Where to Start with DevOps


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Where to Start with DevOps

  1. 1. www.ranger4.com DevOpstastic Where to Start with DevOps?
  2. 2. www.ranger4.com DevOpstastic 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?
  3. 3. www.ranger4.com DevOpstastic “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  
  4. 4. www.ranger4.com DevOpstastic “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  
  5. 5. www.ranger4.com DevOpstastic “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  
  6. 6. www.ranger4.com DevOpstastic “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  
  7. 7. www.ranger4.com DevOpstastic What Drives DevOps? I’m  in  charge  of   stability   I’m  all  about   change   CONFLICT   Development   Opera7ons  
  8. 8. www.ranger4.com DevOpstastic 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  
  9. 9. www.ranger4.com DevOpstastic “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  
  10. 10. www.ranger4.com DevOpstastic Why   now?  
  11. 11. www.ranger4.com DevOpstastic 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’  
  12. 12. www.ranger4.com DevOpstastic "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  
  13. 13. www.ranger4.com DevOpstastic HOW  DO  YOU  GET   DEVOPS?   You  can’t  adopt  it   You  can’t  hire  it   You  can’t  buy  it  
  14. 14. www.ranger4.com DevOpstastic Jez  Humble  says  
  15. 15. www.ranger4.com DevOpstastic 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
  16. 16. www.ranger4.com DevOpstastic Michael Sahota | @MichaelSahota | http://bit.ly/13Btc5c Friday, August 23, 13 By  Michael  Sahota  
  17. 17. www.ranger4.com DevOpstastic CHANGE  
  18. 18. www.ranger4.com DevOpstastic FAILURE
  19. 19. www.ranger4.com DevOpstastic 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)
  20. 20. www.ranger4.com DevOpstastic 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  
  21. 21. www.ranger4.com DevOpstastic "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  
  22. 22. www.ranger4.com DevOpstastic 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
  23. 23. www.ranger4.com DevOpstastic 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    
  24. 24. www.ranger4.com DevOpstastic 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.
  25. 25. www.ranger4.com DevOpstastic How  does  Act  3  start?  
  26. 26. www.ranger4.com DevOpstastic 1. Understand your current state
  27. 27. www.ranger4.com DevOpstastic 2. Imagine your future state
  28. 28. www.ranger4.com DevOpstastic 3. Plan your journey
  29. 29. www.ranger4.com DevOpstastic 4. Put one foot forward
  30. 30. www.ranger4.com DevOpstastic 5. Measure, Measure, Measure
  31. 31. www.ranger4.com DevOpstastic 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
  32. 32. www.ranger4.com DevOpstastic What do you want to do next, then?
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