DevOps!(Fad,(Reality( or(simplythe(deathof( ITIL?( ·...

DevOps! Fad, Reality or simply the death of ITIL? Robert E Stroud CGEIT CRISC

October, 2013

2013 ISACA Wasserman Award Winner

RobertEStroud

2 Copyright © 2013 CA. All rights reserved.

Robert E Stroud CGEIT

§  VP Service Strategy & InnovaCon CA Technologies

§  Chair ISACA ISO Liaison Sub-‐commiIee

§  Chair COBIT adopCon Task Force

§  Immediate past member ISACA Strategic Advisory Council

§  Former InternaConal Vice President ISACA\ITGI

§  Former Chair COBIT Steering CommiIee & chief architect

§  Contributor to COBIT V4, V4.1 and COBIT 5 and Control ObjecCves for Basel II

§  Contributor to ITIL\COBIT\ISO17799 Management Overview

§  V3 Update Management Board member, ITIL V2 and V3 Contributor – ITIL Advisory Group, V3 -‐ Mentor & Reviewer

§  Former itSMF ExecuCve Board Treasurer and Director Audit, Standards & compliance & former Board Member itSMF USA

§  15 years Banking – retail and IT

§  Author, humorist and Industry GeeK


DevOps! Fad, Reality or simply the death of ITIL? The rate and pace of business change is acceleraCng. The business is also acceleraCng their demands on IT, o]en being totally unaware or unable to react in a Cmely manner. Is your business management claiming that IT cannot react and deliver in a Cmely manner forcing a situaCon where the business itself is delivering technology directly? In response to the acceleraCon of change and the adopCon of agile development methodologies to meet business change requirements, many are looking to alternaCve methodologies to accelerate the rate and pace of change such as leveraging DevOps or ValueOps. DevOps and Valueops asserts that they remove the barriers between development and operaCons allowing the rate and pace of change to accelerate across the business. The quesCon on many organizaCons' lips is do these methodologies add value or simply give development and the business the right to skip the proven change processes and avoid operaCons and our investment in your current service management and ppm? How will you keep up with business demand? How is DevOps relevant? IS DevOps and ITSM mutually exclusive? How can I integrate good pracCces into my project management profile?

Abstract


TRADITIONAL GUIDANCE CAUTION

SOME MATERIAL MAY BE SUITABLE FOR FORWARD THINKERS

FT

First a warning!


InnovaJon is mandatory to deliver business value!

BUSINESS DEMAND FOR INNOVATION

IT CAPACITY FOR INNOVATION

IT must fill this

growing gap!

What’s holding YOU back?


"Half the money I we spend on advertising IT process is wasted; the trouble is I we don't know which half."

Adapted from John Wanamaker


Today we have issues with Speed, Quality and Cost Problems Across So]ware Lifecycles

Our test systems are not realisJc

I don’t know who to

escalate to

I’m constantly fighJng fires

DEVELOPERS

LEVEL 1 OPS

INFRASTRUCTURE OWNERS

APPS SUPPORT

TESTERS LOB Exec

What is IT doing? I need new apps now!!

I spend 70% of my Jme waiJng

I don’t have spare capacity


There is a Fundamental Conflict Between Dev and Ops conJnuing . . .


We must act as one!


DevOps thinking has evolved around the message of agility and innovaJon

Taiichi Ohno Eliyahu M. Goldratt

William Edwards Deming

open source

agile

cloud

DevOps

DevOpsDays Ghent

10 deploys per day Dev & ops cooperation at Flickr (Velocity 2009)

DevOps Toolchain Project

Agile Infrastructure (Agile2009)

DevOpsDays Sydney, Mountain View, Hamburg, Sao Paulo

Agile Manifesto

Continuous Integration

Declaration of Interdependence

2000

2009

2010

2001

2005


Overall goal: Improve the business value of the work done within IT

The objecJve: Improve the business value of the work done within IT

Deliver measureable business value through continuous and high-quality service delivery

Emphasize simplicity and agility in all areas, including technology, process and human factors

Break down barriers between development and operations by enabling trust and shared ownership, supporting innovation and encouraging collaboration

Continuously optimize in response to changing business, technology and organizational requirements

Enable the reconstruction of the business from essentially nothing but a source code repository, an application data backup and bare-metal resources


My definiJon for DevOps

for improving

,

, and

and

between

methods

communicaJon

integraJon

collaboraJon

development

operaJons


Leverage Value Stream Feedback Loops

Scrum Kanban

Velocity Performance

Usability Debt

Product Operations &

Support Product

Discovery Product

Definition Product

Development Product Delivery

Adapted from Lean Strategies for IT Support Organizations (Moonrise Consulting)


CreaJng a "Velocity Culture”

Source: http://www.flickr.com/photos/75001512@N00/5778307180/ Source: http://www.flickr.com/photos/arbron/147865559/

Operations

As Seen By Operations

As Seen By Development

Development

Source: http://www.flickr.com/photos/maxpower/5193373/ Source: http://en.wikipedia.org/wiki/File:Albert_Einstein_Head.jpg

No more

Work hours Work tasks

Vacation tracking

Dress code Expense audits

HR

Meetings

Source: http://tom.preston-werner.com/2010/10/18/optimize-for-happiness.html


Think Out-‐of-‐the-‐Box

The Nine Dots Puzzle


Doing the Right Thing Versus Doing the Things Right!

Test this

Assume Plan Check

Do

Adjust (Act)

Think Again

Accelerate this

Adapted from: http://www.reply-mc.com/2009/10/26/what-about-chris-argyris/


DevOps Value in AcJon: Velocity at Amazon AWS

Source (Data): Velocity 2011: Jon Jenkins, "Velocity Culture"

11.6

10,000

.001%

Mean time between deployments (seconds)

Max deployments/ hour

Software deployments causing an outage


DevOps delivering business value faster

Breaking down silos in the service delivery value chain

Extending the dev and ops skillsets to one collaboraJve team

Transforming the end-‐to-‐end service delivery process

AcceleraJng Jme to value for new applicaJons and services

Without compromising security, compliance, performance

IT at the speed of business


CollaboraJve service delivery PR

OJECT

TIM

ELINE

delivery deadline

OperaJonal Input/Awareness

Stable & in producJon

Requirements Scrum/Sprint System Test Deployment

Architecture Unit Test Acceptance

Ongoing OperaJonal Input/Awareness

Stable & in producJon

delivery deadline

Requirements Scrum/Sprint System Test Deployment

Architecture Unit Test Acceptance


Agile development becoming “the norm”

PotenJally shippable product increment

Product backlog client prioriCzes

Backlog items 1-‐4

weeks

24 hours

Sprint backlog


PUBLIC CLOUD

DATA CENTER(S)/ PRIVATE CLOUD

SHARED DEV/ TEST GRID

Common execuCon process

HARDWARE

app Middleware servers Load balancer

firewall Switch/ router VPN data

Scalable

virtual machines

Moveable


AutomaCon is criCcal

Service

ApplicaJon

Infrastructure

SELF-‐SERVICE CATALOG

Process AutomaJon

Virtual Pools

Physical Servers

External Cloud Storage Network Grid

Fabric Internal Cloud

Capacity Management

ConfiguraJon AutomaJon

Service Container

Workload AutomaJon

Storage AutomaJon

Server AutomaJon

Network AutomaJon


CLOUD

Lets discuss incident handling

BACK END

FRONT END NETWORK USER

End User

WAN/ WWW

Router

Firewall

Switch

Load Balancer

Web Server

Portal

SAP PSFT

Siebel

Mainframe

Web Services

Database 3rd Party ApplicaJons

App Server

MIDDLEWARE Database


Human impact of DevOps

Breaking down barriers between teams – and empires

New roles, new Ctles, new (and shared) responsibiliCes

Capturing and converCng tribal knowledge

Focus on business service, not technology

Trust – in each other, in technology, in process


Infrastructure OperaJons

ProducJon OperaJons Development

DevOps

Consider a transiJonal organizaJon

CollaboraJve Planning

Agile Development

Service VirtualizaJon

Cloud IntegraJon

Access Management

User Experience Monitoring

Unified AutomaJon

Infrastructure AbstracJon


Where do we start our DevOps transformaJon?

Re-‐evaluate and rebuild your service delivery cycle

Improve educaCon, communicaCons, and cross-‐skilling

Try it in a small part of the org, a new project, or skunkworks

Evaluate new processes to

support DevOps

Evaluate new technology to support DevOps


Improved business & IT agility

BeIer user experience

DevOps is about delivering business value faster

BeIer compliance, fewer errors

Cloud agility and efficiency

Efficient, conCnuous delivery

Faster response to stakeholders


Is Your IT OrganizaJon Prepared to Implement DevOps? 1. Do you have well-‐defined roles and responsibiliCes for your development and operaCons staffs?

2. Are your criCcal processes documented? 3. Have you built a business case and educated your top management on the benefits?

4. Have you assessed the current skills of your staff and idenCfied what addiConal training may be required?

5. Have you idenCfied criCcal trouble-‐making applicaCons that might be a great place to start with your DevOps iniCaCves?


Contact details: Robert E Stroud CGEIT Email: [email protected] Tel: +1 (631) 880 2544 BLOG: www.ca.com/blogs/stroud Twitter: @RobertEStroud

Thank you


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