where to start with devops

www.ranger4.com DevOpstastic

Where to Start with DevOps?


Agenda

•  Definitions of DevOps •  What Drives DevOps? •  A Short History of DevOps •  How to assess ‘DevOps Readiness’

– Characteristics of a DevOps Culture – Let’s Talk About Failure

•  How do you get DevOps?


“DevOps refers to the emerging professional movement that advocates a collabora7ve working rela7onship between Development and IT Opera7ons, resul7ng in the fast flow of planned work (i.e., high deploy rates), while simultaneously increasing the reliability, stability, resilience of the produc7on environment.”

Gene Kim


“For most organiza7ons applica7on releases are analogous to extremely tense and pressurized situa7ons where risk mi7ga7on and 7ght 7me deadlines are key. This is made worse with the complica7on of internal silos and the consequent lack of cohesion that exists not just within the microcosm of IT infrastructure teams but also amongst the broader departments of development, QA and opera7ons. Now with the increasing demand on IT from applica7on and business unit stakeholders for new releases to be deployed quickly and successfully, the interdependence of soNware development and IT opera7ons are being seen as an integral part to the successful delivery of IT services. Consequently businesses are recognizing that this can't be achieved unless the tradi7onal methodologies and silos are readdressed or changed. Cue the emergence of a new methodology that's simply called DevOps..”

Archie Hendryx, VCE


“DevOps finally proves how IT can be a strategic advantage that allows a business to beat the pants off the compe77on. This is the moment we’ve all been wai7ng for.”

John Wills via Gene Kim


“DevOps is the merger of the realms of development and opera7ons (and if truth be told elements of product management, QA, and *winces* even sales should be thrown into the mix too).”

James Turnbull, Puppet Labs


What Drives DevOps?

I’m in charge of stability

I’m all about change

CONFLICT Development Opera7ons


The Downward Spiral

Words taken from a Gene Kim presenta2on

Opera7ons sees:

•  Fragile applica7ons are prone to failure

•  Long 7me required to figure out ‘which bit got flipped’

•  Detec7ve control is a salesperson •  Too much 7me required to restore

service •  Too much firefigh7ng and

unplanned work •  Planned project work cannot

complete •  Frustrated customers leave •  Market share goes down •  Business misses Wall Street

commitments •  Business makes even larger

promises to Wall Street

Dev sees: •  More urgent date-‐driven projects

put into the queue •  Even more fragile code put into

produc7on •  More releases have increasingly

‘turbulent installs’ •  Release cycles lengthen to

amor7se ‘costs of deployments’ •  Failing bigger deployments difficult

to diagnose •  Most senior and constrained IT ops

resources have less 7me to fix underlying process problems

•  Ever increasing backlog of infrastructure projects that could fix root cause and reduce costs

•  Ever increasing tension between development and IT Opera7ons


“So … why should we merge or bring together the two realms? Well there are lots of reasons but first and foremost

because what we’re doing now is broken. Really, really broken. In many shops the rela7onship between development (or

engineering) and opera7ons is dysfunc7onal to the point of occasional

toxicity.” James Turnbull, Puppet Labs


Why now?


A Short History of DevOps

2007

2008

2009

2010

2011

2012

2013

Andrew Shafer Agile Conference, Toronto

Patrick Dubois

Agile System Administrators Group

DevOps Days Belgium #devops

John Allspaw & Paul Hammond FlickR

‘Gartner Explores DevOps’ Cameron Haight

Mike Gualateri, Forrester – ‘NoOps’

Ronnie Colville of Gartner: ‘ARA is a Key to DevOps’


"Your work is going to fill a large part of your life, and the only way to be truly sa7sfied is to do what you believe is great work.”

Steve Jobs


HOW DO YOU GET

DEVOPS? You can’t adopt it

You can’t hire it

You can’t buy it


Jez Humble says


Don’t Hire, Grow

1.  Create a Cultivation Culture 2.  Create personal development plans with

all of your people 3.  Make time for cross-skilling and pairing 4.  Create a strategic goal to create

knowledge 5.  Experiment! Improvise! 6.  Create an environment where it is safe to

learn

www.ranger4.com DevOpstastic Michael Sahota | @MichaelSahota | http://bit.ly/13Btc5c

Friday, August 23, 13

By Michael Sahota


CHANGE


FAILURE


Characteristics of a DevOps Culture

•  Pairing, learning, cross-skilling •  Operate in fluid, focused, multi-disciplinary

teams based on projects rather than skill sets

•  Sense of constantly dancing on the edge of failure

•  Continuous drive for improvement •  Love metrics, measure everything (data-

driven)


DevOps Readiness States

Opera7onal Requirement Ready

ü  Capturing Ops req. in Product Backlog and Acceptance Criteria

ü  Establishing Virtualisa7on, Public/Private Cloud, Hybrid Cloud

ü  Providing Dev. Environments

Infrastructure Ready

ü  Aligning Deployment with Dev/Biz cycle

ü  Automa7ng Deploy and Disaster Recovery

Deployment Ready

ü  Time-‐Box, Con7nuous Delivery ü  Con7nuous Integra7on,

Con7nuous Deploy Con7nuous Feedback

ü  Transparency, Reduce Waste, Flow of Value

Agile / Lean Ready

Ops

Dev

ü  Op7mizing Biz-‐Dev-‐Ops Cadence

ü  Reducing Cycle Time and MTTR ü  Business Focus IT

DevOps DevOps Ready •  Providing infra. info.

to dev •  Providing Dev Env.

to Dev

•  Providing integrated Cycle for Biz /Dev

•  Providing Opera7ons Issues to Dev for reducing MTTR

•  Feedback Apps requirement for Infra to Ops

•  Feedback Business Scenario to Ops

•  Deploy Valuable App, just-‐in-‐7me to Biz

•  Share whole Dev Asset/Work Products to Ops

Tomaharu Nagasawa


"Ul7mately the whole purpose of DevOps is to make everyone more effec7ve – to get to the end-‐goal faster and more efficiently. No manager will push back on that kind of philosophy! One of the things I love about the DevOps movement is the emphasis on open culture, and how folks share what they learn. A rising 7de liNs all boats: Everyone is growing and gets

to learn from the experiences that are shared.”

Alison Miller, Electronic Arts


Action List 1.  Designate an executive-level DevOps

evangelist 2.  Appoint DevOps-focused team members

from each required domain 3.  Make a must-have skills list 4.  Streamline processes to incorporate input

across development, QA/test and operations 5.  Budget for talent and technology 6.  Identify the troublemaker applications


How Do You Know You’re Good at DevOps?

•  Technical Metrics: – Code quality – Customer

satisfaction – Volume of releases – Volume of failures – Downtime

•  Business Metrics – Revenue – Throughput – Performance – Produc7vity – Employee sa7sfac7on


The Destructive Pattern in 3 Acts (Gene Kim)

•  Act I begins with IT Operations, where we’re supporting a large, complex revenue generating application. The problem is that everyone knows that the application and supporting infrastructure is… fragile

•  In Act 2, everyone’s lives gets worse when the business starts making even bigger promises to the people we let down, to compensate for the promises we previously broke.

•  In Act 3, DevOps Breaks Us Out Of Our Downward Spiral - we know that there must be better way, right? DevOps is the proof that it’s possible to break the core, chronic conflict, so we can deliver a fast flow of features without causing chaos and disruption to the production environment.


How does Act 3 start?


1. Understand your

current state


2. Imagine your

future state


3. Plan your

journey


4. Put one

foot forward


5. Measure,

Measure, Measure


DevOps Don’ts

•  Don’t create a DevOps Department •  Don’t advertise for or hire DevOps people •  Don’t just buy tools •  Don’t be afraid of failure •  Don’t allow blame


What do you want to do next, then?

where to start with devops

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