Moving the DevOps Needle in Enterprise Organizations
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Moving the DevOps Needle in Enterprise Organizations

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Presented at DevOpsDays Atlanta 2013 ...

Presented at DevOpsDays Atlanta 2013
DevOps has proven itself across many smaller organizations but large enterprises are usually slow to change. It can be a daunting task even identifying where to make changes since there are so many processes and organizational silos to get in the way. As a veteran employee of small, medium, and large enterprises I have figured out ways to drive organizational change based upon getting results. In this presentation I will describe my methods for creating change within and across organizations and provide specific examples of how to begin a meaningful shift towards making DevOps a standard practice within your organization. I'll detail some of the roadblocks to making DevOps a reality and explain how to overcome these obstacles.

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  • DevOps has proven itself across many smaller organizations but large enterprises are usually slow to change. It can be a daunting task even identifying where to make changes since there are so many processes and organizational silos to get in the way. As a veteran employee of small, medium, and large enterprises I have figured out ways to drive organizational change based upon getting results. In this presentation I will describe my methods for creating change within and across organizations and provide specific examples of how to begin a meaningful shift towards making DevOps a standard practice within your organization. I'll detail some of the roadblocks to making DevOps a reality and explain how to overcome these obstacles.
  • Almost everyone in the US thinks that Idaho is Iowa. This slide is just to raise awareness of where my home state is and have a little fun to start things off. To be honest, I didn’t know where Idaho was before I moved there a couple of years ago.

Moving the DevOps Needle in Enterprise Organizations Moving the DevOps Needle in Enterprise Organizations Presentation Transcript

  • Moving the DevOps Needle In Enterprise Organizations DevOps Adoption Business Value
  • About Me: Jim Hirschauer @HirschOnAPM • I’m a Performance Geek!!! • Designed and Implemented Monitoring Architecture for Wachovia Investment Bank and Wells Fargo Managed Services • Initiated cultural shift to proactive monitoring. • I’ve used many of the enterprise class monitoring tools in existence. • I currently live, work, and play in Idaho. 2
  • 3 This is Iowa, I don’t live here. This is Idaho, I do live here. Right Here!
  • The DevOps movement is an attempt to bring Development and Operations together so that they can achieve the effectiveness and efficiency that the business deserves. 4
  • Our Focus Business Case 5 Cultural Change
  • Part 1: The Cultural Change 6
  • Categories Top Down Bottom Up
  • Top Down Forced change by executive order. (Requires executive support) 8
  • Top Down Pros • Corporate commitment • Easier to implement • Funded 9 Cons • Resistance to change without passionate supporters • Hard to get executive mandate • Lots of executive mandates already • Executive input (Usually not good in technical matters) • Requires business
  • Bottom Up Starts small and spreads organically. (Needs leadership and evangelism) 10
  • Bottom Up Pros • Passionate supporters help remove barriers • Bypass road blocks • Better end results • Ability to change and adapt. 11 Cons • Starts slower • Lack of executive support • Lack of funding • Fragmented without strong leadership.
  • In my experience, the bottom up approach yields better results over time. 12
  • Enterprise Barriers Fear of Change Complacency Risk Regulations Other Agendas (Politics) 13
  • Figure Out Who’s Interested • Show – How it will make their life better – Benefits to company – Tactical and Strategic • Methods – Lunch and Learn – Social Media – Intranet – Staff Meetings 14
  • What other methods have you used? 15
  • Evangelize 16
  • Convert A Vocal Opponent 17
  • It Takes a Long Time 18
  • Communicate • Ask about pain points • Solve the pain • Communicate your success • You’ve just converted a new activist for your cause. 19
  • Constant Sharing of Lessons Learned Newsletter Intranet Elevator Presentations Conferences User Groups 20
  • Success is your greatest weapon 21
  • How do you promote cultural change? 22
  • Part 2: The Business Case 23
  • If you’re going to ask for funding, you must understand the budget cycle and buying process.
  • Define the problem • Infrequent code releases • Lack of innovation • Long MTTR • Too much downtime 25 Convert problems into business impact.
  • What are the problems in your organization? 26
  • Relate the problem to your competition 27 First To Market Feature Parity Product Parity Ease of Use What Else?
  • 28 Create a multi-dimensional argument. (don’t place all of your eggs in one basket)
  • Figure out the main players 29 ExecutiveBudget Holder Supporter Adversary
  • Figure out a solution • DevOps!!! • Tools? – Build Automation – Release automation – Test Automation – Application Monitoring 30
  • Understand the pre-existing landscape 31
  • 32
  • Does FOSS make sense? • Will I need support? • Are the features right? • Will security approve? 33
  • Find like minded people Be sure to include people who are impacted by the problem (the business) 34
  • Assume no financial support • Asking for money to prove your concept is a non- starter. • Assume you will have no funding to start with. 35
  • Start small and collaborate for success • Create success on a small scale. • Collaborate with your supporters to improve chances of success. 36
  • Prove repeatability 37
  • Document your success We successfully deployed XYZ tool and were able to automatically deploy our new code. 38
  • Document your success By automatically deploying our new code we were able to eliminate risk of human error during deployment and increase speed of delivery by 50%. This will reduce customer impact and increase speed of delivery. 39
  • Calculate ROI 40
  • Present your findings 41
  • Be prepared to do more work. The first answer is usually no. 42
  • Learn from Failure • What went wrong? • Can it be fixed? • Can it be avoided in the future? 43
  • Have you built a business case? What worked? What didn’t? 44
  • Thank You