DOES16 London - Benjamin Wootton - Lessons from 50 Enterprise DevOps Transformations

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Mr. Benjamin Wootton, Co-Founder, Sendachi Over the last few years, we have worked on over 50 DevOps transformations, in many instances with large, global, traditional enterprise organisations. During this time, we have gained hard won experience in how to be successful in modernising organisations to DevOps—changing working practices, re-structuring organisations, and re-platforming legacy technology stacks to benefit from infrastructure as code and other DevOps practices. In this talk we will talk about our experiences and hard won lessons of how to be successful with a DevOps transformation, with many real world case studies referenced. DevOps Enterprise Summit London 2016

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Navvia is always looking for ways to improve how we do things and we’ve come to see DevOps as our compass on the road to continual improvement. However, DevOps means different things to different people. To our company, it has become the rallying cry for organizational change. It is the standard that leads us on a path towards better alignment across teams, enhanced agility, higher quality and the elimination of waste. What you will learn: - Why Navvia embarked on DevOps - An overview of DevOps including common misconceptions - A case study entitled “a tale of two apps” - How Navvia is implementing DevOps - What we’ve learned so far It’s an exciting journey with the destination being improved customer experience, higher rates of innovation and a faster path to business value.

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DOES SFO 2016 - Ross Clanton and Chivas Nambiar - DevOps at Verizon

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HPE's Research Development & Engineering team has been on a fast-tracked DevOps journey over the past couple of years. During our DOES 2014 talk we shared our deployment of ElectricFlow as a highly available and centralized self-service solution that has enabled HPE developers to quickly onboard onto ElectricFlow for build/test/deployment pipelines in a repeatable and cost-effective way. At DOES 2015 we expanded on our investments into a comprehensive monitoring, self-healing, and accelerated deployment strategy across all of our applications to further bridge our Dev and Ops gap with greater visibility into our environments and to accelerate our time-to-market with repeatable and fully automated deploys. Join us this year as we continue in this journey with our biggest transformation yet: the proliferation of ChatOps within our organization. We will discuss the decisions that lead us to these investments, the key lessons we have learned, and share our various Hubot integrations and capabilities.

DOES SFO 2016 - Daniel Perez - Doubling Down on ChatOps in the Enterprise

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t last year’s DOES conference, we introduced the new Domain Specific Language (DSL) for Electric Flow and painted a vision for how it could revolutionize application release automation (ARA) for very large enterprise implementations. We are pleased to share with you our experiences and learnings from such a large scale implementation in a financial services company that we’ve been working on this past year. This is a very large implementation—hundreds of ‘platforms’, each containing hundreds of application components each targeting hundreds of ‘device types’, that is, thousands of components distributed across tens of thousands of end points in data centers across the world. Because of regulatory and quality concerns, complex multi-environment stage testing and promotion systems with clear separation of duties must be enforced. While Electric Flow provided the core functionality to achieve these goals, there was a considerable amount of customization required to support legacy applications, tools and processes. All of the custom work done by the Electric Cloud professional services teams was done in DSL, that is, source code first. Customizations are maintained in a source control system and applied to the various staging environments through automated script execution managed by Electric Flow. While the Electric Flow UI was not used to author content, it was used to verify implementation and provide a convenient ways for the client to monitor progress of their application delivery. The result was a highly maintainable and scalable implementation that could be customized and adjusted on a moment’s notice. Indeed, the project has been managed in a lean agile manner with three week sprints.

DOES SFO 2016 - Greg Maxey and Laurent Rochette - DSL at Scale

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Tempo. Most people are familiar with it in the musical sense. It’s the speed, cadence, rhythm that the music is played. It drives the music forward - and pulls it back. But there’s more to tempo than a musical beat. In war, like in business, tempo - the speed at which you can transition from one task to the next - is a critical component for victory. No single person nor department owns tempo. Somebody can’t just shout, “I now control the tempo,” and take charge. If you operate at a faster tempo than your cycle time allows, then you’ll get thrashing. The rate of tempo emerges organically as companies move around that action loop of sensing, deciding and acting. Tempo emerges from the convergence of architecture, infrastructure, organization, and mindset. All these things have to align to achieve tempo. None of them can be changed in isolation. In this talk, we will look at different models for transforming an organization to high tempo and high performance. We'll see how that can get derailed and what to do about it.

DOES SFO 2016 - Michael Nygard - Tempo, Maneuverability, Initiative

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Value Stream Mapping can streamline development processes and workflows. This talk will cover how Hearst has done internal Value Stream Mapping workshops to improve team collaboration and release times. In this talk, I will discuss Value Stream Mapping and how it has helped transform internal processes for businesses within Hearst to adopt a DevOps culture. I’ll walk through the successes and learning experiences we’ve gained by holding VSM sessions at different businesses, in varying verticals at Hearst. We will review real examples of workflows, release times, benefits to the contributors and business, and how the collaboration has helped teams. While there are great successes, I will also share where we saw room for improvement and how we continually make changes to bring the most value to our teams. The most important value is how these have helped to start building a DevOps mindset in a company of over 25,000 employees.

DOES SFO 2016 - Alexa Alley - Value Stream Mapping

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In my previous years’ talks at DevOps Enterprise Summit, I spoke about starting and scaling of DevOps at Capital One; importance of Open Source, Open Technology and Innovations in DevOps. This year, I will present Capital One’s journey of maturing in DevOps and Continuous Delivery. My presentation will cover our current areas of focus: Delivery Pipeline, Flow and Measurements. I will also share some of the problems we faced and what we did to solve them.

DOES SFO 2016 - Topo Pal - DevOps at Capital One

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Installing one CI server or configuring a deployment pipeline for a specific application might be easy enough. However, as enterprises look to scale their DevOps adoption and optimize their software delivery practices across the organization (to support additional teams, product lines, application releases, processes and infrastructure) -- software delivery pipeline(s) need to scale to support enterprise workloads. For some enterprises, this means having a pipeline that can withstand the velocity and throughput of thousands of product releases, supporting tens of thousands of developers and distributed teams, hundreds of thousands of infrastructure nodes, multitudes of inter-dependent application components, or millions of builds and test-cases. This scale poses unique challenges and implications for your pipeline design. This talk covers best practices for analyzing and (re)designing your software delivery pipeline – regardless of your chosen tool-set or technologies. Obtain tips and tools for ensuring your pipelines and DevOps infrastructure have the right architecture and feature-set to support your software production as it scales, while also ensuring manageability, governance, security, and compliance. Learn best practices for how to: 1) Plan for scale: how to project for the types of performance indicators/vectors you’d need to scale across. 2) How to design of your pipeline and supporting infrastructure and operations (such as data retention, artifact retrieval, monitoring, etc.). 3) Design your pipeline workflows and processes to allow reusability and standardization across the organization, while also enabling flexibility to support the needs of specific teams/apps. 4) Design your pipeline in a way that enables fast rollout- easy onboarding thousands of applications, across hundreds of teams 5) Incorporate security access controls, approval gates and compliance checks as part of your pipeline and have them standard across all releases 6) Ensure your architecture support HA, DR and business continuity.

DOES SFO 2016 - Avan Mathur - Planning for Huge Scale

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As organizations invest in DevOps to release more frequently, there’s a need to treat the database tier as an integral part of your automated delivery pipeline – to build, test and deploy database changes just like any other part of your application. However, databases (particularly RDBMS) are different from source code, and pose unique challenges to Continuous Delivery - especially in the context of deployments. Often, code changes require updating or migrating the database before the application can be deployed. A deployment method that works for installing a small database or a green-field application may not be suitable for industrial-scale databases. Updating the database can be more demanding than updating the app layer: database changes are more difficult to test, and rollbacks are harder. Furthermore, for organizations who strive to minimize service interruption to end users, database updates with no-downtime are a laborious operation. Your DB stores the most mission-critical and sensitive data of your organization (transaction data, business data, user information, etc.). As you update your database, you’d want to ensure data integrity, ACID, data retention, and have a solid rollback strategy - in case things go wrong … This talk covers strategies for database deployments and rollbacks: • What are some patterns and best practices for reliably deploying databases as part of your CD pipeline? • How do you safely rollback database code? • How do you ensure data integrity? • What are some best practices for handling advanced scenarios and backend processes, such as scheduled tasks, ETL routines, replication architecture, linked databases across distributed infrastructure, and more. • How to handle legacy database, alongside more modern data management solutions?

DOES SFO 2016 - Chris Fulton - CD for DBs

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2 years ago at DOES14, I presented “Vision Versus Execution: Implementing Continuous Delivery”. I shared how we achieved a big Continuous Delivery win – increasing software test coverage and delivery velocity and efficiency. Since then, we have been busy scaling DevOps, Continuous Delivery and Lean principles across teams and practices throughout Urban Science. This rollout included both a cultural aspect, as well as an implementation of a centralized, shared, self-service automation solution for our teams – enabling them to “opt-in” to an automated pipeline. In this talk I will present anecdotes and learnings gathered through our experience over the past two years and discuss the challenges and the value of scaling DevOps across the organization.

DOES SFO 2016 - Marc Priolo - Are we there yet?

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Aimee Bechtle of Capital One’s Card Technology Advanced Engineering team will share how they have utilized Distributed Dojos to transform to a workforce skilled in DevOpsSec, public cloud and automation. Their Distributed Dojo strategy was formed when they needed to quickly and efficiently meet the challenges of a large cloud migration but were limited by local resources. Reaching out to a prominent retail chain they learned how draw from their engineering talent to form short-term, highly focused delivery teams. These teams now work cohesively across multiple locations to solve the challenges introduced when migrating such a large-scale, complex infrastructure to the cloud. They will explain how within weeks several Dojo teams were formed and releasing automation that not only supported Card Technology’s DevOpsSec and cloud mission, but provided associates with new skills that could be proliferated throughout the company.

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Speed as a Prime Directive Ray Krueger, Vice President of Engineering, Hyatt Hotels Corporation Hyatt is transforming into a technology company that delivers digital experiences in the Hospitality industry. We're applying Continuous Delivery in order to achieve our goals faster. In the process, we are simplifying and abstracting legacy environments and building a hospitality technology platform.

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After an initial DevOps transformation as a company, we had to grapple with how to scale and grow the talent and workforce to build a NextGen DevOps-minded company of 18,000+ people. We have built a number of programs to expand awareness, encourage growth mindsets, and drive workforce development. We will share the different ways we are working to "Build Brilliant Teams" to drive our DevOps transformations.

DOES SFO 2016 - Paula Thrasher & Kevin Stanley - Building Brilliant Teams

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At DOES15, we presented the work we'd done at Salesforce to take their SRE teams to the "blameless cloud." We worked with various roles in the SRE teams so they could start asking the right questions about failure, and through the postmortem and retrospective process, begin to make lasting changes in _how_ Salesforce worked with and remediated identified failures. But DevOps espouses less siloed thinking and more shared responsibilities, so we found postmortems within the SRE organization weren't enough. As Salesforce was moving toward a model of "service ownership," teams along the entire software delivery value stream needed to start to understand their roadblocks to remediation and what aspects of the complex system they worked in were impeding their ability to "own their service." We'll discuss the second phase of our work in helping these operations _and product_ teams gain a deeper understanding of service ownership, and why just "DevOps'ing it up" wasn't quite enough on its own to help. plus we'll introduce an expanded model from last year's talk that incorporates human factors and complexity theory. These additions helped prime the teams to more effectively grapple with the challenges facing them on the road to true service ownership.

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Equifax powers the financial future of individuals and organizations around the world. Using the combined strength of unique trusted data, technology and innovative analytics, Equifax has grown from a consumer credit company into a leading provider of insights and knowledge that helps its customers make informed decisions. Delivering on that trust requires both business and technical operations excellence. Faced with the growing challenges of the modern marketplace, the Equifax IT organization embarked on a top-to-bottom cultural and technical transformation. This presentation will outline how the Equifax IT team has taken steps towards transforming itself into a nimble, efficient and internally-capable organization. Topics will include key management lessons learned, budget realignment, creating partnerships across organizational boundaries and strategic projects to focus the organization’s transformation efforts. The early results? IT is no longer viewed as a liability to the business, instead IT is now an asset – a strategic partner that is actively helping to close deals.

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Adopting DevOps principles and practices frequently leads enterprises down a path to significant cultural and organizational change. This creates a real barrier for DevOps advocates to overcome, since leading researchers sparked by John Kotter’s claim of a 70% failure rate for organizational change have confirmed through scientific study that these types of transformative efforts are more likely to fail than to succeed. Fortunately, all is not lost! The scientific community has also uncovered a powerful tool that consistently increases the success rate of transformational change. The secret weapon is leadership… but not just any style of leadership… In this session, Steve Mayner will share the research he has uncovered in his own doctoral journey on the power of transformational leadership to drive successful organizational change. How enterprise leaders cast vision, encourage individual growth, demonstrate authenticity, and challenge followers to maximize their creative potential can have a greater influence on the success

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Technology Transformation: How Team Values Boost Customer Value Opal Perry, Divisional CIO, Claims, Allstate Insurance At Allstate, the largest publicly held personal lines property and casualty insurer in America, we constantly innovate for the good of our customers. It’s part of who we are and the legacy we’ve been building since 1931. Recently, we set about recasting the organization's technical and engineering discipline to make it core to the company, and moving technology up the value chain. But technology is just one piece of the transformation. Opal will discuss how an explicit focus on culture and values, together with new ways of working, empower product teams and bring valuable technology to customers with greater speed and agility.

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Time Theft: How Hidden and Unplanned Work Commit the Perfect Crime Dominica DeGrandis, Director, Training & Coaching, LeanKit Invisible work competes with known work. Invisible work blindsides people, leaving teams unaware of mutually critical information, until it’s too late. Married to this problem, is the question, how does one plan for, or allocate capacity for the invisible? It’s tough to analyze something you can’t see. Incognito work doesn’t show up in metrics. Hidden work stalls and blocks important priorities and masks dependencies. Risk accumulates from work delivered late and started late. The solution is to put conditions in place that allow unplanned work to be seen and measured -- particularly high risk work involving far-reaching decisions. This talk shows you how to do just that. DevOps Enterprise Summit San Francisco 2016

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DOES16 London - Benjamin Wootton - Lessons from 50 Enterprise DevOps Transformations

1. Lessons

2. From

3. 50

4. Enterprise

5. DevOps Transformations Benjamin

6. Wootton @benjaminwootton

8. Enterprise DevOps Gave Me A Different View ITIL / SCRUM For DevOps Would Be Awesome! I DevOps Teams I DevOps As A Job Title I DevOps As A Culture I Quite Like The Legacy Vendors

9. Aims For Presentation: Cover Some Of Our Hard Won Lessons Put Them Into Historical Context

10. 2014 What Is This DevOps Thing?

11.

12. Lesson: There

13. Is

14. A

15. Lot

16. Of

17. Confusion

18. In

19. The

20. Enterprise

21.

22.

23.

24. Lesson: Enterprise

25. IT

26. Has

27. A

28. Long

29. Way

30. To

31. Go

32. Development Team 1 Development Team 2 Development Team 3 Development Team 4 Development Team 5 Development Team 6 -‐ Mobile Development Team 7 -‐ Vendor Monitoring Team Middleware Team App Support Team 1 App Support Team 2 DBA Team Network Team Wintel Team Unix Team Infrastructure

33.

34.

35. Lesson: There

36. Is

37. Very

38. Limited Guidance

39. Of

40. How

41. To

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43. It In

44. An

45. Enterprise

46. Setting

47.

48. Lesson: DevOps Isn’t

49. A

50. Culture,

51. It’s

52. A

53. Concrete

54. Activity

55.

56. 2015 Year Of The POC

57. Lesson: Enterprise

58. DevOps Is

59. Really

60. Hard

61. To

62. Instigate

63. Lone Champion

64. Lesson: It’s

65. All

66. About

67. The

68. Business

69. Case

70.

71. Lesson: DevOps Supports

72. Rather

73. Than

74. Compromises

75. Controls,

76. Governance,

77. Audit

78.

79. Security

80.

81. 2016 Year Of The Wider Scale Enterprise Rollout

82. Lesson: Sandpit

83. Proof

84. Of

85. Concepts

86. Had

87. Flaws

88.

89. Lesson: DevOps Is

90. A

91. Reorganisation

92. Product Aligned Dev/Ops Team Product Aligned Dev/Ops Team Product Aligned Dev/Ops Team “DevOps Team” The DevOps team are responsible for the path to production. Tips to make DevOps team a success: • Enable other teams • Don’t become a silo • Coaching and training • Reference Architecture • Automate relentlessly • Self service for product aligned teams Developers Testers IT Ops Developers Testers IT Ops Developers Testers IT Ops

93. UnixMiddlewareDBANetwork X-‐Functional Dev/Ops TeamX-‐Functional Dev/Ops TeamX-‐Functional Dev/Ops Team Platform Services Team Dev/Ops: Development: Operations: Traditional IT Operations becomes even smaller, more technology aligned. Deep specialism retained, providing optimised building blocks. These engineers become more application aligned, helping the appplication teams release their code quickly and efficiently Incredibly important that these people don’t become a silo that drive Dev and Ops further apart. They enable rather than do work on behalf of delivery teams.

94. Lesson: Concentrate

95. On

96. The

97. People

98. Change

99. Journey

100.

101. Lesson: Focus

102. On

103. The

104. Adoption,

105. Upskilling