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Crea%ng	  a	  Culture	  for	  Con%nuous	  Delivery	  John	  Esser	  Director	  Engineering	  Produc%vity	  Change	  Archit...
Ancestry.com	  is	  the	  world s	  largest	  online	  family	  history	  resource	  with	  more	  than	  2	  million	  su...
You	  are	  here	  my	  child…	  
What	  is	  culture?	  •  “Culture	  is	  the	  byproduct	  of	  consistent	  behavior.”	  •  It	  is	  what	  the	  organ...
What	  is	  culture?	  •  Culture	  is	  manifest	  in	  the	  organiza%on’s	  social	  structures:	  	  group	  and	  tea...
Cultural	  forces	  are	  powerful	  and	  formidable.	  “I	  find	  your	  lack	  of	  faith	  disturbing.”	  
“Culture	  eats	  strategy	  for	  breakfast.”	  -­‐Peter	  Drucker	  Culture	  eats	  everything!	  Strategy	  for	  brea...
“Culture…[creates]	  either	  pleasure	  or	  pain,	  serious	  momentum	  or	  miserable	  stagna%on.”	  -­‐Shawn	  Parr,...
Culture	  can	  be	  changed!	  But	  it	  is	  oIen	  not	  easy	  to	  do.	  
Lessons	  Learned	  @	  Ancestry	  How	  we	  created	  a	  culture	  that	  supported	  con%nuous	  delivery	  and	  othe...
Memories,	  Light	  the	  corners	  of	  my	  mind	  Misty	  water-­‐colored	  memories	  Of	  the	  way	  we	  were	  
“Ancestry	  was	  already	  successful,	  but	  had	  problems	  and	  issues	  like	  every	  company.	  	  Except,	  the...
Ancestry.com	  Phase	  I	  -­‐	  Transforma%on	  	  Agile	  –	  	  Lean	  Boot	  Up	  (Scrum)	  Enterprise	  Agile	  Frame...
Ancestry.com	  Phase	  II	  -­‐	  Matura%on	  	  Refine	  CD	  plahorm	  Standard-­‐iza%on	  /	  Unified	  tools,	  approach...
Lesson	  #1:	  Be	  [or	  u%lize]	  a	  change	  agent.	  
Evangelist	  Parent	  Coach	  Colleague	  Psychologist	  Manager	  
Lesson	  #2:	  Adopt	  a	  Lean-­‐Agile	  mindset	  as	  the	  founda%on	  for	  change.	  
LEAN	  Agile	  (Scrum,	  Kanban,	  XP,	  etc.)	  DevOps	  Lean	  Startup	  LeanUX	  Con%nuous	  Delivery	  
Lean	  is	  fundamentally	  about	  flowing	  value	  to	  the	  customer	  as	  quickly	  as	  possible.	  
The	  Lean	  Mindset	  AUend	  to	  value	  stream	  and	  flow	  Systems	  thinking;	  think	  holis%cally	  Eliminate	  w...
People	  X	  Process	  Realize	  that	  both	  are	  necessary.	  
Lesson	  #3:	  Prepare	  for	  change.	  Red	  Pill,	  Blue	  Pill?	  
23	  “This	  is	  your	  last	  chance.	  Aper	  this,	  there	  is	  no	  turning	  back…You	  take	  the	  blue	  pill,	...
Lesson	  #4:	  Envision,	  evangelize,	  educate.	  
Envision	  a	  future,	  but	  speak	  as	  if	  it	  were	  happening	  NOW.	  
Educa%on/evangeliza%on	  events	  •  Small	  team	  training	  sessions.	  •  Weekly	  brown	  bags.	  •  Tech	  talks.	  ...
Lesson	  #5:	  Create	  a	  posi%ve	  emo%onal	  reac%on.	  Your	  proposal	  must	  be	  reasonable	  and	  logical,	  bu...
You	  must	  win	  over	  their	  hearts	  and	  minds.	  
Paint	  a	  picture	  of	  how	  life	  in	  the	  future	  will	  be.	  	  Find	  pain,	  remove	  it.	  	  Use	  stories...
Lesson	  #6:	  You	  must	  challenge	  the	  “norms.”	  	  
Typical	  things	  you	  need	  to	  challenge	  •  “Tradi%onal”	  IT	  •  Silos	  /	  Func%onal	  groups	  •  What	  devs...
CASE	  STUDY	  	  Who	  is	  responsible	  for	  deploying	  and	  operaBng	  the	  applicaBon?	  	  Who	  is	  responsibl...
Ops	  is	  accountable	  for	  availability	  App	  may	  be	  unstable	  Ops	  restricts	  changes;	  doesn’t	  want	  to...
“Dev	  Must	  Own	  What	  They	  Build	  ‘Cradle	  To	  Grave’…You	  Build	  It	  You	  Run	  It.”	  -­‐Werner	  Vogels	  
Ops	  Transforma%on	  •  Be	  a	  service	  organiza%on	  •  Owns	  availability	  of	  infrastructure	  •  Provides	  cap...
Lesson	  #7:	  Some%mes	  you	  just	  have	  to	  force	  it.	  	  This	  is	  risky.	  Do	  this	  carefully.	  
Scene:	  BeauBful	  fall	  day	  in	  September	  2010…	  Me	  (to	  Ops	  group):	  	  “We	  need	  every	  team	  to	  b...
Me	   Them	  
Engineering	  Produc%vity	  Engineering	  Produc%vity	  Dev	  Ops	  Engineering	  Produc%vity	  Con%nuous	  Delivery	  Too...
18	  months	  later…	  •  50%	  of	  all	  deploys	  are	  done	  with	  our	  con%nuous	  delivery	  plahorm.	  “Blob	  r...
Lesson	  #8:	  Pa%ence…s%ck	  to	  it…	  transforma%on	  takes	  %me!	  
5	  years	  (and	  not	  done)!	  	  Agile	  –	  	  Lean	  Boot	  Up	  (Scrum)	  Con%nuous	  Delivery	  Business	  Agility...
Thank	  You.	  	  Q	  &	  A	  
Creating a culture for Continuous Delivery
Creating a culture for Continuous Delivery
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Creating a culture for Continuous Delivery

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Culture eats strategy for lunch? Hah—not this time! Ancestry.com 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!

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Transcript of "Creating a culture for Continuous Delivery"

  1. 1. Crea%ng  a  Culture  for  Con%nuous  Delivery  John  Esser  Director  Engineering  Produc%vity  Change  Architect  Ancestry.com  ChefConf  2013    
  2. 2. Ancestry.com  is  the  world s  largest  online  family  history  resource  with  more  than  2  million  subscribers,  11  billion  records,  and  4  PB  family  history  data.    Ancestry.com  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. Ancestry.com  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. Ancestry.com  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  
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