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Scaling Devops
Scaling Devops
Scaling Devops
Scaling Devops
Scaling Devops
Scaling Devops
Scaling Devops
Scaling Devops
Scaling Devops
Scaling Devops
Scaling Devops
Scaling Devops
Scaling Devops
Scaling Devops
Scaling Devops
Scaling Devops
Scaling Devops
Scaling Devops
Scaling Devops
Scaling Devops
Scaling Devops
Scaling Devops
Scaling Devops
Scaling Devops
Scaling Devops
Scaling Devops
Scaling Devops
Scaling Devops
Scaling Devops
Scaling Devops
Scaling Devops
Scaling Devops
Scaling Devops
Scaling Devops
Scaling Devops
Scaling Devops
Scaling Devops
Scaling Devops
Scaling Devops
Scaling Devops
Scaling Devops
Scaling Devops
Scaling Devops
Scaling Devops
Scaling Devops
Scaling Devops
Scaling Devops
Scaling Devops
Scaling Devops
Scaling Devops
Scaling Devops
Scaling Devops
Scaling Devops
Scaling Devops
Scaling Devops
Scaling Devops
Scaling Devops
Scaling Devops
Scaling Devops
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Scaling Devops

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There's a recording of this talk from GOTO Aarhus 2011: http://www.infoq.com/presentations/Scaling-Devops …

There's a recording of this talk from GOTO Aarhus 2011: http://www.infoq.com/presentations/Scaling-Devops

Common issues when transforming IT organizations, and how devops addresses them.

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  • 1. Enterprise DevopsBreaking Down the Barriers between Development and IT Operations November 9, 2011 Jez Humble, ThoughtWorks Studios @jezhumble #continuousdelivery http://continuousdelivery.com/ http://thoughtworks-studios.com/
  • 2. business agility“The main obstacles to improvedbusiness responsiveness are slowdecision-making, conflictingdepartmental goals and priorities, risk-averse cultures and silo-basedinformation.” Economist Intelligence Unit: “Organisational agility: How business can survive and thrive in turbulent times”
  • 3. enterprise-class problems• Political• Organizational• Project / program management• Governance
  • 4. “the enterprise”Business Engineering Operations Project C Project A DBAs Infrastructure team Service desk Project B Value stream
  • 5. “the enterprise” Ping!Business Engineering Operations Project C Project A DBAs Infrastructure team Service desk Project B Value stream
  • 6. enterprise politicsBusiness Engineering OperationsLet’s create a new Project C product Project A DBAs Infrastructure team Service desk Project B Value stream
  • 7. enterprise politicsBusiness Engineering OperationsLet’s create a new Project C product Project A DBAs Infrastructure team Service desk Get off my land! Project B Value stream
  • 8. enterprise projectsBusiness Engineering OperationsLet’s create a new Project C product Project A DBAs Infrastructure team Service desk Project B Value stream
  • 9. enterprise projectsBusiness Engineering OperationsLet’s create a new Project C product Project A DBAs Infrastructure team Service desk Project B Value stream
  • 10. enterprise projectsBusiness Engineering OperationsLet’s create a new Project C product Project A DBAs Infrastructure team Service desk Project B Value stream
  • 11. enterprise projects Ping!Business Engineering OperationsLet’s create a new Project C product Project A DBAs Infrastructure team Service desk Project B Value stream
  • 12. enterprise projects Ping!Business Engineering OperationsLet’s create a new product Project A DBAs Infrastructure team Service desk Project B Value stream
  • 13. enterprise projects Ping!Business Engineering OperationsLet’s create a new Project D product Project A DBAs Infrastructure team Service desk Project B Value stream
  • 14. We’re going agile!Business Engineering Operations Project D Project A DBAs Infrastructure team Service desk Project B Value stream
  • 15. We’re Oh crap! going agile! Oh crap!Business Engineering Operations Project D Project A DBAs Infrastructure team Service desk Project B Value stream
  • 16. Business Engineering Operations Project D Project A DBAs Infrastructure team Service desk Project B Value stream
  • 17. Business Engineering Operations Project D Project A DBAs Infrastructure team Service desk Project B Value stream
  • 18. Business Engineering Operations Project D Project A DBAs Infrastructure team Service desk Project B Value stream
  • 19. Business Engineering Operations Project D Project A DBAs Infrastructure team Service desk Project B Value stream
  • 20. Our test-driven code follows SOLID principlesBusiness Engineering Operations Project D Project A DBAs Infrastructure team Service desk Project B Value stream
  • 21. Our test-driven code follows SOLID Shame it principles doesn’t workBusiness Engineering Operations Project D Project A DBAs Infrastructure team Service desk Project B Value stream
  • 22. Our test-driven code follows SOLID Change Shame it principles management doesn’t workBusiness Engineering Operations Project D Project A DBAs Infrastructure team Service desk Project B Value stream
  • 23. devops culture automationmeasurement sharing
  • 24. culture• ops involved in inceptions, showcases, retrospectives• devs go to weekly ops stand-ups• devs rotate through ops• devs carry pagers• organize your incentives (Hawthorne effect)
  • 25. automation• build, deploy, test release (deployment pipeline)• provisioning & management of infrastructure and environments (infrastructure-as-code)• database migrations and deployments
  • 26. measurement• business metrics - revenue, # orders, # users• ops metrics - changes, incidents, TTD, TTRS, TBF• technical metrics - TPS, response time, hits• root cause analysis - which changes break stuff?
  • 27. sharing• celebrate success together (one team)• knowledge• tools and techniques (bdd, refactoring, continuous integration)
  • 28. Business Engineering Operations Project C Project A DBAs Infrastructure team Service desk Project B Value stream
  • 29. continuous deliverydevelopers write production-ready code
  • 30. continuous deliverydevelopers write production-ready codeeveryone collaborates throughout lifecycle
  • 31. continuous deliverydevelopers write production-ready codeeveryone collaborates throughout lifecyclefaster feedback loops
  • 32. continuous deliverydevelopers write production-ready codeeveryone collaborates throughout lifecyclefaster feedback loopslower-risk, more reliable releases
  • 33. continuous deliverydevelopers write production-ready codeeveryone collaborates throughout lifecyclefaster feedback loopslower-risk, more reliable releasesdone means released
  • 34. agile triangle value (releasable product) constraints quality (cost, schedule, scope)(reliable, adaptable product) Jim Highsmith: Agile Project Management
  • 35. do lessFar more than 50% of functionality insoftware is rarely or never used.These aren’t just marginally valuedfeatures; many are no-value features. The Standish Group, reported in the IEEE conference 2002
  • 36. quality “if we do not know who the customer is, we do not know what quality is”the lean startup, ch. 6 - test
  • 37. build quality in “Cease dependence on mass inspection to achieve quality. Improve the process and build quality into the product in the rst place” W. Edwards Deming
  • 38. butops still has all that legacy crap
  • 39. butops still has all that legacy crapno way to rationally decide what to retire
  • 40. butops still has all that legacy crapno way to rationally decide what to retiredeciding what to do is command-and-control
  • 41. butops still has all that legacy crapno way to rationally decide what to retiredeciding what to do is command-and-controlpeople who can make the changes aren’t the onesfeeling the pain
  • 42. You build it, You run itwerner vogels, cto, amazon
  • 43. Treat these services as if they were productsBusiness Engineering Operations Project C Project A DBAs Infrastructure team Service desk Project B Value stream
  • 44. think productProducts / Services Operations IaaS Ping! Ops management Service desk Value stream
  • 45. therefore...teams can measure cost and value delivered perproduct
  • 46. therefore...teams can measure cost and value delivered perproductteams can rationally determine what to prioritize intheir product backlog
  • 47. therefore...teams can measure cost and value delivered perproductteams can rationally determine what to prioritize intheir product backlogteams can self-manage using the lean startupmethodology
  • 48. therefore...teams can measure cost and value delivered perproductteams can rationally determine what to prioritize intheir product backlogteams can self-manage using the lean startupmethodologyarchitecture group responsible for regulating andmonitoring system-level attributes
  • 49. therefore...teams can measure cost and value delivered perproductteams can rationally determine what to prioritize intheir product backlogteams can self-manage using the lean startupmethodologyarchitecture group responsible for regulating andmonitoring system-level attributesPMO regulates and measures to prevent “marketfailure” and manage externalities
  • 50. organizational changearchitecture group
  • 51. organizational changearchitecture groupPMO
  • 52. organizational changearchitecture groupPMOoperations
  • 53. organizational changearchitecture groupPMOoperationsbusiness
  • 54. enterprise governancerisk management
  • 55. enterprise governancerisk managementSOX, ITIL, COBIT
  • 56. enterprise governancerisk managementSOX, ITIL, COBITsegregation of duties
  • 57. enterprise governancerisk managementSOX, ITIL, COBITsegregation of dutieschange management
  • 58. enterprise governancerisk managementSOX, ITIL, COBITsegregation of dutieschange managementauditing and compliance
  • 59. questionsjez@thoughtworks.comhttp://continuousdelivery.com/@jezhumble #continuousdelivery http://thoughtworks-studios.com/

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