devops/flow workshop for agile india 2015

Understanding and Implementing DevOps

FlowYuval Yeret

AgileSparks [email protected]@yuvalyeret on twitter

Ongoing

Production / Done

Roadmap AgileDevelopment & Testing

ReleaseActivities

Done Ongoing DoneOngoing

ReleaseBacklog / Product

Requirements

Done

Ongoing

Deployment

Done

AB

C

D

E

FH

JG

KLM

I

Agile Development

N

OPQRs

TUV

V1V2V3

Continuous Integration

• How frequently are you deploying to production?

On demand –multiple times

a day/week

Between once a week and once a

month

Between once a month and once every 6 months

Less frequent than every 6 months

What is your Change Lead Time - How long does it take for a small change to go all the way from start to production?

<1 hour

<1 day

<1 week

<1 month

<6 months

>6 months

DevOpsContinuous DeliveryElite

Is this your workplace?

http://www.youtube.com/watch?v=FGfplQ1FUFs

“There are very few secrets out there anymore.

The only competitive advantage becomes speed.

Organizations need to keep embracing innovation and new technology models.

At the end of the day, it’s about getting from point A to point B quicker than everybody else.”

Rollin Ford, CIO, Wal-Mart

http://www.slideshare.net/abbielundberg/cio-dilemma

“I call this the IT downward spiral”

Gene Kim

http://itrevolution.com/construction-phoenix-project-and-selling-devops-downward-spiral/

The IT Applications Development and Maintenance Expectations &

Landscape

Throughput/Value

Speed

Availability/Uptime

Cost

Aiming to break the legacy conflict between Dev & Ops by leveraging lean/agile thinking/practices at a wider scope than just the

development

: http://devops.com/features/devops-killed-developer-star

012345678910

Delivering effective throughput for our size

Provide Visibility -‐minimum surprises to our stakeholders

Engaging/Motivating our people

Improving how we do things on an ongoing basis

Be confident in our process

Be flexible/fast TTM -‐ be able to deal with changing priorities/requirements

effectively

Be trusted by our stakeholders/partners

Be versatile -‐ so we can work according to Business priorities not R&D skills

Deliver good quality -‐minimum complaints and rework due to defects

Work in a sustainable pace -‐reasonable balanced load over time without churning our people or our product

Value -‐ Deliver useful software that maximizes customer satisfaction and

business success

What are YOU looking to improve?

Reaching Goals in Complex Systems

Today, we are here

Tomorrow, we want to be there

Our targetdestination

The way as we envision our path toward reaching

our goal

Reaching Goals in Complex Systems

The way as we we ended up getting

there

After we build it, Will they come????? Will they Stay?????

The faster the market moves,

the more affected we are by

trends and competition, the ha

rder it is to really know for

sure up front.

We live in uncertain times…

Where are your projects ?

http://www.derailleurconsulting.com/blog/complexity-and-noise-in-systems-development-projects

Try this: Create a Stacey Matrix for YOUR projects/products

We live in uncertain times…

Where are your projects ?

http://www.derailleurconsulting.com/blog/complexity-and-noise-in-systems-development-projects

Sabre vs. Mig 15

Mikoyan-Gurevich MiG-15

North American F-86 Sabre

Sabre vs. Mig 15

Kill Ratio

6:1

The Improvement Loop

Colonel John Boyd

OBSERVE

ORIENTATE

DECIDE

ACT

The Improvement Loop

Continuous Improvement is GREATER than MightIf you are spinning through more OODA loops than your enemy, you will win

Colonel James Boyd

http://www.slideshare.net/jurgenappelo/management-30-in-50-minutes

Accelerate Time to Market &Improve Productivity

Taiichi OhnoToyota

Ongoing

To Do Agile Development& Testing

AutomatedDelivery

AutoDeployment


AgilePlanning

Done Ongoing Done

B

C

F

HJ

G

L

I

DevOps Vision

O

PQ

R

s

TUV

Frequent Feature Delivery


Predictable, Repeatable, Non-Event

U

Powered by

strong automation

Production

Ongoing

Production / Done

Roadmap AgileDevelopment & Testing

ReleaseActivities


ReleaseBacklog / Product

Requirements

Done

Ongoing

Deployment

Done

AB

C

D

E

FH

JG

KLM

I

Agile Development

N

OPQRs

TUV

V1V2V3


Ongoing


AutomatedDelivery

AutoDeployment


AgilePlanning

Done Ongoing Done

B

C

F

HJ

G

L

I

DevOps Vision

O

PQ

R

s

TUV

Frequent Feature Delivery

Continuous Deployment as part of development cycle

Predictable, Repeatable, Non-Event

U

Powered by

strong automation

Production

The real

DevOps origins -WebOps

As of 2014 - Enterprises are going DevOpsas well...

*As reported by various DevOps tools/services vendors we are working with

Oct 21-23, 2014, SFhttp://devopsenterprise.io

Firms with high-performing IT orgs are winning

more likely to exceed profitability, market share & productivity goals

Puppet Labs Webinar 2014 State of DevOps

2xhigher market capitalization growth over 3 years*

50%

High-performing IT Orgs are More Agile


30x 8,000xmore frequent deployments

faster lead times than their peers

High-performing IT Orgs are More Reliable


2x 12xthe change success rate

faster mean time to recover (MTTR)

So, which organizations/contexts can benefit from DevOps?

Return

Investment

But when the typical Enterprise meets DevOps…

See Kent Beck’s idea as described by Markus Gartner at http://www.shino.de/2010/11/04/software-g-forces-the-effects-of-acceleration/

The 3 ways towards DevOps

Gene Kim

http://itrevolution.com/the-three-ways-principles-underpinning-devops/

Ongoing


DeliveryDeployment


AgilePlanning

Done Ongoing Done

B

C

F

HJ

G

L

I

Use Kanban to work towards Biz-Dev-Test-Ops Flow

O

PQ

R

s

T

UV

More Frequent Feature Delivery


U

Production

2009-08-29

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Analysis Development Acceptance ProdNext

Definition of Done:• Customer accepted• Ready for production

Ongoing Done

Definition of Done:• Code clean & checked in on trunk• Integrated & regression tested• Running on UAT environment

Ongoing DoneOngoing Done

Definition of Done:•Goal is clear• First tasks defined• Story split (if necessary)

2 3 3 2

Feature / story

= completed

= blocked

= who is doing this right now

2009-08-20 2009-09-30

(description)

• Panicfeatures(should be swarmed and kept moving. Interrupt other work and break WIP limits as necessary)

• Priority features• Hard deadline features

(only if deadline is at risk)• Oldest features

2009-09-03

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2009-09-02

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elit nisl

2009-08-27

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2009-08-20

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2009-09-08

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pis cing elit nisl

2009-08-25

2009-08-22

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Task / defectHard deadline

(if applicable)Date when added to board

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(description)

(description)

(description)Why

(description)

Who is analyzing / testing right now

= priority

= panic

What to pull first

xxxx kjd dj d xxx

Kanban kick-start exampleHenrik Kniberg www.crisp.se/kanban/example

version 1.22009-11-16

(description)


2009-08-26

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=task =defect

43

Lower WIP è More collaboration.

Can you explain why?

Summary of Kanban

• Visualize – Understand your system• Limit WIP – Stop starting start Finishing• Manage Flow• Make Process Policies Explicit – to enable empowerment/delegation to teams and people

• Implement Feedback Loops – Own your process• Improve Collaboratively, Evolve Experimentally (using models/scientific method)

45

How you work

Agile Team board & flow

DevOps E2E board & flow

0

20

40

60

80

100

120

1 2 3 4 5 6 7 8 9 10Time

Burndown / Burnup

How do we Visualize the work status in more depth?

0

20

40

60

80

100

120

1 2 3 4 5 6 7 8 9 10

TODO Work in

Process (WIP)

Done

48

The Cumulative Flow Diagram• Introduced in Lean Product Development by Don Reinertsen and David Anderson

• Visualize where the Features/Stories are in the workflow across time

0

20

40

60

80

100

120

1 2 3 4 5 6 7 8 9 10

TODO Work in

Process (WIP)

Done

49

TO DO IN PROGRESS DONE

Elad

Inbar

Elad

Mushon

Mushon

Inbar

Inbar Mushon

Elad

TO DO IN PROGRESS DONE

1 8 1

TO DO

IN PROGRESS DONE

1 8 1

How to do a CFD

50

How to do a CFD

0

20

40

60

80

100

120

1 2 3 4 5 6 7 8 9 10

51

What can teams learn from Cumulative Flow?

Work in Process (WIP)

Average Cycle Time Real DoneBurnup

Total Scope Dev Burnup

Done Burnup

52

Exercise – How would YOUR CFD look like?

• Decide which steps/stages you would want to see in a CFD for your release level view

• How would the CFD for your last year look like?

53

Work in Process• High Work-in-process leads to longest lead times• Low work-in-process greatly reduces lead times• Results in more effective and safer projects

54

Kanban for Hybrid mode life-cycles

55

First step – Reduce and Control Project/Feature size

Success Rate(On time, Budget, Quality, Customer Satisfaction)

Size

Chaos report for IT/SW projects performance - 2012

Key Measurement –Work in Progress –

57

WIP

WIP

Stabilize

Reduce

http://labs.spotify.com/2014/03/27/spotify-engineering-culture-part-1/

http://www.sep.com/lk2009/sterling-mortensen-case-study-hewlett-packard-laserjet-development/

Ongoing


DeliveryDeployment


AgilePlanning

Done Ongoing Done

B

C

F

HJ

G

L

I

DevOps != Continuous Deployment

O

PQ

R

s

T

UV

More Frequent Feature Delivery


U

Production

Continuous Deployment/Delivery will bring any organization a lot of benefits…

butthere is a lot of value to be gained by DevOps

mindset/practices/tools even without going all the way

Dealing with expensive transaction overheads

quick roundtime for short trips – no waits

More efficientBut longer time, less flexibilityPragmatic

Tradeoffs

DevopsTools

TraditionalProcesses

Ideal BatchW/O

DevOps Investment

Reduce Batch Size FurtherWITH

Great automation and leaner processes

DevOps != Continuous Deployment

http://clogeny.com/technology/devops-and-automation

How would a kanban system look like to support each of those transfer modes?

Batch of 1Batch of 6

Weekly Batch

68

Ongoing


DeliveryDeployment


AgilePlanning

Done Ongoing Done

B

C

F

HJ

G

L

I

Dealing with the Silos structure effect on people’s actions

O

PQ

R

s

T

UV

U

Production

Try Feature/Service/Product oriented

BizDevTestOps Teams

Product owner-Where are we going & why?- Priorities

Scrum overview – structure

POSM

Users

Stakeholders

Helpdesk

Operations

Management

ProductBacklog

SprintBacklog

... etc ...

Team

Direct communication

Scrum Master- Process leader/coach- Impediment remover

Cross functional, self organizing Team- How much to pull in- How to build it- How to test it

Agile works best with Feature Teams

Henrik Kniberg

Client team

C C C

Test team

T T T

DB team

D D D

Server team

S S S

Feature team 1

CC

S

D

TT

C

S

D

T

Feature team 2

D

S

DBServerClient

User

Communitiesof interest

NOTE: HR Structure can be either according to competencies or features. The important thing is for day to day work to solve as many integrations/dependencies within one team and minimize ongoing coordination costs

Feature Teams & Component Teams

Compared

http://www.featureteams.org/by Craig Larnman & Bas Vodde

Feature Teams & Component Teams Compared

http://www.featureteams.org/by Craig Larnman & Bas Vodde

DevOps Team – Enabling DevOps• For developers to take responsibility for the systems they create, they need support from operations :– to understand how to build reliable software that can be continuous deployed …– They need to be able to self-service environments and deployments. – They need to know how to do packaging, deployment, and post-deployment support.

• Somebody needs to support the developers in this, and if you want to call the people who do that the “devops team”, then I’m OK with that.

The crucial thing is this: the “devops team” is NOT on the hook for the systems that get built, or for deploying them, or writing the build and deployment scripts, or for the operation of those systems. Nor should there be “devops specialists” on development teams doing this work: this is core developer work, the same as writing code, and developers need to own it..

http://continuousdelivery.com/2012/10/theres-no-such-thing-as-a-devops-team/

See Kent Beck’s idea as described by Markus Gartner at http://www.shino.de/2010/11/04/software-g-forces-the-effects-of-acceleration/

Leverage the friction/pain to drive/focus improvement efforts

Policies – Rules of the Game

http://www.soccer-training-guide.com

Policies are a key part of improving continuously

Assess your DevOps Maturity and take the next steps

https://www.ibm

dw.net/urbancode/docs/continuous-delivery-m

aturity-model/

*AgileSparks DevOps Readiness Model – Early Draft – Oded Tamir – ask him to show it to you today…

Remember Maslow?

• Self-actualizationMastery

• Decentralized Control / Self-organization• Autonomous teams that can deliver without dependenciesAutonomy

• Love/BelongingPurpose/Mission

• Sustainable Pace• Healthy Software Craftsmanship• Healthy Architecture

Technical Safety

Job security

Physiological

http://en.wikipedia.org/wiki/Maslow%27s_hierarchy_of_needs

Across4. deploy to production more frequently than you can shoot a photo on your phone. and have been doing it for many years now.6. Father of Extreme Programming and now a distinguished software engineer at Facebook.8. only slightly less trendy than "Mobile"12. security tool where Gene Kim was CTO13. without it continuous is very hard14. Salesforce is one of the first companies to drive this trend15. care mainly about delivering value to production17. The Don of Product Development Flow19. the bird that rose from ashes and a great DevOps book

Down1. used to store grain as well people in functional organizations2. one of the main reasons we need to iterate3. we like to get it early and often5. the tool that used to be called Hudson.7. Integration, Delivery, everything.8. master of the kitchen as well as turns infrastructure into simple code9. care mainly about uptime and availability10. indication of availability11. release should be routine, not this16. Build, Measure,18. not just a video streaming service but also one of the great DevOps companies out there

The DevOpsPuzzle

http://www.agilesparks.com/services/devops

• What would you start with? • Draw a line or mark your cards

84

The practical steps this will drive you to adopt:

People/Structure

Changes to working teams

More DevOps-oriented organizational structure

Overcome Silos using DevOps metrics/score-

cards used to govern the organization

Processes

More frequent reviews/approvals/integration/testing/deployment

Leaner processes with fewer/lighter gates

Higher quality built in to avoid downstream

blockages in Test/Deploy/Production

Self-service over handoffs (e.g. IaaS)

Tools

Continuous Delivery Pipeline

Virtualization

Infrastructure-As-Code

E2E Kanban

Test Automation

Infrastructure-as-a-Service

devops/flow workshop for agile india 2015

Documents

complex systemsthe way

uncertain timeswhere

mikoyangurevich mig

change lead time

business priorities

applications development

business successwhat

goalreaching goals