Pragmatic DevOps:an introduction

KAIMAR KARUitSMF Hungary

November 16, 2018

@kaimarkaru

PRESENTER: KAIMAR KARU

Teaching and Professional Training

Project Management

IT Service Management

Appreciating good beer

Software Development

IT Operations and Support

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itSMF

@kaimarkaru

CORRELATION AND CAUSATION

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http://www.tylervigen.com/spurious-correlations

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HAWTHORNE EFFECT

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IT IN THEENTERPRISE

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IT AND THE ENTERPRISE

$$

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CHANGING EXPECTATIONS

$

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THE CHANGING ROLE OF IT

PASSIVEORDER-TAKER

IT

„THE BUSINESS“REQU

IREMEN

TS SOLU

TIO

NS

THE ORGANISATION

ACTIVEBUSINESS ENABLER

IT

REQUIREMENTS SOLUTIONS

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@kaimarkaru

TOWARDS BI-MODAL IT?

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MODE 1SYSTEMS OF RECORD

MODE 2SYSTEMS OF INNOVATION

AND THEN THERE WASDEVOPS

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DEVOPS: THE THREE WAYS

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

The First Way:Systems Thinking Dev Ops

Business Customer

Dev Ops

The Second Way:Amplify Feedback Loops

The Third Way:Culture Of Continual Experimentation And Learning Dev Ops

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DEVOPS: CALMS

CULTURE AUTOMATION LEAN MEASUREMENT SHARING

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https://itrevolution.com/devops-culture-part-1/

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PSEUDO-DEVOPS

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DevOps Team

ImplementingDevOps

‘Scientific’formulas of success

Implementing theSpotify model

DevOps Process

Big Bang DevOps

X-as-a-Silver-Bullet

DevOps is Tech

DevOpsQualifications

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AGILE

ITSM

THE ORIGINS OF DEVOPS

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LEAN

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CLOUD COMPUTING

MAPPING THE DEVOPS MOVEMENT

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AGILE SOFTWAREDEVELOPMENT

AGILE INFRASTRUCTUREMANAGEMENT

IT OPERATIONS MANAGEMENT (ITIL®)(IGNORING THE SERVICE VIEW)

WATERFALL PROJECT MANAGEMENT(USED FOR PROJECTS AND PRODUCTS)

TOYOTA PRODUCTION SYSTEM (LEAN)(WITH A LOT OF CARGO-CULTING)

VALUE STREAMMAPPING

DevOps

TOOLING

PRACTICES

PRINCIPLES

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IN A NUTSHELL (BUT THERE ARE MORE NUTS)

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TOOLING

Infrastructure mgmt.ContainerizationVersion controlRelease mgmt.MonitoringApp. perf. mgmt.Workflow mgmt.Alerting

PRACTICES

MicroservicesServerlessWork visualizationCI/CD/CDDark releasesInstrumentationChaos engineeringExperimentation

PRINCIPLES

High availabilityHigh scalabilityAutomationCost != #1 concernInfrastructure as codeGraceful degradationAnti-fragilityCont. improvement

COMPLEXITY THINKING, EVOLUTION, AND CONTINUAL LEARNING

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EMPATHY AND COLLABORATION

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@kaimarkaru

HOW IT WAS INTENDED TO BE

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HR MGMT FIN

SALES DEV OPS

…

http://www.jedi.be/blog/2012/05/12/codifying-devops-area-practices/

DevOps – optimize the whole

Theory of Constraints

Business Customer

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WHAT REALLY HAPPENED

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HR MGMT FIN

SALES DEV OPS

…

http://www.jedi.be/blog/2012/05/12/codifying-devops-area-practices/

DevOps – optimize the whole

Theory of Constraints

Business Customer

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(AVOIDING) LOCAL OPTIMIZATION

Dev OpsBiz Sec QA

BizDevSecQAOps, anyone?

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@kaimarkaru

SERVICE EXPERIENCE

PRE-PURCHASE PRODUCT POST-PURCHASE

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PRINCIPLESAND PRACTICES

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THE CYNEFIN FRAMEWORK

Fixed constraints

Governing constraints

No effectiveconstraints

Enabling constraints

Good practice

Best practiceNovel practice

Exaptive practice

Multiple answers tochoose from

One answer exists

Multiple (conflicting)coherent hypotheses

Actions required

OBVIOUS

DISORDER

COMPLICATED

CHAOTIC

COMPLEXSENSE-ANALYZE-RESPOND

SENSE-ANALYZE-RESPONDACT-SENSE-RESPOND

PROBE-SENSE-RESPOND

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@kaimarkaru

TOYOTA PRODUCTION SYSTEM PRINCIPLE #1

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Base your managementdecisions on a long term

philosophy, even at the expenseof short-term financial goals.

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LEAN PRINCIPLES

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CUSTOMER VALUE VALUE STREAM FLOW PULL PERFECTION

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HOSHIN KANRI

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» Step 1: Establish the organization’s vision» Step 2: Define strategic objectives (3-5 years)» Step 3: Define annual objectives» Step 4: Share specific, measurable objectives with the whole organization» Step 5: Execute the annual plans» Step 6: Monthly or quarterly reviews» Step 7: Annual review

P

DS

A

See also: Hoshin Kanri X Matrix

@kaimarkaru

TOYOTA (IMPROVEMENT) KATA

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UNDERSTAND THEDIRECTION

GRASP THECURRENT

CONDITION

ESTABLISH THENEXT TARGETCONDITION

PDCA TOWARDTHE NEXT

TARGET CONDITION

1 2 3 4

CC

TC

Mike Rother, „Toyota Kata“: https://www.amazon.com/Toyota-Kata-Mike-Rother/dp/0070683468

@kaimarkaru

VALUE STREAM MAPPING (VSM)

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» Process time: the actual time it takes to complete the work item» Lead time: the time from the work being made available to passing it on» Quality is measured by % Complete & Accurate (from the next step’s point of view)» Activity ratio: time used vs. time taken

ACTIVITY ACTIVITY ACTIVITY ACTIVITY ACTIVITY

2 days

10 days

5 days

14 days

5 days

60 days

2 days

90 days

1 day

I I I I

SOURCE OUTPUT

Daily Monthly

@kaimarkaru

WHAT AGILE IS ABOUT

Agile is not about failing fast,but about learning fast.

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VISIBILITY, SUSTAINABILITY, AND FLOW: KANBAN

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MEASUREFLOW

LIMIT WIPVISUALIZEWORKFLOW

Utilizing a system to 100% of its capacity will lead to minimal throughput

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ITIL PRACTITIONER: 9 GUIDING PRINCIPLES

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https://www.axelos.com/9-guiding-principles

DIGITALTRANSFORMATION

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DIGITAL TRANSFORMATION IN A NUTSHELL

» And pay attention to the following:» Focus on customer objectives (to co-create customer value)» Adopt a service mind-set» Challenge the status quo in the organizational» Rethink the role of leadership (order-givers vs. enablers)» Increase resilience to be able to learn from experiments» Streamline processes, procedures, and the use of data

» Apply methods and tools most suitable in the given context

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Figure out how to leverage technologyto help the organization succeed.

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ORGANIZATIONAL BENEFITS

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INCREASEDRESILIENCY

IMPROVEDCOLLABORATION

ENGAGEDEMPLOYEES

FASTERTIME-TO-MARKET

ABILITY TOINNOVATE

INCREASEDFLEXIBILITY

INCREASEDSECURITY

INCREASEDSTABILITY

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HOW TO BECOME BETTER AT THE THREE WAYS

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BRING PAINFORWARD

USE SHAREDOBJECTIVES

OPTIMISE FORTHE WHOLE

MINIMIZEHANDOFFS

DISMANTLESILOS

SEPARATE PROJECTSFROM PRODUCTS

FIGHT FORTRANSPARENCY

CULTIVATE TRUSTAND RESPECT

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SOME INSPIRING QUOTES …

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W. Edwards Deming

People are already doing their best;the problems are with the system.

Only management canchange the system.

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IMPACT ON ACCOUNTING PRACTICES

Dev OpsFin

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No, FinDevOps is not really a thing.

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ADDITIONAL RECOMMENDED READING

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USING KANBAN INIT OPERATIONS

ITIL AND DEVOPS:GETTING STARTED

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RECOMMENDED READING

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Get in touch

@kaimarkaru

linkedin.com/in/kaimar

medium.com/@kaimarkaru