atmosphere conference 2015: devops and the need for speed

DevOps & The Need for Speed

Stephen Thair @TheOpsMgr

www.devopsguys.com @TheDevOpsGuys

WHY are organisations looking at DevOps?

“The hierarchical structures and organizational

processes we have used for decades to run and

improve our enterprises are no longer up to the

task of winning in this faster-moving world”

John P. Kotter, Konosuke Matsushita Professor of Leadership

Emeritus at Harvard Business School https://hbr.org/2012/11/accelerate

WHY #1 – Business want it faster!

Design & Plan Code Integrate Test Release Deploy Operate

4

Reduce “Cycle Time”

Idea Business value

“Concept” “Cash”

Why #2 – Companies aren’t lasting

5

60 years in ~1960

20 years in ~2015

Why #3 - “Hyper-Competition”

• Reduced “Barriers to Entry”• Internet & Cloud “levelling playing field”

• Switch from Capex to Opex• Cloud makes it easy to start small and grow but still

address a global market

• Reduction in “information asymmetry”• Customers are better informed (on price, quality via

price engines & online reviews!)

Why #4 – consumer behaviour

I want it NOW!!!

Consumer rates of Adoption

8

http://andrewgelman.com/wp-content/uploads/2012/04/history-of-products.gif

Then

Now

Why #5 - Technology Enablers


So What’s the Answer?

“The solution is a second operating system… that uses an agile, network-like structure and a very different set of processes… continually assesses the business, the industry, and the organization,

and reacts with greater agility, speed, and creativity than the existing one”

John P. Kotter, Konosuke Matsushita Professor of Leadership

Emeritus at Harvard Business School

https://hbr.org/2012/11/accelerate


DevOps is the OS Kernel of this

“Second Operating System”


Software is aDigital Asset


DevOps Builds the Digital Supply

Chain


Turns Digital Assets intoBusiness Value

Building Continuous Delivery Pipelines

Plan Code Integrate Test Release Deploy Operate

Key ideas

• Software is a Digital Asset

• But Assets can depreciate…

• Assets in “Inventory” cost £££

• Unreleased software costs you money!

• Your Digital Supply Chain gets your Digital Assets into the hands of your customers (as fast as possible, safely and securely)

April 14, 2023

18

What does “Fast” look like?

300 Deployments / Year

50-60 Deployments / Day

10+ Deployments / Day

Every 11.6 seconds

http://www.slideshare.net/grabnerandi/london-web-perfugperformancefocuseddevopsfeb2014

http://www.slideshare.net/grabnerandi/london-web-perfugperformancefocuseddevopsfeb2014


How C.A.L.M.S can make you faster

DevOps CALMS Model

• Hearts & Minds• Embracing ChangeCulture

• Automate everything• Software, Infrastructure, Manual TasksAutomation

• Focus on producing value for the end-user• Small batch sizesLean

• Measure everything• Show the improvementMeasurement

• Share everything• Open Information, CollaborationSharing


Culture

Build a High-Trust Culture

“In a LOW-TRUST CULTURE, supervision is associated with words like control, monitor, hover over, and check up.

In a HIGH-TRUST CULTURE, people supervise themselves according to the agreement.

The criteria are clear, the consequences are set.

There’s common understanding of what’s expected.

A manager, leader, or parent becomes a source of help” – Stephen R. Covey – “First Things First”

THE INFLUENCE OF ORGANIZATIONAL STRUCTURE ON SOFTWARE QUALITY

http://research.microsoft.com/pubs/70535/tr-2008-11.pdf


Automation

Building Continuous Delivery Pipelines

Plan Code Integrate Test Release Deploy Operate


Lean


#BeyondProjects#NoProjects

http://allankelly.blogspot.com/2013/10/beyond-projects-beyond-noprojects.html

Alan Kelly

Small reduces risk

Project A: Risk = 30%. @ Risk = £1m. Risk =

£300,000Project B: Risk =

15%. @ Risk = £500K.

Risk = @£75K

Project C:

Risk =6%.

@ Risk =

£200K. Risk = @£12K

Project D:

Risk =6%.

@ Risk =

£200K. Risk = @£12K

Project E:

Risk =6%.

@ Risk =

£200K. Risk = @£12K

Project C: Risk = 15%. @ Risk = £500K.

Risk = @£75K

Project F:

Risk =6%.

@ Risk =

£200K. Risk = @£12K

Project G:

Risk =6%.

@ Risk =

£200K. Risk = @£12K

Project H:

Risk =6%.

@ Risk =

£200K. Risk = @£12K

£300K of Risk to £60K of Risk

http://www.slideshare.net/

allankellynet/no-prokects-beyond-

projects-refreshed-version


Measurement

Top 5 Predictors of IT Performance

#3 - Proactive monitoring. “Teams that practice proactive monitoring are able to diagnose

and solve problems faster, and have a high degree of accountability. When failures are primarily reported by an

external source, such as the network operations center (NOC) — or worse, by customers — IT performance suffers”

https://puppetlabs.com/sites/default/files/2014-state-of-devops-report.pdf

Think Business Value not just monitoring!

Financial³ To succeed financially, how should we appear to our share-holders?´

Objectives Measures Targets Initiatives

Internal Processes³ To satisfy our share-holders andcustomers, what business process must we excel at?´


Customer³ To achieve our vision, how shouldwe appear to our customers?´


Learning and Growth³ To achieve our vision,how will we sustain our ability to change and improve?´



Sharing

Match the Medium to the Messagematching the medium to the message (Lengel & Daft, 1988)

Select the correct channel depending on the type of message

Many ways of Sharing

1. Daily Stand-ups2. Group & 1:1 Chat e.g Slack, Google Hangouts or Lync3. Video Chat e.g. Skype, Google Hangouts or Lync4. Formal Video Conferencing systems e.g. Cisco, Polycom5. “Radiator Screens”6. Email 7. Newsletters8. “Town Hall Meetings” 9. Internal conferences and Communities of Practice10.Intranets & Wiki’s e.g. Confluence11.Document Management Repositories

Informal

Formal

0800 368 7378

devopsguys.com

@DevOpsGuys

Questions?

0800 368 7378

devopsguys.com

@DevOpsGuys

@TheOpsMgr

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