The Frontiers of Continuous...
Transcript of The Frontiers of Continuous...
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The Frontiers ofContinuous Delivery
Eberhard Wolff@ewolff
http://ewolff.comFellow
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http://continuous-delivery-buch.de/ http://continuous-delivery-book.com/
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http://microservices-buch.de/ http://microservices-book.com/
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http://microservices-book.com/primer.html
http://microservices-buch.de/ueberblick.html
FREE!!!!
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Continuous Delivery –Why Do I Even Care?
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Faster Feedback
Implementation
Production Deployment
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Lower Risk
> Much less deployed
> Less risk of a bug
> Easier to fall back
> …or add other safeguards
QuarterlyRelease
DailyRelease
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Higher Reliability
> Automated deployment and tests
> …easy to reproduce
> ...faster
> ...executed frequently
CommitStage
AutomatedAcceptance
Testing
AutomatedCapacityTesting
ManualExplorative
TestingRelease
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Principles Agile Manifesto
Our highest priority is
to satisfy the customer
through early and
continuous delivery
of valuable software.
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Continuous Delivery:Why Do I Even Care?
> Faster Feedback
> Lower Risk
> Higher Reliability
> Value to the customer
> I’m in!
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2010: Continuous Delivery is the next
big thing!
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Continuous Delivery will increase productivity!
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Continuous Delivery should obviously be
the way to go.
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Continuous Delivery = Technical Issue
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Continuous Delivery = Technical Issue
Deployment
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No
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2017: Lots of tools to solve technical
issues.
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Continuous Delivery is People.
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Frontier:Business
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Faster Feedback
Implementation
Production Deployment
BusinessMetrics
BusinessFeatures
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How Business Works
> Release Q1/2018
> Here are the features!
> Go!
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60%– 90% of ideas do not improve the metrics they were
intended to improveRonny Kohavi
Former Head Data Mining and Personalization groupAmazon
Source: Lean Enterprise, Humble et al
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Just Waste
> More than half of the features are worthless…
> ...or hurt business goals.
> Many businesses doesn’t even know the KPIs.
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Run a minimal featureby users.
Implementation
Production Deployment
BusinessMetrics
BusinessFeatures
Related to MVP (Minimal Viable Product)
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Survival is Optional.
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> Fast releases lead to better software and products.
> Bad products die out.
> Continuous delivery:The only way to succeed for a business.
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ITChauvinism
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Ways to Compete
> More features faster
> …or...
> Trust
> Existing customer relations
> Would your grandpa choosea FinTech over a bank?
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Continuous Delivery: No> Diesel update at VW and
Audi
> 4.000.000 cars going to the garage just for a software update.
> How much does that cost?
> Per car 70€
> Total 280.000.000€https://heise.de/newsticker/meldung/Volkswagen-Haendler-Software-Update-taugt-nicht-3834343.html
http://www.handelsblatt.com/my/unternehmen/industrie/volkswagen-vier-millionen-diesel-autos-erhalten-update/20139344.html
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Continuous Delivery: Yes
> Tesla
> New features like
> …more speed
> …more range during hurricane Irma
> …self-driving
> ...summoning
> etc..
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http://spon.de/ae3nr
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Even for carsmost features are
software now.
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Even for carsyou can do
continuous delivery.
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So you really don’t see any value?
You really can’t do Continuous Delivery?
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Business
> …could get the biggest benefit
> ...but often doesn‘t
> Product development in small batches is different from the known ways…
> ...and some businesses are not under a lot of pressure.
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Extendingthe frontier
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Is Continuous Delivery worth it without business
support?
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YES!!
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> Faster Feedback
> Lower Risk
> Higher Reliability
> Value to the customer
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Extending theBusiness Frontier
> Ambitious: IT drives the business
> Not too much influence?
> IT sometimes only think they know better
> Educate business
> …or focus on other values
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Frontier:People
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CommitStage
AutomatedAcceptance
Testing
AutomatedCapacityTesting
ManualExplorative
TestingRelease
QA
Dev OpsCustomer
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QA & CD
> Quality Assurance (QA) must provide tests
> …or at least support testing
> Automated tests
> Manual tests too slow
> …and too error prone QA
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QA & CD
> Traditional Quality Assurance (QA) focuses on manual tests.
> Mind shift
> …and different skills
QA
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Customer> Customer must provide
information for automated acceptance test
> No more manual sign-off
> Needs trust
> …and trust!
> ...and some technical literacyCustomer
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Ops> One month waiting for a database
> …that is cheaply provided by a highly optimized Ops team
> …for “cost”
> Ops has very different incentives
> …and doesn‘t even work in projects.
Ops
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Dev
> Can automate
> i.e. develop software
> …but have limited knowledge about the other topics. Dev
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Software = Automation
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Software = AutomationStill automating CD is hard!
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Extendingthe frontier
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CommitStage
AutomatedAcceptance
Testing
AutomatedCapacityTesting
ManualExplorative
TestingRelease
QA
Dev OpsCustomer
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Educate & Collaborate> Dev do automation all
day.
> Make all aware of the needed collaboration
> Encourage collaboration
> Not necessarily an org chart change
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Ops Dev
Why the heck all the servers?
What do youeven know about
architecture?
Is reorganization really the solution?
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Ops
Dev
Let’s reduceCritical bugs in
production!
QAReduced critical bugs by >50%.
Collaborationdespite
org separation
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CommitStage
AutomatedAcceptance
Testing
AutomatedCapacityTesting
ManualExplorative
TestingRelease
Dev
Dev DevDev
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Dev
> Dev takes over the other roles.
> Happening in practice
> …but not a strategy
> Unused QA / Ops skills Dev
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2012: Talk about Linux namespaces,
AuFS and cgroups at a developer
conference?
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2017: Docker at every developer conference
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Dev is learning Ops skills.
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CommitStage
AutomatedAcceptance
Testing
AutomatedCapacityTesting
ManualExplorative
TestingRelease
QA
Dev OpsCustomer
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CommitStage
AutomatedAcceptance
Testing
AutomatedCapacityTesting
ManualExplorative
TestingRelease
QA
Dev Customer
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PaaS> Cloud Foundry, Openshift,
Kubernetes
> Install a PaaS once(challenge)
> All future deployments via PaaS
> Technology to solve the social DevOps issue
> …but is there any disadvantage?
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CommitStage
AutomatedAcceptance
Testing
AutomatedCapacityTesting
ManualExplorative
TestingRelease
QA
Dev OpsCustomer
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CommitStage
AutomatedAcceptance
Testing
AutomatedCapacityTesting
ManualExplorative
TestingRelease
QA
Dev Customer
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Public Cloud> Two minutes for a
database instead of one month
> Many predefined offerings for Big Data, messaging…
> ...but off premise
> A problem or a strategy to keep your job?
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Cross-functional Team
> Was: teams with broad skill set
> i.e. frontend, backend, database
> Benefits agility:Can work on meaningful business features
Frontend Backend
Database
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More Cross-functional Team
> Include QA, Ops
> …even business
> Might build guilds to foster knowledge exchange
> Spotify
Dev QA
Ops Business
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More Cross-functional Team> Can be led by business
goals
> Can enable self organization
> Huge organizational shift
> What happened to managers???
> Management buy-in?
Dev QA
Ops Business
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Frontier:Management Buy-in
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Just like Agility
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Agility in the Nineties
> Grassroots movement
> The future of development!
> Teams want to do it.
> Management: Na, how can you delivery software without a huge sophisticated plan?
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Agility Now
> Management: We do Scrum
> Teams skeptical or uninterested
> Business finds it hard to reap the benefits
> Still traditional product development.
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Agility Now
> Need more than lip service
> …convincing
> http://blog.johanneslink.net/2011/12/02/say-goodbye-i-wont-be-back/
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Extendingthe frontier
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CD & Management Buy-In
> Management buy-in won‘t solve the problems!
> It just means there will be other problems.
> Still: try to convince management.
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Conclusion
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Conclusion
> Technological problems mostly solved
> Microservices might support Continuous Delivery.
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Continuous Delivery is People.
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Gerald Weinberg‘s2nd Law of Consulting:
No matter how it looks at first,
it's always a people problem.
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