &

Architecture

As-Is, To-Be, Plan

Business Case

Train

3

People

Virtualise

4

Compute, Storage

& Network

Rationalise

5

Reduce

complexity

Orchestrate

End to end

management

8

Optimise

6

Processes




How DevOps Can Help You



We helped transform a major UK based supplier…

Over 200 interfaces

Ecosystem of 18 partners

25 external systems

86 Applications

20M+ unique visitors per month

50,000 ecommerce orders per day

6M registered users

£1.5Bn revenue pa supported

• Ability to release frequently

• Multiple teams working in parallel on same code base

• Release roll back issues

• High number of defects due to issues with code

merge

• Seasonal Peak (Christmas)

• Special Events – e.g. Olympics

Scalability

Time to Market

What DevOps can do for you



Setup time - 4 days to 4

hrs.

Environment downtime -

18 hrs. to 4 hrs. per

month

Zero environment defects

Single Click Provisioning

Faster adoption of best of

breed technologies and

tools

Zero down time for IT

maintenance

Release cycle time – 4

wks to 1 wk

Improved CR throughput

by 50%

Reduced development

efforts by 30%

… helping them to become more efficient and flexible in all parts of the business




The key to success lies in ensuring you ‘Do’ it correct way and ‘Don’t’ make the common mistakes

http://www.vexperienced.co.uk/2011/10/31/container-shipping-and-virtualisation-a-potent-analogy/

Have a Plan

Decide how

far you need /

want to go

Think it is

“just” Tools

Neglect

creating a

Business

Case

Understand it

is a people,

process and

technology

change

Believe

DevOps is a

fix for all


http://www.vexperienced.co.uk/2011/10/31/container-shipping-and-virtualisation-a-potent-analogy/



Q&A

Click on images to access material

https://www.uk.capgemini.com/resources/devops-the-future-of-application-lifecycle-automation

https://www.uk.capgemini.com/resources/devops-the-future-of-application-lifecycle-automation

https://www.uk.capgemini.com/resources/devops-what-is-the-right-speed

https://www.uk.capgemini.com/resources/devops-what-is-the-right-speed

mailto:[email protected]?subject=DevOps

mailto:[email protected]?subject=DevOps

https://www.capgemini.com/blog/cto-blog/2015/11/technovision-2016-build-release-run-repeat

https://www.capgemini.com/blog/cto-blog/2015/11/technovision-2016-build-release-run-repeat

The information contained in this presentation is proprietary.

© 2014 Capgemini. All rights reserved.

www.capgemini.com

About Capgemini

With almost 140,000 people in 40 countries, Capgemini is one of

the world’s foremost providers of consulting, technology and

outsourcing services. The Group reported 2013 global revenues of

EUR 10.1 billion.

Together with its clients, Capgemini creates and delivers business

and technology solutions that fit their needs and drive the results

they want.

A deeply multicultural organization, Capgemini has developed its

own way of working, the Collaborative Business ExperienceTM, and

draws on Rightshore®, its worldwide delivery model.

Rightshore® is a trademark belonging to Capgemini

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Dev ops don't be left behind

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