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#LEADit
t | jas50nG
Jason Gray
Agile, Continuous Delivery, devops….
Friend or Foe???
#LEADit
whoami• 1989 Bch Comp Sci (this is what you did before youtube and slideshare)
• 1990s Operations - sysadmin/network admin
• 2000s devopsed an online courseware system – 10 countries and 6 languages
• 2002 Honours in “The challenges of ITIL implementations”
• 10+ yrs Operations experience– Automated deployments of 400 workstations / 60 servers for breakfast
• 10+ yrs Service Management experience– 2 yrs Capacity Management / 2 yrs Problem Management
• Now – Head of Service Integrity @Bankwest
– ITIL 2011 expert
– Agile - ICAgile Professional Certification
– devops Meetup event co-organiser Perth
As your business demands more “SPEED”
techniques are being adopted that are putting Service
Management under pressure.
How do you respond?
Do you defend or adapt/evolve/transform?
Is service availability under threat?
#LEADit
Approach1. How did we get here?
– What was wrong & what problems are we try to solve?
2. What is this magic? (agile, CD, devops)
– Why are these techniques being adopted and what do they promise?
– Why is your CIO/business interested?
3. What does this mean for ITSM
– What to expect from agile, CD, devops
– How will this impact your ITSM processes?
– Which ITSM Processes need to Adapt, Evolve or Transform?
4. Friends or Foe: tips to prepare for ITSM Disruption
5. Wrap up: Monday -> 90 days -> Next year
#LEADit
Approach1. How did we get here?
– What was wrong & what problems are we try to solve?
2. What is this magic? (agile, CD, devops)
– Why are these techniques being adopted and what do they promise?
– Why is your CIO/business interested?
3. What does this mean to ITSM
– What to expect from agile, CD, devops
– What is the impact on your ITSM processes?
– Which ITSM Processes need to Adapt, Evolve or Transform?
4. Friends or Foe: tips to prepare for SM Disruption
5. Wrap up: Monday -> 90 days -> Next year
#LEADit
1970 Dr Winston Royce“Managing the development of large software systems”
http://www.cs.umd.edu/class/spring2003/cmsc838p/Process/waterfall.pdf
although Royce believe in this concept,
he described the above as
“risky” and “inviting failure”
#LEADit
What “Royce” was really recommending was this
to “transform” a risky development process into one that will provide the desired
outcome”
Recommending this To fix this
#LEADit
• BDUF: Big Design Up Front
• Each phase 100% complete before
performing the next
1976 Bell and TaperRefered to Royce’s initial design
as “Waterfall” and the Waterfall
SDLC was born
#LEADit
Waterfall was good for delivering a bunch of stuff
we didn’t really need and will never use
Standish Group 2002YAGNI – you aren’t going to need it
YAGRI – you aren’t going to release it
45% of features
never used
#LEADithttps://www.flickr.com/photos/79286287@N00/215951891
Walls between teams (Handoffs)
and building these…
#LEADit
Waterfall delivery also has some serious issues
BDUF = Incorrect Assumptions• Everything is known up front
• Everything comes together in the end
• Better solutions will not be discovered along the way
• Customers/Business/Markets do not change their mind
….myth
….myth
...missed opportunity
…stifles innovation
#LEADit
Problem #1: Failure to deliver
Source: Standish Group 2011 (project data from 2002-2010)
14%
Successful
57%
Challenged
#LEADit
and Problem #2: SLOW delivery?
concept
Time until the business
begins to see value?
18-24 months 4 months8 months
Build Test RunPlan
3 years?
Project
Lifecycle
#LEADit
Approach1. How did we get here?
– What was wrong & what problems are we try to solve?
2. What is this magic? (agile, CD, devops)
– Why are these techniques being adopted and what do they promise?
– Why is your CIO/business interested?
3. What does this mean for ITSM
– What to expect from agile, CD, devops
– What is the impact on your ITSM processes?
– Which ITSM Processes need to Adapt, Evolve or Transform?
4. Friends or Foe: tips to prepare for SM Disruption
5. Wrap up: Monday -> 90 days -> Next year
#LEADit
Start with the why?
To deliver customer value faster
Simon Sinek
http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action
#LEADit
Problem 1: Failure to deliver
Waterfall vs Agile
Source: Standish Group 2011 (project data from 2002-2010)
14% vs 42%
3x more
successful
#LEADit
Waterfall (old world)
18-24 months 3 months6 months
Sprints/iterations
Weeks, daysASAP
agile, CD, devops (new world)
concept
concept
Problem 2: FASTER delivery
Build Test RunPlan
3 years
vs
weeks
Build Test RunPlan
#LEADit
1. Agile…mid 90’s • Iterative software delivery lifecycle evolutions from XP, RAD…
• 2001 Agile Manifesto – 8 values, 12 principals
• Always evolving eg. LEAN, ToC, technology/tools
2. Continuous Delivery … 2006• Started with Continuous Integration to support the speed of Agile development
• Automation of builds and testing
• 2010 “Continuous Delivery” Jez Humble & David Farley
3. devops … 2009 • Early days called “Agile systems administration”
– Andrew Clay Shafer/Patrick Debois then started devopsdays …#devops
• Don’t think devops think *.ops
• 2009 Velocity - John Allspaw & Paul Hammond – “10 deploys a day”
• Culture, LEAN, Automation, Measurement, Sharing
What are these new techniques?
#LEADit
Transformation from “old world” to “new world”
DEV TEST n PRODTEST
Build Test RunPlan
BA
Service
Strategy
Service
Design
Service
Transition
Service
OperationsITIL
Project
Lifecycle
Business
Perspective12 months release
ENVIRONMENT
MANAGEMENT
TEAMS
Walls of
confusion/frustration/handoffsTeam Silos
#LEADit
Transformation from “old world” to “new world”
DEV TEST n PRODTEST
Build Test RunPlan
BA
Service
Strategy
Service
Design
Service
Transition
Service
OperationsITIL
Project
Lifecycle
Business
Perspective
ENVIRONMENT
MANAGEMENT
TEAMS
12 months release
CONSTRAINT
#LEADit
Agile
DEV TEST n PRODTEST
Build Test RunPlan
BA
Service
Strategy
Service
Design
Service
Transition
Service
Operations
agile
ITIL
Project
Lifecycle
Business
Perspective4 months release cycle
ENVIRONMENT
MANAGEMENT
TEAMS
#LEADit
Agile
DEV TEST n PRODTEST
Build Test RunPlan
BA
Service
Strategy
Service
Design
Service
Transition
Service
Operations
agile
ITIL
Project
Lifecycle
Business
Perspective4 months release cycle
ENVIRONMENT
MANAGEMENT
TEAMS
CONSTRAINT
#LEADit
Continuous Integration
DEV TEST n PRODTEST
Build Test RunPlan
BA
Service
Strategy
Service
Design
Service
Transition
Service
Operations
agile Continuous Integration
ITIL
Project
Lifecycle
Business
Perspective3 month release cycle
ENVIRONMENT
MANAGEMENT
TEAMS
#LEADit
Continuous Integration
DEV TEST n PRODTEST
Build Test RunPlan
BA
Service
Strategy
Service
Design
Service
Transition
Service
Operations
agile Continuous Integration
ITIL
Project
Lifecycle
Business
Perspective3 month release cycle
ENVIRONMENT
MANAGEMENT
TEAMS
CONSTRAINT
#LEADit
Continuous Delivery
DEV TEST n PRODTEST
Build Test RunPlan
BA
Service
Strategy
Service
Design
Service
Transition
Service
Operations
agile Continuous Delivery
ITIL
Project
Lifecycle
Business
Perspective1 month release cycle
ENVIRONMENT
MANAGEMENT
TEAMS
#LEADit
Continuous Delivery
DEV TEST n PRODTEST
Build Test RunPlan
BA
Service
Strategy
Service
Design
Service
Transition
Service
Operations
agile Continuous Delivery
ITIL
Project
Lifecycle
Business
Perspective1 month release cycle
ENVIRONMENT
MANAGEMENT
TEAMS
CONSTRAINT
#LEADit
Devops (*.ops)
DEV TEST n PRODTEST
Build Test RunPlan
BA
Service
Strategy
Service
Design
Service
Transition
Service
Operations
agile Continuous Delivery
devops
ITIL
Project
Lifecycle
Business
Perspectivedaily or weekly releases
ENVIRONMENT
MANAGEMENT
TEAMS
#LEADit
“Why is your CIO/Business Interested?”
Two Important Problems are Solved
1. Better customer value/outcomes - Increased customer satisfaction
2. Delivered sooner - Payback/value delivered earlier
plus
3. Encourages Innovation for a competitive advantage
and as a bonus
(combined with process evolution and technology improvements eg LEAN, cloud)
4. Some pretty serious productivity and cost saving potential
…and this is why you should be interested
#LEADit
Approach1. How did we get here?
– What was wrong & what problems are we try to solve?
2. What is this magic? (agile, CD, devops)
– Why are these techniques being adopted and what do they promise?
– Why is your CIO/business interested?
3. What does this mean for ITSM
– What to expect from agile, CD, devops
– How does this impact your ITSM processes?
– Which ITSM Processes need to Adapt, Evolve or Transform?
4. Friends or Foe: tips to prepare for ITSM Disruption
5. Wrap up: Monday -> 90 days -> Next year
#LEADit
Some examples of impacts on ITSM?• Agile
– Iterations: Smaller but more frequent changes
– Discovery - test and learn: more pilots/PoC/Canary Launches/Dark Launching
– Minimum Viable Product - MVP
– Low doc - this does not mean no documentation (Audit requirements still need to be
satisfied)
• Continuous Delivery– Automation of development pipeline (builds, tests, deploys)
– Version control and Revision control of everything…• Logging: what, when, where, why and who
– Fix forward instead of rollback or replace instead of fix
– transient Cis
• Spin up/Tear down of complete environments
• devops– Role/ Responsibility Confusion
– Possible audit/regulation considerations - Segregation of duties (compensating controls)
Which processes need to adapt,
which processes need to evolve,
and which processes need to transform?
And by processes I mean people, process, technology and partners
#LEADit
Adapt, Evolve and Transform process examples
Adapt
Service Level Management (not going to cover)
Evolve
Problem Management (if we have time)
Transform
Release and Deployment Management
Change Management (if we have time)
Configuration Management
#LEADit
1. Problem Management - EvolveIssues:
• Releases fix forward rather than rollback
• Replacing servers rather than investigating (masking the root cause)
• Role confusion: who does root cause analysis? problem management or the devops
team
• Card walls being used by agile teams to track defects
CSI Actions:
• Process/Role clarification: – Who does RCA
– Who does problem resolution
• Figure out how you are going to track defects/known errors
Benefits:
• Should be improved logging and metrics for RCA activities
#LEADit
1. Problem Management cont…
Diagnosis
Phase
(RCA)
Solution
PhaseResolution
Categorisation
Phase
Legacy systems
agile systems
Problem
Management
Diagnosis
Phase
(RCA)
Solution
PhaseResolution
Categorisation
PhaseProblem
Management
Agile
Team
#LEADit
2. Release and Deployment - Transform
Issues:
• Spin up / Tear down of complete environments – automated releases
• Automated builds – after every code check-in
• Automated testing – more frequent with quicker feedback
• Transient Cis – asset lifecycle of hours or minutes
• Versioning and Revision control of everything
CSI Actions:
• Connect cd/devops tools up to change: what, when, where, why and who
• Exploit automated documentation
Benefits:
• Sit back and watch “Release and Deployment” mature
#LEADit
2. Release and Deployment …cont
“…automate the build, installation and release distribution processes to improve re-use, repeatability and efficiency”
(ITIL Service Transition-2011 4.1.4.2)
Automation will help to ensure repeatability and consistency. ….If
a manual mechanism is used, it is important to monitor and
measure the impact of many repeated manual activities, as they are likely to be inefficient and error-prone.
4.4.4.4 Release and deployment models pg 121
Automate the delivery, distribution, installation,
build and configuration audit procedures where
appropriate to reduce costly manual steps
Automated configuration baseline procedures
save time and reduce errors in capturing the
status of configurations and releases duringrelease build, test and release deployment.
Service Transition:
Release & Deployment Management
#LEADit
2. Release and Deployment …cont
(ITIL Service Transition-2011 4.1.4.2)
Service Transition:
Release & Deployment Management
Support a rapidly changing business
#LEADit
2. Release and Deployment ….cont
“Continuous Delivery” and “devops”
is
Release and Deployment Management
done well
ssshhhhhh!!!!
#LEADit
3 Change Management - TransformIssues:
• Need to get better at smaller more frequent changes/releases
• Make sure you aren’t getting Gamed
– Hidden surprises: Feature toggles, feature flags (testing impact)
– Testing in Production
• Canary releases
• Dark launches
• Automation through new toolsets
• Automated release documentation through tools
CSI Actions:
• Open up toolset to automation (APIs)
• Improve Standard change (preapproved) options for low risk activities
• Fast lanes / slow lanes – not all changes are equal
#LEADit
FAST
Eg strategic investment
Frequently released systems
Automated deployment
Automated testing
Anti-fragile design
Low change failure rate
Shorter release cycle
SLOW - anti-patterns
Eg. COTS, Legacy system
Low number of releases
No automation
No automated testing
Fragile design
high change failure rate
High level of Tech debt
Change Fast lanes + Slow lanes
#LEADit
4 Configuration Management v2.0 - transform
Issues:
• Transient servers/environments/CIs/data
• How much manual configuration work are you currently doing and planning on doing
• What is really important to track / what adds value
• What is your definition of asset and what is your definition of lifecycle
• Continuous Delivery will version and revision control everything
• the whole stack from boots to application
• OS versions, OS Patch levels, OS configs, App versions, App Patch levels, App/Web
configs…
• Software defined datacentre (SDDC)
• Network/Security configs deployed with applications (version controlled)
• Would you trust your CMDB or the Continuous Delivery servers
– Who has the better information
– Does your current automation cut it (is daily discovery enough)
#LEADit
4 Configuration Management cont….
Issues cont..
• “Servers treated more like cattle and less like pets”
• Naming standards control– Ec2-54-79-45-25.ap.southwest
CSI Action:
• Utilise CD servers for information
• Develop APIs to push CI information to CMDB on create and update through build
Benefits:
• Real-time automation of CMDB (CIs and relationships)
• Meaningful and rich release detail
If an environment is provisioned, built,
tested and decommissioned before
configuration management can
detect it….
George Berkeley (1710)
PhilosopherDid the CIs really exist?
Is there value in tracking transient CIs?
#LEADit
Agile, CD and devops if done right should be improving
your ITIL/ITSM capability and maturity?
In Summary
#LEADit
Approach1. How did we get here?
– What was wrong & what problems are we try to solve?
2. What is this magic? (agile, CD, devops)
– Why are we adopting these techniques and what do they promise?
– Why is your CIO/business interested?
3. What does this mean to ITSM
– What to expect from agile, CD, devops
– How does this impact your ITSM processes?
– Which ITSM Processes need to Adapt, Evolve or Transform?
4. Friends or Foe: tips to prepare for ITSM Disruption
5. Wrap up: Monday -> 90 days -> Next year
#LEADit
1. Service Management Culture
Start cultivating culture• Agile/cd/devops require culture change … so does ITSM
• Make sure your people understand how your business works
• End-to-end Value stream map how an idea makes it into production
Common Goals/Objectives/KPIs• stop “Delivery at all costs” mentality
• stop “punishing operations for failures”
Ensure you are employing the right people in your teams • People that value collaboration and outcomes.
• People that value outcomes, not people that love processes
Do you have ITIL/ITSM perception problems • you need to face them
#LEADit
2. TRUST…
Protect Serve
Serve
and
protect
Stagnateor this
Do you believe ITSM enables this
SLOW
Low trust = Low performance
Low transparency
High levels of Approval
Silo-ed
Low levels of engagement
FAST
High trust = High performance
Transparent
High levels of trust
Collaborative
Engaged teams
#LEADit
2. TRUST - Understand the why/what/how
Understand agile, continuous delivery and devops
• Read, watch, go and see
• Understand what they are doing and why
• Apply learnings to your processes
• Take an interest, get involved, collaborate, go to meetups, conferences
Understand the end-to-end value chain, speak a common language
…it helps build trust
#LEADit
3. Get LEAN
From mean to LEAN processes
• Apply “LEAN Value stream mappings” for all of your processes
• Focus on value and outcomes (not output)
• Start with a MVP (Min. Viable Product) for your processes
• Including Minimum Standards of Documentation
Identify and remove constraints• Identify the next constraint in your processes and reduce or remove it
• ToC – Theory of constraints• 1984: “The Goal” Eliyahu M. Goldratt and Jeff Cox
2003: “Lean Software Development”
Mary Poppendieck/Tom Poppendieck
#LEADit
4. Be prepared for SPEED
• Prepare yourself for Ludicrous speed
• Be prepared more frequent changes– Maybe a ridiculous amount of change
• Automate, automate, automate
– don’t just automate a bad process
– Ensure your SM tool has a usable friendly API (RESTful)
• If not start thinking about developing one or getting one
• Its not just about federation (ETL, batching - slow), it is about real time connection and
linking into richer toolsets
– Automate documentation
#LEADit
Old World vs New World
Old World
Implement 5 ITIL Volumes
Target Maturity 5
SLOW
Low trust
Done when code cut
Output
Silos, Walls
FUD
There’s a book for that
New World
Fit for purpose
Target Maturity enough - LEAN (MVP)
FAST
High Trust
Done is shipped
Outcomes
Collaborative
Discovery, Do it more frequently
There is an app for that
#LEADit
Approach1. How did we get here?
– What was wrong & what problems are we try to solve?
2. What is this magic? (agile, CD, devops)
– Why are we adopting these techniques and what do they promise?
– Why is your CIO/business interested?
3. What does this mean to ITIL/SM
– What to expect from agile, CD, devops
– What is the impact on your ITIL/SM processes?
– Which ITIL/SM Processes need to Adapt, Evolve or Transform?
4. Friends or Foe: Preparing for SM Disruption
5. Wrap up: Monday -> 90 days -> Next year
#LEADit
Action Plan• Monday Morning
– Become friends with agile, CD and devops teams
– Assess yourself - Heatmap Exercise - Are your ITIL processes “Fit for purpose”
– CSI: Adapt, Evolve & Transform your ITIL processes
• Next 90 Days– Start cultivating culture: collaborating and breaking down the walls and the silos
– Start building TRUST
– Get LEAN
– Prepare your processes for max. SPEED
• Next Year– Too slow… .your agile now
#LEADit
Additional Resources• “The Goal (theory of constraints)” Eliyahu M Goldratt
• “The Phoenix Project” Gene Kim, Kevin Behr, George Spafford
• “Release it“ Michael T Ngard
• “Management 3.0” Jurgen Apello
• “Continuous Delivery” – Jez Humble & David Farley
• “Implementing LEAN Software Development” Mary and Tom Poppendieck
Also follow:
Andrew Clay Shafer, Jeff Patten, John Allspaw
Conferences/meetups:
Velocity conference, devopsdays.com, devops meetups