Harold Petersen Girish...

Service Management 2017 #SMConfAU

DevOps, Agile and ITIL just don’t work

together – Or do they?

Harold PetersenGirish Ramkrishnani

THURSDAY 24 AUGUST 2017| SOFITEL MELBOURNE ON COLLINS


Business perceptions of IT groups

• CIO Magazine's 2015 State of the CIO research revealed that 54% of business executives viewed the IT group as an obstacle to their mission. Four primary impediments to collaboration and trust:

– unclear value,

– uncontrolled cost,

– disconnected planning and

– lack of agility.


ITSM processes are meant to bridge Strategy, Design, ‘Dev’ and ‘Ops’

Business & ITStrategy

ArchitectureProduct BL

Dev(Build)

Ops(Run)

• Project Mgt• Functional specs• Develop• etc

• Operations• Support• Service Levels• etc

• BRM• SPM• FM• etc

• Design Coordination• EA & SA• ISM• etc


Excerpt of a Change Management workflow (for non-standard, non-emergency changes)

Change Owner

Reviewers (Tech, Ops, QA,

PO)

CAB

Builders & Implementers


PO)

Submit RFC

Approve (Build & Schedule)

Review & Sign Off

Build & Test

Review & Sign Off

Authorise(Deploy)

Deploy

Request Close

Review & Accept Close

RFCRFCRFCRFCRFCRFCRFCRFC


Bridging Strategy, Design, ‘Dev’ and ‘Ops’ …..


But …

• Does that mean we need to write off all of our investments in ITSM and ITIL?

• Are what we called ITSM ‘best practices’ just a few years ago now suddenly ‘bad practices’?

• Should we replace our existing tools and tool configurations?


Agenda

• DevOps overview and intended benefits

• DevOps and ITIL

• ’Implementing DevOps’ … what to implement?

• DevOps enablement by your ITSM tool

• Next steps


DevOps overview : Definition (Wikipedia )

A cultural and professional movement that stresses communication, collaboration and integration between software developers and IT operations professionals while automating the process of software delivery and infrastructure changes.

It aims at establishing a culture and environment where building, testing, and releasing software, can happen rapidly, frequently, and more reliably.

Improving the ability of IT to produce software faster improves the ability of the business to deliver value to customers faster.


Recommended DevOps reading

The Phoenix Project

• Quasi DevOps bible

The DevOps Handbook

• how to integrate Product Management, Development, QA, IT Operations, and Information Security to elevate your company and win in the marketplace

Continuous Delivery

• Principles, automation and technical practices that enable rapid, incremental delivery of high quality, valuable new functionality to users


The three ways

The first way – Flow

• Understand and increase the flow of work (left to right)

The second way – Feedback

• Create short feedback loops that enable continuous improvement (right to left)

The third way – Continuous experimentation and learning

• Create a culture that fosters

– Experimentation (taking risks) and learning from failure

– Understanding that repetition and practice is the key to mastery


The first way: Flow

Plan & DesignCode & Commit

Integrate & Build

TestStage &

Deploy

Agile Development

Continuous Integration

Continuous Delivery and/or Deployment


The first way : reduce batch size

Application 1 Aug 15 Aug 29 Aug 5 Sep 19 Sep 3 Oct Etc

BU App 1

BU App 2

BU App

Rel 1.X Rel 1.Y

Rel 2.A

Rel X.Z

Rel 2.B

Application 1 Aug 15 Aug 29 Aug 5 Sep 19 Sep 3 Oct Etc

BU App 1

BU App 2

BU App

Traditional

New


The second way: Continuous Feedback

Plan & DesignCode & Commit

Integrate & Build

TestStage &

Deploy

Agile Development

Continuous Integration

Continuous Delivery and/or Deployment Automatic Provisioning

Continuous Testing


The third way : Continuous experimentation and learning

• CSI time allocation

• Reward risk taking

• Deliberately introduce faults into the systems

• Specifically organise safe experimentation and innovation events (eg hackathons)

• etc


DevOps benefits

• > 27,000 survey responses over 6 years,

• 3,200 participants in 2017,

Demonstrates that DevOps enables:

• higher IT performance

• improved business outcomes, as measured by productivity, profitability, market share and achievement of broader organisational goals.

High Performer Metrics (vs Low)

• Deployment frequency: On demand (46x more frequent)

• Deployment lead time: < 1 hr (440x faster)

• Mean Time to Recover (MTTR): < 1hr (96x faster)

• Change Failure Rate: 0-15% (5x lower, ie 1/5 as likely)

https://puppet.com/resources/whitepaper/state-of-devops-report

https://puppet.com/resources/whitepaper/state-of-devops-report


Agenda


• DevOps and ITIL



• Next steps


Key enablers for high DevOps performers (Source: 2017 State of DevOps Report)

• Transformational Leadership

– Vision

– Intellectual stimulation and personal recognition

– Inspirational communication and supportive leadership

• Loosely coupled architectures and teams are the strongest predictor of continuous delivery,

• Automation is a huge boon to organizations,

• Lean product management drives higher organizational performance.

DevOps applies to all organizations


Suppliers (inc Cloud)IT Mgt & GovernanceBusiness

IT Service Strategy & GovernanceBRM, SPM, DM, FMCSI

SLM, SCMArchitecture & Service DesignService/Product OwnershipSupplier Management ISM, AvM, CapM, SCM

Service Operations

Service Transition & ProjectsDevOps, ChMgt, R&DM, SACM,Testing, CE

IT ServiceEngagement

Business Strategy

Business Operations

Supplier Operations

Supplier SLMDesign

Transition

Supplier Strategy


Change Models, enabled by people, automation, etc (non-standard, non-emergency changes)

Change Owner


PO)

CAB

Builders & Implementers


PO)

Submit RFC

Approve (Build & Schedule)

Review & Sign Off

Build & Test

Review & Sign Off

Authorise(Deploy)

Deploy

Request Close

Review & Accept Close

RFC


Agenda


• DevOps and ITIL



• Next steps


Long term target state

A combination of

• People (resourcing & skills)

• Organisation

• Culture

• Service Models and Architecture

• Toolchain & Automation

• Processes & Policies (eg release policies)

• Leadership, governance and CSI


Have a vision for the long term, yet iteratively move towards it

Interim State 1

Interim State 2

Interim State 3

Long Term IT Target state

Business Value


Apply agile principles to your DevOps/ITSM implementation

OCM

1 M ~3 M ~ 3 M ~

PP- Introduce, spread and embed DevOps culture- Introduce automation and release policy

optimisation for applications- Benefits realisation monitoring & reporting

~3 M

Sprints Sprints Sprints Sprints

Stage Stage Stage1 M

StakeholderEngagement

& Prep

Business Value

Long Term IT Target state


Capability uplift for your teams:DevOps training and accreditation


Action based learning / coaching toolDevOps simulation: The Phoenix Project


Architect your tool chain(s)


Agenda


• DevOps and ITIL



• Next steps


Generation NOW !

• Business’s today focus more on than ever before

• Expect a not a call

• Not satisfied or takes long to fix, expect a


Use Case

• Dissatisfied customer tweets about a particular issue he is facing

• Business is looking to launch it new product in a highly competitive market


Action oriented change controls


Workflow – What’s new ?


Orchestration Workflow

Orchestration tools Service ManagementDevOps user

Pushes code Change record

Approved

Code deployed


Decentralize control

• Allow CI owners to define the level of control they need to manage their environment

• Calculate risk based on change activities

• Approval by exception not norm


Do more with less

• Adopt & Adapt more | One size fits all less

• Govern & Audit more | Plan and Control less

• Automate & Orchestrate more | Manual deploy less

• Notify more | Approve less


Agenda


• DevOps and ITIL



• Next steps


Conclusion

• DevOps a people & culture journey to embrace the three ways

• ITSM processes : get with the program, become lean and agile, the process framework can handle it, can the people?

• Toolchain architecture can possibly be established and enable CI/CD etc for some business systems in your portfolio, but not all: manage the journey!

• Existing tools:

– Automate | Orchestrate where possible

– Let CI owners be control of their changes

– Demand more from your tool investment


Harold Petersen – Director & Principal Consultant

[email protected]

@_TheH_

CONTACT DETAILS

Girish Ramkrishnani– Director & Principal Consultant

[email protected]

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