Four pillars of devops - hybrid clouds and culture

Hybrid Clouds and Culturethe inevitable clash

Arjan Eriks Twitter @drozert

Want to be a jet fighter pilot when I grow upWorked for KLM Royal Dutch AirlinesWorks for Schuberg PhilisDad, married 3 kidsTrying to be a long distance swimmerContinuous everything

What's the story today?

Hybrid Clouds. The term alone covers it all. Hybrid, an offspring of combining different Items in one. Different technology, different departments, different stakeholders. If you do not pay attention this will be the typical recipe for disaster. Overcoming these challenges and pitfalls requires a strong culture and strong leaders.

This presentation will focus on the most likely pain points, the part where differences are obvious and less obvious. Of course we will go into Devops kind of things on how to fix them.

What’s the issue

Generic Application / Distributed Workload

Critical applicationsTraditional Workload

Different workloads

Generic» Standardisation / scale» Cost vs. user acceptance» Low integration with core business» Location independent» Escalation based decision making » End user focus» Low EBIT impact

Critical applications» Integration / specialists» Cost vs. business risk» High integration with core business» High availability/connectivity» Real time decision making» Business focus» High EBIT impact

Generic

Critical applicationsCosts vs Risks

Different approach

With model A, in case of vital applications, the law of diminishing returns applies.

Dedicated environments need model B

Model A Model B

Partner

Customer team

Partner

Customer team

Partner

Customer team

Partner

1st line

2nd line

3rd line

Quality Control / Self Assessment

Service / Project management

Monitoring / Event management

Datacenter / Network

Support Systems / Processes

Generic

Critical applicationsCosts vs Risks

VirtualizedEnvironme

nts

Clouds on a scale

Risk Control

Rigid

Public Clouds

(Amazon, Azure, etc.)

Private Mission Critical Cloud

Shared Mission Critical Cloud

Dedicated Mission Critical Cloud

Flexible

VirtualizedEnvironments

Dedicated Environment

s


Dedicated Environments

Public Clouds



VirtualisedEnvironme

nts

Dedicated Environme

nts


Cloud vision and positioning

Firstly, we support our customers in choosing and deploying different IAAS offerings based on the best fit for its requirements

Availability (architecture, guarantees, infrastructure or application driven) Flexibility (time-to-market, elasticity, Integrity (data protection, controls) Confidentiality (security, cobit controls, etc.) Compliancy (privacy laws, data residency laws, etc.) Cost (pay as you go, ROI, predictability, etc.) Strategic (DIY, outsourced, commodity, etc.)

IAAS



Public Clouds



VirtualisedEnvironment

s


s


What else do businesses / customers ask for?

IAAS

(Automated)Application deployment

(Automated) Orchestration over multiple IAAS clouds

(Automated) Application

testing

(Automated) applications

logistics (OTAP)

(Automated) security & compliancy

testing

Support for Agile &

Devops way of working



Public Clouds



VirtualisedEnvironment

s


s


What else do customers ask for?

IAAS

(Automated)Application deployment

(Automated) Orchestration over multiple IAAS clouds

(Automated) Application

testing

(Automated) applications

logistics (OTAP)

(Automated) security & compliancy

testing

Support for Agile &

Devops way of workingPAAS/SAAS

Integration of multiple

applications(landscape)

Service Integration

over multiple providers & interfaces

End-to-End Application

and transaction monitoring

Cost control & predictability over whole

chain

Integrated security and compliancy(in control)

Architecture and vision

capabilitiesINTEGRATION

Organisations, life forms with an autoimmune disease

• Different Clouds have different techniques• Different techniques are operated by different departments / organizations• Different departments / organizations have different goals

• Not invented by me syndrome• Dunbars number slows adoption down• And then there is conways law (organisations design systems that represent

these organisations)

I thought this talk was about culture?

It is

What is culture anywho?

Ravasi and Schultz (2006) state that organizational culture is a set of shared mental assumptions that guide interpretation and action in organizations by defining appropriate behavior for various situations. At the same time although a company may have "own unique culture", in larger organizations, there is a diverse and sometimes conflicting cultures that co-exist due to different characteristics of the management team. The organizational culture may also have negative and positive aspects.

So what?

Well if you have shared values and actions in your culture or subculture….

You probably do not have them with the %$#@%#@$ from the other departments, the outsourcing party, the customer. They are just plain stupid.

Maybe, maybe this is not true?

Instead of assuming that people are dumb, ignorant, and making mistakes, assume they are smart, doing their best, and that you lack context.

How to maintain and cultivate that culture

Start with 100% trust in peopleTrust: it’s mainly a gut-feeling

Say what you do, do as you sayWe’re not looking for a quick fix, we maintain long term relations

We don’t play the “blame-game” Collaborate

Show courage, don’t be afraid to failFreedom


Start with 100% trust in people

Trust: it’s mainly a gut-feelingSay what you do, do as you say

We’re not looking for a quick fix, we maintain long term relationsWe don’t play the “blame-game”

CollaborateShow courage, don’t be afraid to fail

Freedom



Say what you do, do as you say

Stop looking for a quick fix, maintain long term relationships






Don’t play the “blame-game” Collaborate





We don’t play the “blame-game”

CollaborateShow courage, don’t be afraid to fail

Freedom





Show courage, don’t be afraid to fail

Freedom

Joint culture is very hard work

Start with it from day one. Start with the highest in rank that have weekly interactions. Start with the highest in rank from a governance point of view.

In case of a financial relationship. Make joint goals during the sales cycle

It is management of change (kotter again)

Joint goals, work together, give it time

Spent time together. Remember how you made your friends when you where a kid

Do things that require forgiveness, fail often, fail early

Typical devops ideas on how to get there

System thinking: end-to-end view of the system, from the business idea to the technological implementation, breaking silos of devs and ops functionsFocus on delivery: translate business needs and ideas into a working service efficiently by examining how fast work flows through the development and delivery lifecycleCreate open feedback loops: quickly learn about the system by seeing through fast feedback on what happens to results of changesContinuous everything especially learning: An attitude of continuous improvement and putting feedback loops to good use. Learning from others requires open atmosphere

Joint culture

• Storytelling is a very strong tool. Creating new stories together is the real thing. And Nothing beats the real thing

• Scrum definition of done is by the demo or die. Services however are never done. Have a good discussion cross department on Scrum or Kanban. Use the one that fits you best.

• Non Functional Requirements (NFR's) are hugely important. Give them the business value they need. If you have a hard time putting them on the agenda. Go back to square 1 "we are equall"

• Content of sprints should be open and clear to everyone. Operational influences as well. Otherwise you will not get agreement on bottlenecks and issues.

• Monitoring is more than system behavior. It is about the quality of the process over organizational boundaries too. Make sure you have the right set of metrics in place (e.g. builds without failure, deployments in production without issues). Make your monitoring open for all.

Joint culture part II

• Awareness, awareness, awareness. Make sure everyone dreams about the same goals.

• Decentralize control and align responsibility with the producers/maintainers of the artifacts (e.g. Dev responsible for uptime of their code, Ops responsible for platform uptime, etc)

• Run internal meetups, drinkups and hackatons where everyone can align on what is being done, what can be done and feel empowered to introduce changes

• Do bold things. If it is difficult do it more often. Do extreme DR tests to prove resilience.

• Agree upon an approach to change. If it is kotler or tuckman or appreciative inquiry. Pick the one that suits you best, pick the one you believe in and go.

• Agree upon Devops vocabulaire it helps if you speak the same language• Focus on the people that want to join. There is no point in trying to pacify wild

animals by playing music.

Take away

• You can do it. By the way, you have to do it or it will fail. Culture change is leadership. Leaders are not bosses.

• Appreciative Inquiry works. Focus on the positive side. On your dreams on your joint goals. And you will see that weaknesses are only just unhandy habits.

• Talk to inspiring guys, go to the source. Only the real thing• Train your people. Training is easy and it is obvious that people need to

change• Celebrate your success hard core• Make hierarchy as flat as possible

This culture is in my DNA.

Sound familiar?It’s not limited to me or

you, it’s portable.

Questions?

We even made a video… (in dutch)http://vzaar.com/videos/778180

Four pillars of devops - hybrid clouds and culture

Technology

Transcript of Four pillars of devops - hybrid clouds and culture