DEVOPS - alnhouston.org...• The word DevOps is a portmanteau, combining two words • Breaks down...
Transcript of DEVOPS - alnhouston.org...• The word DevOps is a portmanteau, combining two words • Breaks down...
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TEXAS
DEVOPS
INTRODUCTION TO DEVOPS
AGILE LEADERSHIP NETWORK HOUSTON
MAY 21, 2015
T E X A S
D E V O P S
M E E T U P
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SPEAKERS INTRO
Darryl Bowler (Co-Organizer of Texas DevOps)
Anthony Barnhart (Co-Organizer of Texas DevOps)
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AGENDA
PART 1
• What is DevOps?
• What are the Drivers and Why Now?
PART 2
• Practices and Processes
PART 3
• DevOps Ecosystem
PART 4
• Common Anti-Patterns
PART 5
• What Next?
• QA
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AGENDA
PART 1
• What is DevOps?
• What are the Drivers and Why Now?
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WHAT IS DEVOPS?
• Problem / Challenge Statements
• Application growth (bloat?) causes release teams to scale
• At scale release teams specialize to address delegated
responsibilities
• With specialization comes silos
• Silos (and LEAN, “minimal viable work” thinking) stem the free
flow of unfiltered communications between specialized teams
• Distributed release teams can often use different tools and
follow different processes
• 3rd party service provisioning SLA’s SLO’s add lead time
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WHAT IS DEVOPS?
• The word DevOps is a portmanteau, combining two words
• Breaks down traditional silo walls by comingling work done by
Dev’s and non-Dev’s
• Fosters knowledge worker bottom-up driven, delay-free
decision making
• Is synonymous with “Collaboration”, not “Cross-skilling”
• Focuses on releasing technology, not just building it
• Insinuates continuous learning & adaptation, not retraining
• Replaces vanity metrics with key cycle time mgmt
• Removes competition, fosters sharing across boundaries
• Eliminates the “blame” culture and mgmt-by-fear
• Rejects rewards or punishments to gain compliance
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WHAT IS DEVOPS?
• Philosophy of how IT delivers value to the business
• Technology
• Processes
• Tools
• Culture being the manifestation
• Beliefs
• Behaviors
• Actions
i.e. Very difficult to change
Complexity & Upside – Significant Enterprise Value
Realignment of IS/IT processes to be business and customer centric
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ENTERPRISE DEVOPS
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THE RELATIONSHIP OF
COMPLEXITY & VALUE
Co
mp
lexity
Enterprise Value
Enterpise Value vs Complexity
Startup
SMB
Multi-line BU
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CURRENT MARKET RATE
OF VALUE CAPTURE
Source: Application Release & Deployment for Dummies, ©2014
NOTE: Delivery = Releasing PSI’s to Production
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DRIVERS OF DEVOPS
DevOps
Agile
Digital Innovation
& Disruption
Business Model
Evolution and
Innovation
More frequent releases
of higher value work
Increase demand of new
ways of doing business
via digital methods
New methods of
customer experience,
insight and analytics
(social, big data, mobile,
cloud)
89% of the Fortune 500 between 1955 and 2014 no longer exist and 40% of the
current Fortune 500 will no longer exist in 10 years (American Enterprise Institute)
Steven Denning pointed out a few years in Forbes that fifty years ago, the life
expectancy of a firm in the Fortune 500 was around 75 years. Today, it’s less than
15 years and declining all the time.
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THE RELATIONSHIP BETWEEN
BUSINESS AND TECHNOLOGY
• The engagement between business and technology
resides on a continuum
• One extremely are entrepreneurial startups
• Business and technology models are indistinguishable
• Highly integrated
• The other are those that struggle to align technology with
business
• Typically historical, brittle, “legacy technology”
• Massive accrued technical debt
• My Walgreens example
IT and Applications are fundamental to a Business Model.
Business Models can not evolve if IT is static
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DEVOPS PRINCIPLES
CAMS
• Culture
• Automation
• Measurement
• Sharing
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AGENDA
PART 2
• Practices and Processes
Applying the DevOps Principles
CAMS + LEAN
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ELIMINATING WASTE IS #1
PRINCIPLE FOR LEAN MANAGEMENT
• Waste defined: “Anything that does not add value
to the customer.” (Read: Anything the customer
is unwilling to pay for.)
• Eliminating Waste is #1 principle for lean
management
• “Lean Value Stream Mapping” (a common lead
diagnostic tool) helps to identify, eliminate waste
1. Map software development, from “concept to
cash”
2. Measure “elapse time” versus “value added
time”
3. Optimize by creating a future state
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VALUE STREAM EXAMPLE: BEFORE STATE
(CONCEPT TO CASH)
Business owner has a new idea
5 minutes elapsed time
5 minutes valued added
Business owner and product owner
agree on new feature
30 minutes elapsed time
30 minutes valued added
SCRUM team agree it can
go into the next sprint
1 day elapsed time
30 minutes valued added
Integration (merging) of new
software
1 day elapsed time
QA Test Team
2 days elapsed time
1 hour valued added
Retrospective and Review
2 hours elapsed time
2 hours valued added
From conception to release
candidate
6.5 days elapsed time
2.5 days valued added
4 days of potential waste
Team creates new feature
2 days elapsed time
2 days valued added
Staging at UAT
0.5 days elapsed time
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VALUE STREAM EXAMPLE: AFTER STATE
(CONCEPT TO CASH) APPLYING CAMS
Business owner has a new idea
5 minutes elapsed time
5 minutes valued added
Business owner and product owner
agree on new feature
30 minutes elapsed time
30 minutes valued added
SCRUM team agree it can
go into the next sprint
1 day elapsed time
30 minutes valued added
Integration (merging) of new
software
2 hours elapsed time
QA Test Team
0.5 days elapsed time
1 hour valued added
Retrospective and Review
2 hours elapsed time
2 hours valued added
From conception to release
candidate (PSI)
4 days elapsed time
2.5 days valued added
2 days of potential waste
SAVED 2 days per
feature!
Team creates new feature
2 days elapsed time
2 days valued added
Staging at UAT
1 hour elapsed time
Continuous
Integration
Server
A
P
P
L
Y
C
A
M
S
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DIAGRAM: CONTINUOUS INTEGRATION
Developer
Developer
Developer
Source Code
Version Repo
Committed
Changes
Database
Build Script
• Compile source code
• Integrate database
• Run tests
• Run inspections
• Deploy software
Database Scripts
• Drop/create database
or table
• Insert test data
• Apply procedures/
triggers
CI Server
Integration
Build Machine
Poll
Feedback
Mechanism Notificatio
n
Event
Q. Who has adopted
CI?
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CONTINUOUS DELIVERY
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The Build Pipeline – Implementation
of Continuous Delivery
Dimensions
CM
PATTERN: DEPLOYMENT PIPELINE
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AGENDA
PART 3
• DevOps Ecosystem
Reducing or Eliminating the Friction Point of Delivery
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DEVOPS STACK – BLURRED LINES
Devs Ops QA
Agile Processes – SCRUM, KANBAN, LEAN
DevOps Practices – Continuous Delivery
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26
PULL
The Contemporary Build Platform Aligned with
CD CONTINUOUS DELIVERY
Post Production
Retrospective
Portfolio Mgnt
Process
FEEDBACK
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AGENDA
PART 4
• Common Anti-Patterns
- “An anti-pattern is something that looks like a good idea, but
which backfires badly when applied” (Jim Coplien)
- thedailywtf.com (Alex Papadimoulis, since 2004)
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ANTI-PATTERN EXAMPLE:
A RESISTANCE CULTURE (POOR LEADERSHIP)
Company Profile: Healthcare IT Solutions and Services
4,000 employees, recently acquired for $3 billion
Problem: Intensively manual application system provisioning
Spent $2million on automation software
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ANTI-PATTERN EXAMPLE:
CONSTRAINED BY PROCESSES & TOOLS
Company Profile: Retailer, 176,000 employees, $80 billion
2014 revenue
Problem: Go from one release to 3 releases a year
Real problem was their waterfall process
Dependence on Subversion
Technical debt – Legacy technology
* Spent 200k on professional services on the wrong problem
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ANTI-PATTERN EXAMPLE: FITTING AN
OLD PROCESS IN A NEW PARADIGM
Company Profile: Financial Services, Mutual Funds
2000 employees
Problem: Huge release windows involving many people and
many days
Constrained by their release process
Solving technology before process
PVCS – File level version control
4GL application
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OTHER TYPICAL DEVOPS
ANTI-PATTERS
• Approaching DevOps as a “process” rather than a
framework/philosophy
• Starting a separate DevOps team, w/ “DevOps Engineers”
• Treating DevOps as just another “buzzword”, while believing “this
too shall pass” and continuing a Taylor-istic mgmt style
• “Adopting” DevOps as the CIO’s next silver bullet
• Thinking that Dev’s will soon be running Ops
• Building processes around developer-driven release mgmt in order
to cut Ops staff and get two job functions delivered by one human
• Believing you can’t “do” DevOps b/c your firm is special
• Not seeing your current staff as “DevOps Ready”
• Collaborating only in catastrophe
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AGENDA
PART 5
• What Next?
• QA
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TEXAS DEVOPS
Houston and Dallas (so far)
Previous Topics
• Business cases for Docker adoption
• Open Source Puppet, Puppet Enterprise and Puppet Apps
• Implementing Continuous Delivery
Upcoming Topics
• Application Performance Monitoring and DevOps
• Local business cases
• Open Spaces:
• Open DevOps topic discussion, CI, CD and Release
http://www.meetup.com/Texas-DevOps-Meetup
Google “Texas DevOps”
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TEXAS DEVOPS
** IDEAS **
Houston Techfest
4-hour and 8-hour workshops
Lunch-and-Learn’s
DevOps 201 presentation to ALHN in October
DevOps Days Houston 2015
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QUESTIONS AND
ANSWERS
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THANK YOU
Darryl Bowler
650-504-4796 (m)
Anthony Barnhart
832-945-7675 (m)