Creating a culture for Continuous Delivery


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Culture eats strategy for lunch? Hah—not this time! has undergone a significant and rapid transformation to continuous delivery and business agility in less than three years—and they are not done yet. Today, Ancestry has a culture significantly different from what it used to, made possible by the adoption of new practices, tools, organizational changes, management involvement, and dramatic shifts in mindset. Adopting Agile development was the catalyst, but much more had to be mixed in to create their own flavor of DevOps and continuous delivery. This talk will focus on the specific challenges, phases, and actions taken during Ancestry’s cultural metamorphosis. Come listen to how Ancestry has beaten the culture monster so you can too!

Published in: Technology, Business

Creating a culture for Continuous Delivery

  1. 1. Crea%ng  a  Culture  for  Con%nuous  Delivery  John  Esser  Director  Engineering  Produc%vity  Change  Architect  ChefConf  2013    
  2. 2.  is  the  world s  largest  online  family  history  resource  with  more  than  2  million  subscribers,  11  billion  records,  and  4  PB  family  history  data.  can  help  you  discover  your  roots  and  tell  your  unique  family  story.  
  3. 3. You  are  here  my  child…  
  4. 4. What  is  culture?  •  “Culture  is  the  byproduct  of  consistent  behavior.”  •  It  is  what  the  organiza%on  values,  rewards,  and  reinforces.  It  defines  a  “norm.”  •  Culture  develops  over  %me;  it  becomes  engrained.  •  Culture  is  in  the  organiza%onal  subconscious;  it  is  habit;  it  is  reflexive.    
  5. 5. What  is  culture?  •  Culture  is  manifest  in  the  organiza%on’s  social  structures:    group  and  team  structures,  rela%onships,  and  communica%on  paUerns.  •  Culture  is  hierarchical.    There  are  super-­‐cultures  and  sub-­‐cultures.  •  Culture  is  emo%onal.  
  6. 6. Cultural  forces  are  powerful  and  formidable.  “I  find  your  lack  of  faith  disturbing.”  
  7. 7. “Culture  eats  strategy  for  breakfast.”  -­‐Peter  Drucker  Culture  eats  everything!  Strategy  for  breakfast,  collaboraBon  for  lunch,  and  execuBon  for  dinner!  
  8. 8. “Culture…[creates]  either  pleasure  or  pain,  serious  momentum  or  miserable  stagna%on.”  -­‐Shawn  Parr,  Fast  Company    
  9. 9. Culture  can  be  changed!  But  it  is  oIen  not  easy  to  do.  
  10. 10. Lessons  Learned  @  Ancestry  How  we  created  a  culture  that  supported  con%nuous  delivery  and  other  cool  changes.  
  11. 11. Memories,  Light  the  corners  of  my  mind  Misty  water-­‐colored  memories  Of  the  way  we  were  
  12. 12. “Ancestry  was  already  successful,  but  had  problems  and  issues  like  every  company.    Except,  there  was  a  vision  and  a  sense  that  Ancestry  was  capable  of  more,  much  more.”  
  13. 13.  Phase  I  -­‐  Transforma%on    Agile  –    Lean  Boot  Up  (Scrum)  Enterprise  Agile  Framework  Architecture  Standards  for  agility  IaaS  /  Private  Cloud  Con%nuous  Delivery  2    year  period  (April  2010  –  April  2012)  
  14. 14.  Phase  II  -­‐  Matura%on    Refine  CD  plahorm  Standard-­‐iza%on  /  Unified  tools,  approaches  Lean  adop%on  into  other  areas  of  business,  e.g.  marke%ng.  Business  Agility  2  -­‐  3  year  period  (2012  –  2015?)  
  15. 15. Lesson  #1:  Be  [or  u%lize]  a  change  agent.  
  16. 16. Evangelist  Parent  Coach  Colleague  Psychologist  Manager  
  17. 17. Lesson  #2:  Adopt  a  Lean-­‐Agile  mindset  as  the  founda%on  for  change.  
  18. 18. LEAN  Agile  (Scrum,  Kanban,  XP,  etc.)  DevOps  Lean  Startup  LeanUX  Con%nuous  Delivery  
  19. 19. Lean  is  fundamentally  about  flowing  value  to  the  customer  as  quickly  as  possible.  
  20. 20. The  Lean  Mindset  AUend  to  value  stream  and  flow  Systems  thinking;  think  holis%cally  Eliminate  waste  to  reduce  cycle  %me  and  increase  efficiency  Autonoma%on  Respect  for  people  Commitment  to  con%nuous  improvement.  
  21. 21. People  X  Process  Realize  that  both  are  necessary.  
  22. 22. Lesson  #3:  Prepare  for  change.  Red  Pill,  Blue  Pill?  
  23. 23. 23  “This  is  your  last  chance.  Aper  this,  there  is  no  turning  back…You  take  the  blue  pill,  the  story  ends.  You  wake  up  and  believe  whatever  you  want  to.  You  take  the  red  pill…you  stay  in  wonderland…and  I  show  you  how  deep  the  rabbit  hole  goes.    –  Morpheus,  The  Matrix    
  24. 24. Lesson  #4:  Envision,  evangelize,  educate.  
  25. 25. Envision  a  future,  but  speak  as  if  it  were  happening  NOW.  
  26. 26. Educa%on/evangeliza%on  events  •  Small  team  training  sessions.  •  Weekly  brown  bags.  •  Tech  talks.  •  Book  sharing  sessions.  •  Cul%vate  communi%es  of  interest.  •  EMBED  into  the  team.  YOU  CAN’T  OVER  DO  IT.  
  27. 27. Lesson  #5:  Create  a  posi%ve  emo%onal  reac%on.  Your  proposal  must  be  reasonable  and  logical,  but  emo%on  is  what  will  invoke  desire  and  ac%on.  
  28. 28. You  must  win  over  their  hearts  and  minds.  
  29. 29. Paint  a  picture  of  how  life  in  the  future  will  be.    Find  pain,  remove  it.    Use  stories,  use  successes,  use  experiences.    
  30. 30. Lesson  #6:  You  must  challenge  the  “norms.”    
  31. 31. Typical  things  you  need  to  challenge  •  “Tradi%onal”  IT  •  Silos  /  Func%onal  groups  •  What  devs  /  ops  /  test  /  product  do?  •  Vendor/cookie-­‐cuUer  solu%ons.  •  ITIL  /  SOX  misapplica%on  
  32. 32. CASE  STUDY    Who  is  responsible  for  deploying  and  operaBng  the  applicaBon?    Who  is  responsible  for  applicaBon  availability?  
  33. 33. Ops  is  accountable  for  availability  App  may  be  unstable  Ops  restricts  changes;  doesn’t  want  to  be  vic%m   Ops  requires  deployment  of  applica%on.  Ops  enforces  opera%ng/running  applica%on.  Ops  requires  change  control;  “slows  down”  development  “Tradi%onal”  Ops  
  34. 34. “Dev  Must  Own  What  They  Build  ‘Cradle  To  Grave’…You  Build  It  You  Run  It.”  -­‐Werner  Vogels  
  35. 35. Ops  Transforma%on  •  Be  a  service  organiza%on  •  Owns  availability  of  infrastructure  •  Provides  capacity  •  Promotes  infrastructure  standards.  •  Op%mize  for  delivery  speed  above  cost/efficiency.  
  36. 36. Lesson  #7:  Some%mes  you  just  have  to  force  it.    This  is  risky.  Do  this  carefully.  
  37. 37. Scene:  BeauBful  fall  day  in  September  2010…  Me  (to  Ops  group):    “We  need  every  team  to  be  able  to  deploy  at  least  daily  if  they  need  to.”  Ops  1:    “What?!    That  isn’t  possible.    We  can’t  even  deploy  now  without  serious  problems  and  you  want  us  to  do  it  more  open.  That  is  a  recipe  for  disaster.”  Ops  2:  “How  will  we  hold  that  many  Change  Advisory  Boards?”  Ops  3:    “I  don’t  want  to  be  available  at  all  hours  on  Dev’s  beck  and  call  to  roll  their  code…that  sucks.”  Me:  “No,  they  will  do  it  themselves.”  Ops  (in  unison):  “What?!    You  are  nuts.”    
  38. 38. Me   Them  
  39. 39. Engineering  Produc%vity  Engineering  Produc%vity  Dev  Ops  Engineering  Produc%vity  Con%nuous  Delivery  Tools  Test  Tools  DevOps  
  40. 40. 18  months  later…  •  50%  of  all  deploys  are  done  with  our  con%nuous  delivery  plahorm.  “Blob  roll”  is  dying.  •  30-­‐40  deploys  per  week  and  increasing  (previously  1  per  2  weeks).  •  Incidents  with  auto-­‐deployed  services  have  significantly  decreased.  •  Business  is  now  leveraging  capability  to  increase  innova%on.  
  41. 41. Lesson  #8:  Pa%ence…s%ck  to  it…  transforma%on  takes  %me!  
  42. 42. 5  years  (and  not  done)!    Agile  –    Lean  Boot  Up  (Scrum)  Con%nuous  Delivery  Business  Agility  The  next  thing!  4-­‐5    years  3    years  2    years  1  year  
  43. 43. Thank  You.    Q  &  A