DENVER - SEATTLE - SAN FRANCISCO - MINNEAPOLIS - NEW YORK CITY
#DevOpsRoadTrip
#DevOpsRoadTrip
JASON HAND |DevOps Evangelist
• 18 years of experience as a developer, system administrator, and support specialist
• Fully emerged into the world of agile development and the DevOps movement
• DevOps Evangelist (VictorOps)• Author of “ChatOps For Dummies”• Organizer – DevOpsDays Rockies• Contributor to Wired, TechBeacon,
InfoQ, and many other technology publications
• Co-host of “Community Pulse” – podcast on building Community in Tech
@jasonhand
Agenda12:00 - 1:00 - Registration & Lunch 1:00 - Opening Remarks | Jason Hand, DevOps Evangelist, VictorOps 1:15 - Expert Panel + Q&AFrom Start to Finish Continuous Improvement: The DevOps Journey at CraftsyMatthew Boeckman, VP of Infrastructure at CraftsyThe Why and How of DevOps at SendGrid –Mary Moore-Simmons, Engineering and Operations Manager at Sendgrid 2:15 - BREAK
#DevOpsRoadTrip
2:30 - Topical Breakout Sessions 3:30 - BREAK 3:40 - Avoiding the DevOps PitfallsKurt Bittner, Principal Analyst - Forrester ResearchAmy Demartine, Sr. Analyst - Forrester Research 4:25 - Closing Remarks
4:45 - Happy Hour & Stadium Tours
DevOps History 101
#DevOpsRoadTrip
MATTHEW BOECKMAN | Vice President , Infrastructure
• Serial entrepreneur with 18 years in technical and operations management
• Works in enterprise systems architecture, process optimization, and operational intelligence
From Start to Finish Continuous Improvement:
The DevOps Journey at Craftsy
Matthew BoeckmanVP - Infrastructure
Craftsy@matthewboeckman
#30 on Forbes' 2015 list of Most Promising Companies10+MM registered members, 11+MM enrolled courses350 course enrollments/hour
Wow DevOps!
Such OnCall
Very CI/CD
Many Puppet
Culture
ToolsOncall
Reward FailureCelebrate SuccessBlameless Postmortems
Personal ResponsibilityAvoid Process
Configuration Management
CI/CD
Git
Clouds
Dev shares oncall
Actionable alerts
Runbooks
Runbooks:● System overview● Escalation path● Metrics● Alert descriptions● Common failure conditions● Known recovery procedures● Incident history
Incident
Post-Mortem
Tools
Runbook
Reward
Thank you!@matthewboeckman
#DevOpsRoadTrip
MARY MOORE-SIMMONS Engineering Operations Manager
• Engineering Operations Manager
• Began career in chemical engineering before switching to the world of DevOps
• Focuses on meaningful impact on company success in the fast-paced world of software engineering
The Why and How of DevOps at SendGridMarch 2016
Why DevOps?
Scale, yo! It’s hard!
20102.1K Customers
4.8B Emails
20117.3K
Customers20.6B Emails
2012 14.3K
Customers54B Emails
201322.6K Customers
99.8B Emails
201428.5K Customers
164B Emails
Today34K Customers
>200B Emails in 2015
Now: 1B Emails/day
Champions of Quality
But I Want to be Friends!
Once Upon a Time…. It Was Terrible
Now Everything is Unicorns and Rainbows
…..Kindof
Constant Vigilance! (Analysis)
Dedicate People to the Problem
Set Goals, Get Leadership On Board
Q A&
Questions?
THANKS FOR PUTTING UP WITH SILLY JPGS
Q&A
#DevOpsRoadTrip
BREAK TIME
DENVER - SEATTLE - SAN FRANCISCO - MINNEAPOLIS - NEW YORK CITY
Breakout Sessions Devs On-Call, How and Why to Get Started
Kurt Bittner, Principal Analyst - Forrester Research Doing DevOps Safely (governance & security
mindfulness) Amy Demartine, Sr. Analyst - Forrester Research
Learning from Failure Jason Hand, DevOps Evangelist, VictorOps
Measure Everything: What to & What Not to Alert On Matthew Boeckman, Craftsy
What does your “DevOps Ecosystem” look like? Brad Norris, VP, VictorOps
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#DevOpsRoadTrip
BREAK TIME
#DevOpsRoadTrip
KURT BITTNER| Principal Analyst
• Principal Analyst Serving Application Development and Delivery
• Focuses on extracting broader business value from organizational and cultural shifts
• Former CTO at Ivar Jacobson International
#DevOpsRoadTrip
AMY DEMARTINE| Senior Analyst
• Senior Analyst Serving Infrastructure & Operations Professionals
• Currently researching strategy, design, organization, and implementation of modern service delivery
• Formerly worked with BMC and HP on bringing new enterprise software products to worldwide markets
Avoid the DevOps PitfallsAmy DeMartine, Senior AnalystKurt Bittner, Principal Analyst
© 2015 Forrester Research, Inc. Reproduction Prohibited 74
Common DevOps Pitfalls To Avoid1. Going too far too fast
2. Lack of learning culture
3. Measuring people with old system metrics
4. Not being able to reduce mean time to know
5. Keeping change management the same
6. Making DevOps all about Dev and Ops
7. Letting complexity continue
Pitfall 1: Going too far too fast
© 2015 Forrester Research, Inc. Reproduction Prohibited 76
Anti-Patterns› Impatience; wanting to “skip to the solution”
›Wanting different results but not really wanting to change
›Not taking time to understand barriers
›Thinking of “DevOps” as a methodology
© 2015 Forrester Research, Inc. Reproduction Prohibited 77
Risks of “Big Batch” Change› A lot of energy, time and money are
invested before any result is achieved
› Forced change meets resistance
› Coordination complexity
› Progress stops when external energy is no longer being supplied
› Inevitable disappointment when progress is less than expected
› “Blame the approach”, or even “Blame the person who got us into this”
Benefits of “Small Batch” change› Quick results with small investment
› “Opt-in” change lets people choose when and how to change
› Low complexity as long as dependencies are minimized
› Scale-up when ready
› Not everyone needs to change, at least at first
› Lead by example
Big batches of work don’t work for application delivery;Why would they work for Agile transformation?
© 2015 Forrester Research, Inc. Reproduction Prohibited 78
http://alivecampus.com/wp-content/uploads/2014/08/shortcut.jpg
© 2015 Forrester Research, Inc. Reproduction Prohibited 79
How To Scale DevOps:ht
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Expand Team By Team…
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© 2015 Forrester Research, Inc. Reproduction Prohibited 80
While Building A Supporting Ecosystem›Common pipeline, process, and tools
›Common platforms and services
›Communities of practice
›Servant-leadership
›A customer-obsessed culture
Pitfall 2: Lack of a learning culture
Failure not seen as opportunity to learn
Source: “Six Trends Shape DevOps Adoption, Q1 2015”, Forrester report
Ops is not getting included in life cycle
Source: “Six Trends Shape DevOps Adoption, Q1 2015”, Forrester report
Pitfall 3: Measuring people with old system metrics
© 2015 Forrester Research, Inc. Reproduction Prohibited 85
38% of I&O DevOps respondents didn’t know if customer experience was measured at their company.
Source: “Six Trends Shape DevOps Adoption, Q1 2015”, Forrester report
© 2015 Forrester Research, Inc. Reproduction Prohibited 86
Too many I&O pros aren’t measured on customer experience goals.
Pitfall 4: Not being able to reduce mean time to know
© 2015 Forrester Research, Inc. Reproduction Prohibited 88
Single Source Of Truth Lacking In Many Orgs – 95% only most of the time or less
Source: April 15, 2015 “Six Trends That Will Shape DevOps Adoption”, Forrester report
© 2015 Forrester Research, Inc. Reproduction Prohibited 89
…Leads To Customers Finding the Problem First
Source: “Six Trends Shape DevOps Adoption, Q1 2015”, Forrester report
© 2015 Forrester Research, Inc. Reproduction Prohibited 90
Where do we waste time, energy and resources?
MTTI MTTK MTTF MTTV
MTTRMean Time To Repair
Mean time to identify
Mean time to know
The War Room
Mean time to fix
Mean time to validate
Why a war in the war room?• Wrong tools for the tasks• Obsolete or inadequate monitoring (infrastructure monitoring rather than
performance management)
• Too many specialized tools
• Too much data, and the wrong types
• Silo mentality• Exoneration rather than cooperation
• No real process
• Wrong skills applied to the wrong level
Pitfall 5: Keeping change management the same
© 2015 Forrester Research, Inc. Reproduction Prohibited 93
Changes Require Too Much Touch by 72%
Source: “Six Trends Shape DevOps Adoption, Q1 2015”, Forrester report
Pitfall 6: Making DevOps all about Dev and Ops
© 2015 Forrester Research, Inc. Reproduction Prohibited 95
1 out of every 16 open source component
download request is for a component with a known vulnerability
97% of the successfully exploited vulnerabilities in 2014 trace back to 10
common vulnerabilities and exposures, eight of which have been patched for 10 to 12
years
median number of days that threatening groups were
present on a victim's network before detection was 205 in
2014, and only 31% of victims discovered the breach
themselves
47% of web applications have unprotected file issues due to web
server misconfigurations
© 2015 Forrester Research, Inc. Reproduction Prohibited 96
The Delivery-Centric Organization
IntegratedProductTeams
Communities of Practice
Servant-Leadership
LOBCMO
CIO …
© 2015 Forrester Research, Inc. Reproduction Prohibited 97
Operational Platform Services
Customers
Software Platform Services Teams
Shared Service Teams
Integrated __Product Teams___
Business Offering Teams
Project Teams Sourc
ing
• One or more products• Integrated customer experience• Integrated business processes
• Single release• Shared resources• Finite scope
• Ongoing releases• Dedicated resources• Aligned with business offering
funding
• Ideally deliver via automated self-service• Resources shared across products and
projects• Ideally staffed or automated for “zero wait-
time”
• Common components and services
• Common architectural patterns
• Computing as-a-utility
The Modular Customer-Focused Application Delivery Organization
© 2015 Forrester Research, Inc. Reproduction Prohibited 98
skillDev I&O QA Architects CX Product
ManagersCyber
Security
Discovering outcomes ✔︎ ✔︎
Designing capabilities ✔︎ ✔︎ ✔︎ ✔︎
Writing code/scripts ✔︎ ✔︎ ✔︎ ✔︎ ✔︎
Testing code/scripts ✔︎ ✔︎ ✔︎ ✔︎ ✔︎
Assessing usability ✔︎ ✔︎ ✔︎
Optimizing experiences ✔︎ ✔︎ ✔︎ ✔︎
Optimizing application & operational platforms ✔︎ ✔︎
Reviewing analytic data ✔︎ ✔︎ ✔︎ ✔︎ ✔︎ ✔︎ ✔︎
Securing applications ✔︎ ✔︎ ✔︎ ✔︎
Architecting solutions, patterns, and IaC ✔︎ ✔︎ ✔︎
Product Team Skills and Roles
© 2015 Forrester Research, Inc. Reproduction Prohibited 99
Successful change is bottom-up, with support from leadership to clear obstacles and change culture
Patterns› Clearing obstacles, including people who get in the
way
› Measuring cycle time, customer satisfaction and throughput to determine effectiveness
› Promoting a culture of shared accomplishment across Business, Application Development, QA and Ops
› Encouraging innovation and experimentation, and tolerating mistakes so long as learning results
› Dissolving the walls between roles and functional areas
› “The customer doesn’t always know what they want, but they know what they don’t want when they see it.”
Anti-patterns› The executive cheerleader - encouraging but not
involved in the game
› Measuring utilization to determine effectiveness
› Promoting a culture of individual accomplishment and “accountability”; promoting “heroes”
› Rewarding predictability, and punishing mistakes
› Encouraging an “us-them” culture
› “The customer is always right.”
The Role of ManagementLeadership matters
Pitfall 7: Letting complexity continue
© 2015 Forrester Research, Inc. Reproduction Prohibited 101
Tackling the risk of 3rd party software including open source
› Use new components
› Use components that do not have any reported CVEs
› Create component library
› Reduce number of versions of a single component
› Don’t forget middleware, OS, network, database, and performance management tools
› Use continuous delivery pipeline tools to catalog which 3rd party software is used and where it’s located
And when a vulnerability is identified, use the continuous delivery pipeline to find all affected applications, quickly generate a fix and deploy
© 2015 Forrester Research, Inc. Reproduction Prohibited 102
Recommendations for DevOps Success
1. Start small and grow
2. Create a high trust environment
3. Measure based on customer experience
4. Create meaningful, common dashboards
5. Left shift control points
6. Include expertise from key groups such as QA, EA, Security
7. Standardize
Q&A
INSERT JASON CLOSING SLIDES
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#DevOpsRoadTrip4.21 – 4.22Devopsdaysrox.org
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DENVER - SEATTLE - SAN FRANCISCO - MINNEAPOLIS - NEW YORK CITY
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