Agile, Continuous Delivery & DevOps in perspectief
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Agile, Continuous Delivery & DevOps in perspectief

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Agile, Continuous Delivery & DevOps in perspectief.

Agile, Continuous Delivery & DevOps in perspectief.
Uitleg over de bovenstaande begrippen en hun samenhang.

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  • First, there’s the happy customer. Here we need to stop focusing on SLA’s and service reports with availability percentages of 99,5%, which the customer couldn’t care less about. Agreeing and measuring on customer satisfaction (like NPS) is a nice first step. In Agile principles the close collaboration with the business is essential to all Agile practices, where the business (by means of the Product Owner) is IN the team, not shouting from the other side of the river. Second, your business changes its portfolio, its priorities, its goals while you’re brushing your teeth. Short iterations of distinctive value are crucial here to support the changing organization, where constant feedback is also crucial to keep everyone on board and minimize the long term business risk. Third, IF your organization requires changes, through legislation, or competition, or new market opportunities, these changes are needed yesterday. Only an agile development team is not enough to reach a short time to market. If it halts at test, or production, or the business itself, there will never be a fast flow here. And the last business driver is about delivering quality in a reliable, repetitive and sustainable manner. Working in splendid isolation, whether you are at a Service Desk, or a developer, teams need to be compressed with all required disciplines to deliver quality at the required pace. This is a big challenge in large companies with considerable legacy environments.
  • As said, Scrum is the best documented Agile approach worldwide. This approach is based on only a few roles. The Product Owner is representing the business IN the team. Constantly involved, especially with regard to explaining business needs (in the form of use cases or user stories, all available in the Product Backlog) and ensuring the team is acting according to the actual business priorities. Based on the PBL, the team breaks down the total list into limited parcels, which we call sprints. Within the sprint the sprint backlog is picked up by the team, which deliver ready products every 2-4 weeks, using daily standups to ensure short and constant feedback loops. The Scrum Master is safeguarding the Scrum process and facilitating the team members in doing their jobs. The Team Members are the people engineering the product, which for Scrum is usually a particular piece of software, but can in fact be any product or service you’d like. So the main characteristics of Scrum are the tight interaction with the customer, the iterations and feedback loops to deal with constant change, and the short time to deliver ready products. Now especially this item is a growing pain as well. After all, Scrum ends at the Potentially Shippable Product, it does not deal with the actual release, transition to production, knowledge transfers to support, documentation, etc. Now, to prevent the actual waterfall to sustain at the end of the product development and still hamper the delivery, operations & support need to be involved continuously during the Scrum process. I will come back to that later.
  • "Lean Startup" is a largely theoretical methodology for developing businesses and products first proposed in 2011 by Eric Ries. Based on his previous experience working in several US startups, Ries claims that startups can shorten their product development cycles by adopting a combination of business-hypothesis-driven experimentation, iterative product releases, and what he calls " validated learning ". Though still largely unsubstantiated, Ries' overall claim is that if companies, especially startups, invest their time into iteratively building products or services to meet the needs of early customers, they can sidestep the need for large amounts of initial project funding and expensive product launches

Agile, Continuous Delivery & DevOps in perspectief Presentation Transcript

  • 1. Title | Plaats| Datum | 1 Continuous Delivery Agile, Continuous Delivery & DevOps in perspectief Dave van Herpen
  • 2. Title | Plaats| Datum | 2 ►Drivers ►Wat is: ● Agile ● Continuous Delivery ● DevOps ►Sogeti & Agile/Continuous Delivery/DevOps To do
  • 3. Title | Plaats| Datum | 3 ►Drivers ►Wat is: ● Agile ● Continuous Delivery ● DevOps ►Sogeti & Agile/Continuous Delivery/DevOps To do
  • 4. Title | Plaats| Datum | 4 Het speelveld Service Management Functioneel beheer Applicatie beheer Technisch beheer Project Management Incidenten service req. RfC’s Beheer requirements Transitie naar beheer Changes & releases Voortschrijdend Voorschrijvend Project Onderhoud Beheer
  • 5. Title | Plaats| Datum | 5 Agile & DevOps business drivers Customer Satisfaction Business driven Business driven Optimal value & risk Feedback loops Feedback loops Short TTM Fast flowFast flow Efficient operations Multidiscipl. teams Multidiscipl. teams @daveherpen
  • 6. Title | Plaats| Datum | 6 Tijd, kosten & risico’s
  • 7. Title | Plaats| Datum | 7 ►Drivers ►Wat is: ● Agile ● Continuous Delivery ● DevOps ►Sogeti & Agile/Continuous Delivery/DevOps To do
  • 8. Title | Plaats| Datum | 8 ►Continuous Delivery: ● Integratie binnen de deployment pipeline ►DevOps: ● Beweging tbv samenwerking Dev, Ops, QA & business ►AgileBeheer: ● Sogeti visie op waarmaken agile belofte via samenwerking in gehele IT keten, van project tot beheer CD - DevOps - AgileBeheer
  • 9. Title | Plaats| Datum | 9 CD - DevOps - AgileBeheer Continuous Delivery DevOps Basis = principes Naam = gewenste resultaat Basis = organisatie Naam = implementatiewijze Agile Beheer Basis = wendbaarheid Naam = resultaat & domein
  • 10. Title | Plaats| Datum | 10 Agile = Scrum XP DSDM FDD Crystal Kanban DevOps
  • 11. Title | Plaats| Datum | 11 Agile Manifesto (Salt Lake City 2001) Mensen en hun onderlinge interactie boven processen en tools Werkende software boven allesomvattende documentatie Samenwerking met de klant boven contractonderhandelingen Inspelen op verandering boven het volgen van een plan
  • 12. Title | Plaats| Datum | 12 Agile: Scrum Operations & SupportOperations & Support Operations & MaintenanceOperations & MaintenanceDevelopment Klant interactieKlant interactie Anticiperen changes Anticiperen changes Snel leverenSnel leveren @daveherpen Product Owner Scrum Master Team Members
  • 13. Title | Plaats| Datum | 13 ►Jezz Humble ►Continuous Delivery: matchen van het verandertempo van beheer (ops) met ontwikkeling (dev) door: ● Alles in deployment pipeline: gehele value stream in versiebeheer, van code check-in tot productie (incl omgevingen) ● Geautomatiseerd: ○ Testen ○ Builds ○ Integratie ○ Deployments ○ Creatieproces (OTAP) omgevingen Continuous Delivery Continuous Delivery “DevOps”
  • 14. Title | Plaats| Datum | 14 ►Ontstaan in 2009 vanuit: ● Flickr dev & ops samenwerking (“10+ deploys a day”) ● Agile Infrastructure ● Lean Startup movement ● Continuous Delivery ● Cloud (PaaS) services ► Must reads ● Whitepaper “DevOps Distilled” (Kim) ● The Phoenix Project (Kim, Behr, Spafford) DevOps origine
  • 15. Title | Plaats| Datum | 15 ►Een beweging ● Gene Kim, Damon Edwards, Patrick Debois, John Willis, ... ►Uitgangspunten: ● Samenwerking Dev + Ops (Lite) + QA + business ● Shippable code + omgevingen ● Snelle flow planned work, kleine batch size ● P = betrouwbaar, stabiel, veerkrachtig, bedrijfszeker DevOps = ...
  • 16. Title | Plaats| Datum | 16 DevOps: relaties Continuous  Build  Integration  Deployment  Delivery  ......
  • 17. Title | Plaats| Datum | 17 ►Culture ● Verandermanagement ►Automation ● Release mgt, config & versiebeheer, integration, monitoring ►Measurement (metrieken) ● Performance (#deploys) ● Process (#handovers) ● People (#people/deployment) ►Sharing ● Feedback ● Co-locatie DevOps dimensies: CAMS
  • 18. Title | Plaats| Datum | 18 DevOps: The Three Ways 1. Systems thinking 2. Verbeteren feedback loops 3. Cultuur van voortdurend experimenteren & leren Resultaten: •Known defect gaan nooit downstream •Geen suboptimalisatie •Zoek altijd naar verbetering flow •Begrijp altijd het volledige systeem Resultaten: •Begrijp en reageer op alle klanten •Verkort en verbeter alle feedback loops •Borg kennis waar je het nodig hebt Resultaten: •Tijd continue verbetering dagelijks werk •Rituelen om team te belonen voor risico´s •Introduceer fouten in systeem > veerkracht
  • 19. Title | Plaats| Datum | 20 ►Shippable code + herbouwbare omgeving om naar te deployen ►IT ops: geautomatiseerd bouwproces OTAP (lage variantie) ►Eén shared repository (CMDB) ►Security monitoring controls DevOps & Agile
  • 20. Title | Plaats| Datum | 21 DevOops ►Vooral focus op: ● Standaardisatie ● Automatiseren ● Nieuwe technologieën ►Te weinig focus op: ● Functioneel Beheer ● IT support ● Complexe systemen & processen ● Portfolio Management >> DevOps focus:
  • 21. Title | Plaats| Datum | 22
  • 22. Title | Plaats| Datum | 23 ►Drivers ►Wat is: ● Agile ● Continuous Delivery ● DevOps ►Sogeti & Agile/Continuous Delivery/DevOps To do
  • 23. Title | Plaats| Datum | 24 Sogeti AgileBeheer Service Management Functioneel beheer Applicatie beheer Technisch beheer Project Management Incidenten service req. RfC’s Beheer requirements Transitie naar beheer Changes & releases Voortschrijdend Voorschrijvend Project Onderhoud Beheer
  • 24. Title | Plaats| Datum | 25 AgileBeheer: Tools & technieken Project Onderhoud Beheer Operations Owner Collaboration tooling voor hele team Kanban:Cases (IM, PM, CM) Agile CSI als vliegwiel Klanttevredenheid als KPI (BLA) Rationalisatie IT landschap Cultuur: Serious Gaming Automated Release Management Agile Contract Management
  • 25. Title | Plaats| Datum | 26 AgileBeheer: Succesfactoren ►Sturing op resultaat • Managementstijl (kaders ipv regels) • Mandaat • Zelfstandigheid • Volwassenheid • Kwaliteit versus kosten ►Samenwerking in de beheerketen • Integratie ‘proces’-activiteiten (FB/AB/TB) • Proactieve samenwerking obv vertrouwen • Betrokkenheid interne en externe partijen • Afspraken afgestemd in de keten ►Adaptiviteit • Omgaan met complexiteit • ‘Omarmen’ van veranderingen • Techniek (OTAP, cloud) • Organisatie (zelflerende teams) • Processen (Lean,ToC,assemblage frameworks) ►Sturing op resultaat • Managementstijl (kaders ipv regels) • Mandaat • Zelfstandigheid • Volwassenheid • Kwaliteit versus kosten ►Samenwerking in de beheerketen • Integratie ‘proces’-activiteiten (FB/AB/TB) • Proactieve samenwerking obv vertrouwen • Betrokkenheid interne en externe partijen • Afspraken afgestemd in de keten ►Adaptiviteit • Omgaan met complexiteit • ‘Omarmen’ van veranderingen • Techniek (OTAP, cloud) • Organisatie (zelflerende teams) • Processen (Lean,ToC,assemblage frameworks) ►Integratie beheer en ontwikkeling • Betrokkenheid gehele levenscyclus • Business, project en beheer bij elkaar • Requirements (business + exploitatie) • Iteratief, parallel, kortcyclisch • Juiste methodiek in juiste omgeving ►Multidisciplinaire competenties • Mdw kunnen analyseren & ontwerpen, ontwikkelen, testen, accepteren, implementeren en beheren • Hierop afgestemde competenties • Hierop afgestemd POP/opleidingsprogramma • Kennis, resources & taken worden gedeeld ►Tooling • Verhogen productiviteit • Bevorderen herhaalbaarheid • Automatiseren release proces • Faciliteren kennisdeling ►Integratie beheer en ontwikkeling • Betrokkenheid gehele levenscyclus • Business, project en beheer bij elkaar • Requirements (business + exploitatie) • Iteratief, parallel, kortcyclisch • Juiste methodiek in juiste omgeving ►Multidisciplinaire competenties • Mdw kunnen analyseren & ontwerpen, ontwikkelen, testen, accepteren, implementeren en beheren • Hierop afgestemde competenties • Hierop afgestemd POP/opleidingsprogramma • Kennis, resources & taken worden gedeeld ►Tooling • Verhogen productiviteit • Bevorderen herhaalbaarheid • Automatiseren release proces • Faciliteren kennisdeling Agile Maturity Scan
  • 26. Title | Plaats| Datum | 27 Sogeti ALM Testen in Scrum Agile PM Agile BA Sogeti Secure Software Dev Sogeti Cloud Integratie Agile Beheer Sogeti DevOps
  • 27. Title | Plaats| Datum | 28 Dienstverlening Sogeti DevOps Expertise & Advies Sogeti Delivery Imple- mentatie Inspiratie & Strategie Awareness Workshop Serious Gaming Business Case Contracten Centers of Excellence Best Practices Tooling Organisatieadvies Toolkennis Assessment Maturity Verandermgt Leadership Procesinrichting Automation
  • 28. Title | Plaats| Datum | 29 DevOps: AGILITY aanpak Gebruik & beheer Gebruik & beheer Gebruik & beheer Sprint 1 Sprint 2 Sprint 3 Sprint 4 Proces-verbetering & documentatie Proces- verbetering & documentatie Proces- verbetering & documentatie Proces- verbetering & documentatie Initiatie Realisatie & implementatie Afronding Omgeving, werklocatie etc. Prioriteren vraag & doelstellingen Processen & plan Definitie Scope Project organisatie Afronding Operatie & nazorg Project beëindiging Professionele DevOps organisatie Gebruik & beheer Project evaluatie & decharge
  • 29. Title | Plaats| Datum | 30 Thank. You.