DevOps is not enough - Embedding DevOps in a broader context

DevOps is not enough Embedding DevOps in a broader context

Uwe Friedrichsen – codecentric AG – 2014-2016

@ufried Uwe Friedrichsen | [email protected] | http://slideshare.net/ufried | http://ufried.tumblr.com

What is the current state of affairs?

IT today

IT today

•  Faster

•  Cheaper

•  Digitization

•  Disruption

•  New technologies

DevOps

“Another buzzword for build and deployment automation”

“A team that moderates between Dev and Ops”

“You build it, you run it!”

“Isn’t that just a new word for ‘agile’?”

“It’s a mindset thing”

“Of course the new version of our product is ‘DevOps’!”

Perfect confusion of ideas

Let’s check the

“DevOps bible” http://itrevolution.com/books/phoenix-project-devops-book/

DevOps in a nutshell

The 3 ways of DevOps Systems thinking

Amplify feedback loops

Culture of continual experimentation & learning

http://itrevolution.com/the-three-ways-principles-underpinning-devops/

•  Maximize flow (minimize cycle times)

•  Optimize for global goals (holistic view)

•  Never pass defects downstream

•  Limit work in progress

•  Build systems and organizations that are safe to change

Ops Dev Business IT value chain Customer

Holistic optimization

Systems thinking

•  Facilitate constant flow of fast feedback from right-to-left

•  Create quality at source (provide knowledge where needed)

•  Create shared goals and shared pain for everyone involved

•  Implement fast automated test suites

•  Pervasively measure outcome (customer value), not output



•  Create a culture that fosters two things •  Continual experimentation, taking risks and learning from success and failure

•  Understanding that repetition and practice is the prerequisite to mastery

•  Allocate at least 20% of available cycles to non-business requirements

•  Constantly reinforce that improvements are encouraged & celebrated


Continual experimentation and learning

Okay, but …

Why is DevOps not enough?

A bit of background …

Evolution of economy & markets

Formal part of value creation Solution: machine

Dynamic part of value creation

Solution: man

sluggishness/low dynamic high dynamic high dynamic

The historical course of market dynamics and the recent rise of highly dynamic and complex markets

The dominance of high dynamics and complexity is neither good nor bad. It‘s a historical fact.

t 1970/80 today

Age of crafts manu- facturing

Age of tayloristic industry

Age of global markets

1850/1900

Spacious markets, little competition

Local markets, high customi-zation

Outperformers exercise market pressure over conventional companies

We call the graph shown here the “Taylor Bathtub”. The “bathtub” curve

Source: BetaCodex Network Associates, “Organize for complexity”, BetaCodex Network White Paper 12 & 13



Solution: man




t 1970/80 today




1850/1900




We call the graph shown here the “Taylor Bathtub”. Pre-industrial era


Tailor-made solutions

“Mastery is key to success”



Solution: man




t 1970/80 today




1850/1900




We call the graph shown here the “Taylor Bathtub”. Industrial era


Cost-efficiently scale production

“Get more done with less people is key to success”



Solution: man




t 1970/80 today




1850/1900




We call the graph shown here the “Taylor Bathtub”. Post-industrial era


Continuously respond to changing demands

“Continuous customer communication

is key to success”

Key drivers Industrial era

•  Cost-efficiency •  Scalability •  Repeatability •  Stability

•  Efficiency & scale

Post-industrial era

•  Cycle times •  Adaptability •  Flexibility •  Resilience

•  Effectiveness & speed

Evolution of IT

1960 1970 1980 1990 2000 2010 2020

Complicated

(Business functions)

Complex

(Business processes)

Highly complex

(Business nervous system)

Software crisis

Software engineering

PC

LAN

Internet Business Support

of IT

Selective

Holistic

Complicated

Complex “Moore’s law”

Mobile IoT

1960 1970 1980 1990 2000 2010 2020

Complicated


Complex

(business processes)

Highly complex


Software crisis


PC

LAN


of IT

Selective

Holistic

Complicated


Mobile IoT

We are here …

1960 1970 1980 1990 2000 2010 2020

Complicated


Complex


Highly complex


Software crisis


PC

LAN


of IT

Selective

Holistic

Complicated


Mobile IoT

… but we still base most of our decisions on that

We are here …



Solution: man




t 1970/80 today




1850/1900




We call the graph shown here the “Taylor Bathtub”. Remember the bathtub curve?

This adds an additional twist …

1960 1970 1980 1990 2000 2010 2020

Complicated


Complex


Highly complex


Software crisis


PC

LAN


of IT

Selective

Holistic

Complicated


Mobile IoT

… but we still base most of our decisions on that

We are here …

Business is very different today …

… than it was back then

Business

Market

IT today is a …

… Nervous System

… Medium … Product

… Differentiator

Disruptive Technologies

Business Support Systems

Continuous Conversation Digitization

IT today is a key success factor to survive in a post-industrial market

The traditional IT “best practices” are counterproductive because they solve

a completely different problem

We need to rethink IT!

Rethinking IT

What are the new drivers?

IT

Post-Industrialism Highly dynamic markets

Economic Darwinism Lean startup/lean enterprise

Continuous design

Digitization IT as a product

Digital conversation Social media

Contextual computing

Disruption Innovation through disruption

Cloud, mobile, IoT, storage class memory Big data analytics

Data-driven enterprise

force change

on

What are the new goals?

IT

… be quick Short response times

Holistic IT value chain consideration

… be effective Focus on outcome, not output

… improve continuously Improvement as planned activity

needs to …

… be efficient Provide required throughput

… be robust High availability and adaptability

… be flexible Flexible response to changing needs

Process & Org needs to be …

Quick

Flexible Effective

Software needs to be …

Secure

Changeable Robust

… and improve continuously

Process & Org needs to be …

Software needs to be …

Quick

Flexible Effective Secure

Changeable Robust

… and improve continuously

How can we achieve the new goals?

What are the building blocks?

Adaption DevOps Systemic optimization Inspect and adapt Quick feedback loops Continuous improvement …

Process DevOps Agile Lean Feature Flow (no projects) Design Thinking …

Governance Beyond Budgeting Decentralized control Outcome-driven Lean EAM …

Organization DevOps Autonomous teams Cross-functional teams End-2-end responsibility Routine task automation …

People Craftsmanship T-shaped Responsibility Curiosity Empathy …

Technology Cloud Automation Microservice Heterogeneity Resilience …

(Some) Building Blocks

The role of DevOps

Quick repetition …

The 3 ways of DevOps Systems thinking


Culture of continual experimentation & learning

http://itrevolution.com/the-three-ways-principles-underpinning-devops/

If taken seriously DevOps will eventually rotate your IT organization by 90°

Ops Dev IT value chain

Busin

ess

capa

bilit

ies

Spec

ialis

t tea

m (e

.g.,

prod

uct m

anag

er)

Spec

ialis

t tea

m (e

.g.,

UX e

xper

t)

Spec

ialis

t tea

m (e

.g.,

deve

lope

r)

Spec

ialis

t tea

m (e

.g.,

QA

expe

rt)

Spec

ialis

t tea

m (e

.g.,

sys

adm

in)

Spec

ialis

t tea

m (e

.g.,

DBA

)

…

Traditional IT organization


Busin

ess

capa

bilit

ies

Cross-functional product team

…

DevOps IT organization





Busin

ess

capa

bilit

ies


…

DevOps IT organization (optimized)




Plat

form

team

API

DevOps also triggers a lot of additional changes

“Okay, let’s start with DevOps …”

DevOps

“But our IT department is too big. We need to organize differently.”

DevOps

Cross-functional teams (organized by business capabilities)

“How can we enable the teams to become faster?”

DevOps


Autonomy (incl. E2E responsibility)

“How can we manage those teams?”

DevOps



Decentralized control

“How can we control if the teams are on the right track?”

DevOps




Outcome-driven

“We need to rethink our overall governance model.”

DevOps




Outcome-driven Beyond budgeting

“How can we support autonomy on the architectural level?”

DevOps





Microservices

“Can we help teams getting faster on the technological level?”

DevOps





Microservices

Heterogeneity

“How can we ensure the required speed and flexibility

at the infrastructure level?”

DevOps





Microservices

Heterogeneity

Cloud and Containers

“How can we guarantee high speed and high quality delivery?”

DevOps





Microservices

Heterogeneity


Continuous Delivery

“How can we guarantee high availability in production?”

DevOps





Microservices

Heterogeneity


Continuous Delivery

Resilience

“How can we manage all those moving parts in production?”

DevOps





Microservices

Heterogeneity


Continuous Delivery

Resilience

Operations automation

“How can we make sure the services of different teams

work smoothly together?”

DevOps





Microservices

Heterogeneity


Continuous Delivery

Resilience


Lean EAM

“How can we make our efforts sustainable?”

DevOps





Microservices

Heterogeneity


Continuous Delivery

Resilience


Lean EAM

Continuous improvement

“How do we get enough input for improvement?”

DevOps





Microservices

Heterogeneity


Continuous Delivery

Resilience


Lean EAM


Quick feedback loops

“How can we establish those quick feedback loops?”

DevOps





Microservices

Heterogeneity


Continuous Delivery

Resilience


Lean EAM



Feature flow

“And what does this all mean for the people involved in this?”

DevOps





Microservices

Heterogeneity


Continuous Delivery

Resilience


Lean EAM



Feature flow Craftsmanship & mastery

DevOps





Microservices

Heterogeneity


Continuous Delivery

Resilience


Lean EAM



Feature flow Craftsmanship & mastery

T-Shaped people (being empathic)




Microservices

Continuous Delivery

Heterogeneity

Cloud and Containers Resilience


Craftsmanship & mastery


Feature flow

Lean EAM


T-Shaped people (being empathic)

DevOps


Curiosity

DevOps drives the implementation of the new IT

Wrap-up

•  Markets have changed

•  IT has changed

•  The role of IT has changed

•  New drivers

•  New goals

•  New building blocks

•  DevOps results in a re-org of IT

•  DevOps drives implementation of a new IT

We need to rethink IT!

Join the most disruptive and exciting change we have seen in IT for many years

Some recommended reading

@ufried Uwe Friedrichsen | [email protected] | http://slideshare.net/ufried | http://ufried.tumblr.com

DevOps is not enough - Embedding DevOps in a broader context

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