DOES15 - Heather Mickman & Ross Clanton - (Re)building an Engineering Culture: DevOps at Target
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Transcript of DOES15 - Heather Mickman & Ross Clanton - (Re)building an Engineering Culture: DevOps at Target
DevOps@TGT
Heather Mickman@hmmickman
Ross Clanton@rossclanton
(re)building an engineering culture
#DOTGT
a bit about us
53 years of service
347,000 team members
1,799 stores
TargetOmnichannel Retailer Fortune 50
source: abullseyeview.com
7 HQ locations
38 distribution centers
3 data centers
#DOTGT
our story involves two important sets of people
people who consume technology solutions people who create technology solutions
#DOTGT
and how we navigated
culture organization system complexity
#DOTGTengineers feeling
devalued, frustrated
to overcome some not so unique challenges
zombie projects consuming
time, money, and people
loss of agility
focus on siloing + local optimization
#DOTGT
the first thing we knew we had to do was …
#DOTGT
so far our journey has involved
enabling, unleashing
cultivating, growing a movement
getting alignment
figuring out how to across the enterprise
#DOTGT
so Target wanted to create cool, digital guest experiences
#DOTGT
multiple “sources of truth” connected by unique point-to-point integrations
but getting the data needed was easier said than done
#DOTGT
shared services
queues
having to
in addition we had a matrixed operating, delivery model that moved slowly
NOW SERVING
938 12541253
1252
1251
which led to
which led to
#DOTGT
discovering the power of APIs
that would be the API I’ve almost
finished coding …
there’s got to be a better way to get to
our data!
#DOTGT
“alien” concepts new tools simplifying
to solve meant listening to a radical group of change agents (aka engineers)
have you heard about CI/CD? Agile?
#DOTGT
and the results speak volumes
53x business capabilities
enabled
including
we continue to focus on enabling new business capabilities
our focus: enable market, not business, disruption
we aren’t driving the increase but our APIs have to be ready
source: comScore Key Measures, October-December 2014
> 90 API products > 80 deployments per week > 17 billion monthly API calls < 10 incidents per month
in 2014
traffic up
42%
280k orders fulfilled 2014
Black Friday weekend
APIs built to handle serious traffic
holiday 2015
#DOTGT
we had to transform pockets of change agents
movement using
internal in-conferences
into a BIG
internal social media
monthly share-outs quarterly hackathons
#DOTGT
bringing in outside voices, we made it fun
Just heard the news.
#DevOpsDays is on Thursday, October 2
(Got so excited she spilled Starbucks on her laptop.)
Rob Cummings
Fletcher NicholMichael Ducy
Jeff Sussna
Ian Malpass Andy Domeier
Sean O’Neil
Jez HumbleTom Duffield
Matt Konda
#DOTGT
sharing our story, nurturing the grassroots to grow
5001000
February2014
June2014
October2014
February2015
June 2015
October2015
community members internal event attendance
37
975
target.github.io
#DOTGT
and connecting with larger issues facing company
under pressure to fundamentally change ourapproach to technology delivery from the
most important, demanding, savvy people in the world
ourselves
internal customers
competitors
Target Guests
we needed engagement to move forward
#DOTGT
direction
course
and align executives to set direction, course
CI/CD maturity framework, assessment toolkit
identified, aligned champions to work with senior executives to:
• establish DevOps and automation goals and priorities
• drive continuous delivery maturity assessment • champion DevOps and Automation within their
portfolio
≈
engineering practices
Continuous Integration
4-8 weighted data points per practice
to assess maturity
Configuration ManagementQuality AssuranceData Management
DeployEnvironment & Infrastructure
scoring
0 = This practice is not followed at all by the team
CI/CD adoption score
calculated using data points
1 = The team has started to learn this practice but is not yet applying it 2 = The team has started to apply this practice but has little experience with it 3 = The team is applying the practice at least 50% of the time 4 = The team applies this practice most of the time but has some notable exceptions 5 = The team applies this practice consistently
#DOTGT
then align our peers by drawing on external expertise
Brooklyn Park, MN • March 19, 2015
Keynote• Gene Kim
Speakers• Jason Cox • Scott Prugh
TTS Leadership DevOps Summit
• Jonny Wooldridge • Courtney Kissler
• Nicole Forsgren
#DOTGT
thus combining tops down support with a strategic focus
the
BIGquestion
“How in the hell are we going to scale?”
modernize tools, methodologies
adopt Agile and DevOps
increase speed, agility
pay down tech debt
#DOTGT
operatingmodel
• simplify structure, accountability
• enable full-stack product ownership
• standardize services
• establish practices area
deliverymodel
• shift to product focus
• drive end-to-end accountability
• adopt Scrum framework
modernizationstrategy
• loosely coupled architecture
• APIs
• cloud ready
• self-service, lightweight tools
1. make structural changes
Financial Prioritization
Financial Appropriation
IT Strategy & Benchmarking Emerging Technologies TTS Comms
Mergers & Acquisitions TTS OCM
IT Ops & Process Enterprise Governance
Financial Prioritization
Financial Appropriation
CDCI
#DOTGT
converge movementsgrow pool of
coaches
converge movementsgrow pool of
coaches
connect expertsdrive learning
align prioritiesmaintain laser focus
2. connect important dots
#DOTGT
3. build an internal incubator environment
#DOTGT
4. develop, expand learning service offerings challenges 30+ day experience introducing, leveling
up Agile Scrum, DevOps, Lean skills
flashbuilds* 1-3 day events to create a usable feature, solve a problem
open labs 90-minute sessions twice weekly for questions, answers, and good old fashioned inspiration
*check target.github.io for details
immersive learning
#DOTGT
aligned with
strategic priorities
and folks ready to
#DO
5. prioritize demand based on constraints
key partners include coaches working with teams who are able to connect the Dojo with teams …
#DOTGT
which has helped move fast
and a first round of immersive learning for our senior executives
resultsso far
(since April 2015)
throughput
outcomes
personal
14 6 200+challenges flashbuilds learners
building team from delegating tasks to individuals to get things done
to working as team to come up with the best solution, one that all supported
lead engineer
confidence from worrying about calls in the night during production deployments
to being able to go to bed knowing what’s ready for deployment works and there will be no calls
senior engineer
collaboration from environment not conducive to real-time collaboration
to environment that enables face-to-face communication, progress
scrum master
consistency from 3-month process involving 2-3 dozen requests to other teams with inconsistent results
to 30-minutes to deploy consistent full-stack environment
velocity from single person spending 6-12 hours to merge/promote code every 2 weeks
to everyone being able to merge/promote code in minutes
foundation from having an idea that sounds really great in theory
to being able to use new tools to be successful in reality (including uncovered unknown required work)
#DOTGT
what have we learned in 6 months?
expect the unexpected
befriend your landlord
don’t overly focus
on one area
a successful Challenge needs a good charter
MVPs rock
#DOTGT
next step in scaling
taking the
global
#DOTGT
be exclusively inclusive
our advice to others?
unlearn what you have learned
empower yourchange agents
don’t wait to
connect with broader DevOps Enterprise community
#DOTGT
here’s what we’re looking for help with how do you scale
across an enterprise?and follow our journey
Target Tech Bloghttp://target.github.io
The Goat Farmhttp://goatcan.do
tweet us
@hmmickman @RossClanton