Scaling Devops

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/

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”

enterprise-class problems• Political• Organizational• Project / program management• Governance

“the enterprise”Business Engineering Operations Project C Project A DBAs Infrastructure team Service desk Project B Value stream

“the enterprise” Ping!Business Engineering Operations Project C Project A DBAs Infrastructure team Service desk Project B Value stream

enterprise politicsBusiness Engineering OperationsLet’s create a new Project C product Project A DBAs Infrastructure team Service desk Project B Value stream

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

enterprise projectsBusiness Engineering OperationsLet’s create a new Project C product Project A DBAs Infrastructure team Service desk Project B Value stream

enterprise projects Ping!Business Engineering OperationsLet’s create a new Project C product Project A DBAs Infrastructure team Service desk Project B Value stream

enterprise projects Ping!Business Engineering OperationsLet’s create a new product Project A DBAs Infrastructure team Service desk Project B Value stream

enterprise projects Ping!Business Engineering OperationsLet’s create a new Project D product Project A DBAs Infrastructure team Service desk Project B Value stream

We’re going agile!Business Engineering Operations Project D Project A DBAs Infrastructure team Service desk Project B Value stream

We’re Oh crap! going agile! Oh crap!Business Engineering Operations Project D Project A DBAs Infrastructure team Service desk Project B Value stream

Business Engineering Operations Project D Project A DBAs Infrastructure team Service desk Project B Value stream

Our test-driven code follows SOLID principlesBusiness Engineering Operations Project D Project A DBAs Infrastructure team Service desk Project B Value stream

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

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

devops culture automationmeasurement sharing

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)

automation• build, deploy, test release (deployment pipeline)• provisioning & management of infrastructure and environments (infrastructure-as-code)• database migrations and deployments

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?

sharing• celebrate success together (one team)• knowledge• tools and techniques (bdd, refactoring, continuous integration)

Business Engineering Operations Project C Project A DBAs Infrastructure team Service desk Project B Value stream

continuous deliverydevelopers write production-ready code

continuous deliverydevelopers write production-ready codeeveryone collaborates throughout lifecycle

continuous deliverydevelopers write production-ready codeeveryone collaborates throughout lifecyclefaster feedback loops

continuous deliverydevelopers write production-ready codeeveryone collaborates throughout lifecyclefaster feedback loopslower-risk, more reliable releases

continuous deliverydevelopers write production-ready codeeveryone collaborates throughout lifecyclefaster feedback loopslower-risk, more reliable releasesdone means released

agile triangle value (releasable product) constraints quality (cost, schedule, scope)(reliable, adaptable product) Jim Highsmith: Agile Project Management

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

quality “if we do not know who the customer is, we do not know what quality is”the lean startup, ch. 6 - test

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

butops still has all that legacy crap

butops still has all that legacy crapno way to rationally decide what to retire

butops still has all that legacy crapno way to rationally decide what to retiredeciding what to do is command-and-control

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

You build it, You run itwerner vogels, cto, amazon

Treat these services as if they were productsBusiness Engineering Operations Project C Project A DBAs Infrastructure team Service desk Project B Value stream

think productProducts / Services Operations IaaS Ping! Ops management Service desk Value stream

therefore...teams can measure cost and value delivered perproduct

therefore...teams can measure cost and value delivered perproductteams can rationally determine what to prioritize intheir product backlog

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

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

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

organizational changearchitecture group

organizational changearchitecture groupPMO

organizational changearchitecture groupPMOoperations

organizational changearchitecture groupPMOoperationsbusiness

enterprise governancerisk management

enterprise governancerisk managementSOX, ITIL, COBIT

enterprise governancerisk managementSOX, ITIL, COBITsegregation of duties

enterprise governancerisk managementSOX, ITIL, COBITsegregation of dutieschange management

enterprise governancerisk managementSOX, ITIL, COBITsegregation of dutieschange managementauditing and compliance

questionsjez@thoughtworks.comhttp://continuousdelivery.com/@jezhumble #continuousdelivery http://thoughtworks-studios.com/

Scaling Devops

by Jez Humble on Oct 05, 2011

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Scaling Devops — Presentation Transcript