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DevOpstastic
People
Process
Tools
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DevOpstastic
Organisations
Interactions
Automation
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DevOpstastic
Organisations:Team Structures
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DevOpstastic
“Traditional” ITCIO
Head of Development Head of Operations
PMO/BAs Dev DBAs
The rest of the business
Test Security Release SupportInfrastructure
Silos, hand offs and a ‘wall of confusion’
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DevOpstastic
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DevOpstastic
The Things that Drive DevOps
I’m all about change
I’m in charge of stability
Development Operations
CONFLICT
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DevOpstastic
DevOps StartsCIO
Head of Development Head of Operations
PMO/BAs Dev DBAs
The rest of the business
Test Security Release SupportInfrastructure
DevOps often starts as grassroots thinking and can start anywhere
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DevOpstastic
“DevOps is a grassroots thing and so probably a bit difficult to manage from the top down, but we were keen to leave it that way. To stand a chance of success, you have to get your key technologists interested and let them lead –
although you also have to be a bit careful that it doesn’t turn into a sandpit.”
Adrian Le GrandService Delivery Director at DigitasLBi.
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DevOpstastic
‘“Organisations, and large enterprises in particular, want to attract and retain good talent but if they’re viewed as fuddy-duddy, they won’t appeal to or keep the cool kids. And there’s real demand for this kind of expertise.”
Jay LymanResearch Manager at 451 Research
But that’s not to say that everything will be rosy in the garden when adopting a DevOps approach. The key challenge, for many, is change management and simply getting staff to buy into the concept, mainly on the operations side as this is predominantly a grassroots developer’s movement.’
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DevOpstastic
‘DevOps will shift from being a niche approach to application development and deployment and move into the mainstream over the next 12 months or so, according to Gartner.In fact, so appealing will this grassroots philosophy prove that it will be taken up by a quarter of Global 2000 organisations, creating a software tools market forecast to leap in size by 21.1% from $1.9bn last year to $2.3bn in 2015, the market researcher believes.’
Cath EverettComputerWeekly.com
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DevOpstastic
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DevOpstastic
What’s DIFFERENT about DevOps?
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DevOpstastic
DevOps SpreadsCIO
Head of Development Head of Operations
PMO/BAs Dev DBAs Test Security Release SupportInfrastructure
THE BUSINESS
For DevOps to make advances, executive sponsorship and increasing engagementwith the rest of the business needs to happen
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DevOpstastic
Organisational ChangeCIO
Head of Development Head of Operations
Product A Product B Product C Product D Security Release SupportInfrastructure
THE BUSINESS
Product E Product F Product G Product H
Product Owners
Arranging teams around product is a common initial step, not without its challenges.
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DevOpstastic
Organisational ChangeCIO
Head of Development Head of Operations
Product A Product B Product C Product D Security Release SupportInfrastructure
THE BUSINESS
Arranging teams around product is a common initial step, not without its challenges.
Product E Product F Product G Product H
Testers
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DevOpstastic
Organisational ChangeCIO
Head of Development Head of Operations
Product A Product B Product C Product D Security Release SupportInfrastructure
THE BUSINESS
Product E Product F Product G Product H
Developers
Arranging teams around product is a common initial step, not without its challenges.
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DevOpstastic
Organisational ChangeCIO
Change Run
Product A Product B Product C Product D Security Release SupportInfrastructure
THE BUSINESS
Renaming teams can support change. Some organisations build DevOps teams…
Product E Product F Product G Product H
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DevOpstastic
Organisational ChangeCIO
Change Run
Product A Product B Product C Product D
THE BUSINESS
Renaming teams can support change. Some organisations build DevOps teams…
Product E Product F Product G Product H
Security Release SupportInfrastructureDevOps
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DevOpstastic
Organisational ChangeCIO
Change Run
Product A Product B Product C Product D
THE BUSINESS
Antipattern?
Product E Product F Product G Product H
Security Release SupportInfrastructureDevOps
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DevOpstastic
Organisational ChangeCIO
Change Run
Product A Product B Product C Product D Security Release SupportInfrastructure
THE BUSINESS
Others embed Operations into the product development teams
Product E Product F Product G Product H
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DevOpstastic
Organisational ChangeCIO
Change RunProduct A Product B Product C Product D
THE BUSINESS
Others embed Operations into the product development teams
Product E Product F Product G
Security Release SupportInfrastructure
Product H
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DevOpstastic
DevOps ProliferatesCIO
Change RunProduct A Product B Product C Product D
THE BUSINESS
DevOps is an evolutionary and transformational movement
Product E Product F Product G
Security Release SupportInfrastructure
Product H
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DevOpstastic
“If you can’t change the people, change
the people.”
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DevOpstastic
Ranger4 and the DOI
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DevOpstastic
About Bloom’s Taxonomy
DevOps Foundation
26Bloom’s Taxonomy is used to categorize learning objectives and,
from there, assess learning achievements.
1. Knowledge2. Comprehension
3. Application4. Analysis
5. Synthesis6. Evaluation
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DevOpstastic
Reading Recommendation‘Your Brain at Work: Strategies for Overcoming Distraction, Regaining Focus, and Working Smarter All Day Long’
by David Rock
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DevOpstastic
Our kind of IT
Just-in-time means that customer delight is directly transmitted to those who are making the product.
Don’t measure me on cost or traditional
IT metrics, but on the metrics of the
business.
Jim FowlerCIO, GE Capital
Taiichi OhnoTHE LEAN MAN
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DevOpstastic
DevOps NirvanaCIO
Customer Innovation Management
Product A Product B Product C Product D
IT IS the business. Everyone is on board with the DevOps way of thinking.
Product F Product G Product H Product I
Product E
Product J
The Board
The
Busin
ess
Dashboards and automation alignment
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Typology of Organisational Culture (Westrum, 1994) PathologicalPower-oriented
BureaucraticRule-oriented
GenerativePerformance-oriented
Low cooperation Modest cooperation High cooperationMessengers shot Messengers neglected Messengers trainedResponsibility shirked Narrow responsibilities Risks are sharedBridging discouraged Bridging tolerated Bridging encouragedFailure leads to scapegoating
Failure leads to justice Failure leads to inquiry
Novelty crushed Novelty leads to problems
Novelty implemented
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DevOpstastic
How to Create a Generative CultureCharacteristics of
a Generative Culture
DevOps Practices
High cooperation Cross-functional Teams. Many organisations create cross-functional teams that include representatives from each functional area of the software delivery process. This allows everyone to share the responsibility for building, deploying and maintaining a product.
Messengers trained Blameless Postmortems. By removing blame, you remove fear, you enable teams to more effectively surface problems and solve them. Mistakes happen. Holding blameless postmortems is a valuable way to learn from mistakes.
Risks are shared Shared responsibility. Quality, availability, reliability and security are everyone’s job. One way to improve the quality of your services is to ensure that devs share responsibility for maintaining their code in production. The improvement in collaboration that comes from sharing responsibility inherently reduces risk. With more eyes on the software delivery process, it’s a given that some errors in process or planning will be avoided. Automation reduces risk and, with the right tool choice, can enable collaboration.
Bridging encouraged Breaking Down Silos. In addition to creating cross-functional teams, techniques for breaking down silos can include co-locating ops with the dev team, including ops in planning throughout the software delivery lifecycle, and implementing ChatOps*.
Failure leads to inquiry Blameless Postmortems. Our response to failure shapes the culture of an organisation. The more you focus on the conditions in which failures happen, as opposed to blaming individuals for failures, the closer you’ll get to creating a generative culture.
Novelty implemented Experimentation Time. Giving employees freedom to explore new ideas can lead to great outcomes. Some companies give engineers time each week for experimentation. Others host internal hack days or mini-conferences to share ideas and collaborate. This is how many new features and products have originated, and it shows how much value employees can generate for an organisation when they are released from habitual pathways and repetitive tasks.
* Jesse Newland, “ChatOps at GitHub” March 26, 2013
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DevOpstastic
Reading Recommendation‘Reinventing Organisations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness’
by Ken Wilber and Frederic Laloux
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DevOpstastic
Stages of Organisational Consciousness
100,000 years ago 50,000 years ago NOW
InfraredMagenta
Red
Amber
Orange
Green
Teal
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DevOpstastic
Organisational EvolutionStage Typified by Current
ExamplesKey
BreakthroughsGuiding
Metaphor
REDConstant exercise of power by chief to keep troops in line. Fear is the glue of the organisation. Highly reactive, short-term focus. Thrives in chaotic environments.
• Mafia• Street Gangs• Tribal militia
• Division of labour• Command
authority
Wolf pack
AMBERHighly formal roles within a hierarchical pyramid. Top-down command and control (what and how). Stability valued above all through rigorous processes. Future is repetition of past.
• Catholic church• Military• Most government
agencies• Public school
systems
• Formal roles (stable and scalable hierachies)
• Processes (long-term perspectives)
Army
ORANGEGoal is to beat competition, achieve profit and growth. Innovation is key to staying ahead. Management by objectives (command and control on what; freedom on the how).
• Multinational companies
• Charter schools
• Innovation• Accountability• Meritocracy
Machine
GREENWithin the classic pyramid structure, focus on culture and empowerment to achieve extraordinary employee motivation.
• Culture driven organisations (e.g. Southwest Airlines, Ben & Jerry’s…)
• Empowerment• Values-driven
culture• Stakeholder
models
Family
TEALSelf-organising and self-managed teams with coaches when needed. Coaches do not have P&L responsibility or managerial authority.
• Spotify?, FAVI, • Trusting those doing the job
• Autonomy, mastery and purpose
System
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DevOpstastic
Interactions:Collaboration & Integration
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DevOpstastic
DevOps Maturity
1
5
4
3
2
Optimising DevOps
Managed DevOps
Starting DevOps
Fundamental DevOps
Not started DevOps
DevOps DONE – fine tuning and tied tightly to business goals.
Automated build, cross-functional teams, product-focused, cultural
change happening
Thinking about cultural change, starting to write scripts, looking at test
automation
Outages, war-rooms, blame, unplanned work, delays and defects.
Happy people with integrated toolchain to pre-empt failure, automate test and
deployment – Continuous Delivery
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DevOpstastic
Practice Build management and continuous integration
Environments and deployment
Release management and compliance Testing Data management
Level 3 – Optimizing: focus on process improvement
Teams regularly meet to discuss integration
problems and resolve them with automation, faster
feedback and better visibility.
All environments managed effectively. Provisioning
fully automated. Virtualisation used if
applicable.
Operations and delivery teams regularly collaborate to manage risks and reduce
cycle time.
Production rollbacks rare. Defects found and fixed
immediately.
Release to release feedback loop of database performance and
deployment process.
Level 2 – Managed: Process measured and
controlled
Build metrics gathered, made visible and acted on. Builds are not left broken.
Orchestrated deployments managed. Release and
rollback processes tested.
Environment and application heath
monitored and proactively managed.
Quality metrics and trends tracked. Operational
requirements defined and measured.
Database upgrades and rollbacks tested with every
deployment. Database performance monitored
and optimised.
Level 1 – Consistent: Automated processes applied across whole
lifecycle
Automated build and test cycle every time a change is committed. Dependencies managed, Re-use of scripts
and tools.
Fully automated, self-service push-button
process for deploying software. Same process to
deploy to every environment.
Change management and approvals processes
defined and enforced. Regulatory and compliance
conditions met.
Automated unit and acceptance tests, the latter written with testers. Testing
part of development process.
Database changes performed automatically as
part of deployment process.
Level 0 – Repeatable: Process documented and
partly automated
Regular automated build and testing. Any build can be re-created from source control using automated
process.
Automated deployment to some environments.
Creation of new environments is cheap. All
configuration is externalised / versioned.
Painful and infrequent, but reliable releases. Limited
traceability from requirements to release.
Automated tests written as part of story development.
Changes to databases done with automated scripts
versioned with application.
Level -1 – Regressive: process unrepeatable, poorly controlled and
reactive
Manual processes for building software. No
management of artifacts and reports.
Manual process for deploying software. Environment specific
binaries. Environments are provisioned manually.
Infrequent and unreliable releases.
Manual testing after development.
Data migrations unversioned and
performed manually.
Continuous Delivery Maturity Matrix from Gartner
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DevOpstastic
Requirements Management Maturity
Level 1 Level 2 Level 3 Level 4 Level 5Written Requirements
Organized Structured Traced Integrated
Documented and shared, regular collaboration between teams, backup and restore enabled
Formatted consistently, stored and secured. Version tracked and easily accessible to those with rights
Types (e.g. functional/non-functional) are specified. Attributes and prioritization is applied. Querying and filtering is possible.
Determine and track requirements relationships, has a hierachy of requirements: user needs, features and use cases. Coverage analysis reports implemented.
Requirements management fully integrated with software development environment: used directly in design, development, change tracking, testing and PM.
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DevOpstastic
Release and Deployment Management Maturity
Level 1 Level 2 Level 3 Level 4 Level 5Manual Packaged Scripted Complex On DemandBespoke, unpractised process. Authorization and sign off incidental. Roll back via back up copy or scripts.
Some packages (e.g. MSIs) and scripts. Release authorization considered.
Multiple scripts allowing automation. Can deploy to multiple parts of route to live. Possible roll back through redeployment. Some version control.
Can deploy composite applications. Role based security available. Multiple platforms services through single interface.
Push button deployments when code is ready – continuous delivery and deployment achieved. Full auditability and compliance.
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DevOpstastic
Automation:Rigour and ruggedness
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DevOpstastic
Value & Principles
• Focus on people• Embrace change and experimentationCulture
• “Continuous Delivery”• “Infrastructure as Code”
• Focus on producing value for the end user• Small batch sizes
• Measure everything• Show the improvement
• Open information sharing• Collaboration and communication
Automation
Lean
Metrics
Sharing
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DevOpstastic
Ideation
Integration
Validation
Operation
Realisation
INNO
VATI
ON
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DevOpstastic
Shift Left
Continuous Delivery Lean Management
Continuous integration
Automated testingDeployment automation
Version control
Limit WIP
Use visual displays
Use monitoring tools to make business
decisions
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DevOpstastic
“The number of issues we had from production emergencies that were triggered by an ops
change essentially went to zero. Because we were able to roll changes out in an automated fashion,
and then test those changes in the various environments, by the time code got to
production, it had been through three other environments – dev, integration, customer test –
before it got to production.”Jez MillerPuppet Labs 2015 State of DevOps Report
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DevOpstastic
Dev
route to live
Test QA Prod
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DevOpstastic
Dev
route to live
Test QA Prod
Deploy your application at any time, at high speed
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DevOpstastic
Dev
route to live
Test QA Prod
Deploy your application at any time, at high speed
!
Be pre-emptively alerted to performance issues/outages
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DevOpstastic
Dev
route to live
Test QA Prod
Deploy your application at any time, at high speed
Be pre-emptively alerted to performance issues/outages
Redeploy last known working version instantly, fix, test, redeploy
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DevOpstastic
Be DevOpstastic
