Here's a 10m lightning talk I gave at the #devops meetup at the @cloudcamp convened during #SxSW 2011.

1. CloudCamp/#devopsLightning Talks:Lessons Learned Creating Dev/Ops Super-Tribes Gene Kim, CISA, TOCICO JonahMarch 14, 2011

2. My Background

3. Visible Ops: Playbook of High Performers The IT Process Institute has been studying high-performing organizations since 1999 What is common to all the high performers? What is different between them and average and low performers? How did they become great? Answers have been codified in the Visible Ops Methodology Over 180K copies sold since 2006 www.ITPI.org

4. A Great Moment For Me

5. Infosec

6. IT Operations

7. Developers

8. Now, More Than Ever, We Need Great IT Operations In addition to delivering the online services we promised, when the business needs to take corrective actions to: Reduce costs Increase efficiencies Gain competitive advantage Where we need to be… IT is always in the way(again…) We are here…

9. Where Did The High Performers Come From?

11. Fewest number of repeat audit findings

12. One-third amount of audit preparation effort

13. High performers find and fix security breaches faster

14. 5 times more likely to detect breaches by automated control

15. 5 times less likely to have breaches result in a loss event

16. When high performers implement changes…

17. 14 times morechanges

18. One-half the change failure rate

19. One-quarter the first fix failure rate

20. 10x fasterMTTR for Sev 1 outages

21. When high performers manage IT resources…

22. One-third the amount of unplanned work

23. 8 times moreprojects and IT services

24. 6 times moreapplicationsSource: IT Process Institute, 2008

25. The Vicious Downward Spiral Operations Sees… Fragile applications are prone to failure Long time required to figure out “which bit got flipped” Detective control is a salesperson Too much time required to restore service Too much firefighting and unplanned work Planned project work cannot complete Frustrated customers leave Market share goes down Business misses Wall Street commitments Business makes even larger promises to Wall Street Dev Sees… More urgent, date-driven projects put into the queue Even more fragile code put into production More releases have increasingly “turbulent installs” Release cycles lengthen to amortize “cost of deployments” Failing bigger deployments more difficult to diagnose Most senior and constrained IT ops resources have less time to fix underlying process problems Ever increasing backlog of infrastructure projects that could fix root cause and reduce costs Ever increasing amount of tension between IT Ops and Development These aren’t IT Operations problems…These are business problems!

26. Operations Inside The Dev/Ops Super-Tribe Increase flow from Dev to Production Increase throughput Decrease WIP Our goal is to create a system of operations that allows Planned work to quickly move to production Ensure service is quickly restored when things go wrong How does this relate to Visible Ops? We focused much on “unplanned work” What’s happening to all the planned work? At any given time, what should IT Ops be working on? Now we are focusing on the flow of planned work

27. Zone #1: Decrease Cycle Time Of Releases Create determinism in the release process Move packaging responsibility to development Release early and often Decrease release cycle time Reduce deployment times from 6 hours to 45 minutes Refactor deployment process that had 1300+ steps spanning 4 weeks Never again “fix forward,” instead “roll back,” escalating any deviation from plan to Dev Verify for all handoffs (e.g., correctness, accuracy, timeliness, etc…) Ensure environments are properly built before deployment begins Control code and environments down the preproduction runways Hold Dev, QA, Int, and Staging owners accountable for integrity

28. Zone #2: Increase Production Rigor Define what work is and where work can come from Protect the integrity of the work queue (e.g., are checks being written than won’t clear?) To preserve and increase throughput, elevate preventive projects and maintenance tasks Document all work, changes and outcomes so that it is repeatable Ops builds Agile standardized deployment stories, to be completed after Dev sprints are complete Maintains adequate situational awareness so that incidents could be quickly detected and corrected Standardize unplanned work and escalations Always seeking to eradicate unplanned work and increase throughput Lean Principle: “Better -> Faster -> Cheaper”

29. “When IT Fails: The Novel” Steve Masters, CEO Bill Palmer, VP IT Operations Chris Anderson, VP Development Parts Unlimited$4B revenue/year

30. Resources From the IT Process Institute www.itpi.org Both Visible Ops Handbooks ITPI IT Controls Performance Study “Lean IT” by Orzen and Bell Winner of the Shingo Prize 2011 “Web Operations: Keeping The Data On Time” by Allspaw, Robbins “Inspired: How To Create Products That Customers Love” by Cagan “Continuous Delivery: Reliable Software Releases through Build, Test, and Deployment Automation” by Humble, Farley Follow Gene Kim On Twitter: @RealGeneKim mailto:genek@realgenekim.me Blog: http://realgenekim.me/blog Follow Mike Orzen On Twitter: @MikeOrzenLeanIT mailto:mikeo@steadyimprovement.com http://www.steadyimprovement.com

31. About Gene Kim I’ve spent the last 10 years studying high performing IT organizations, trying to understand: What do they have in common? What is present in successful transformations, absent in unsuccessful transformations? How do we lower the activation energy required to create the transformations? Founder and former CTO of Tripwire, Inc., a $100M automated security/compliance software company Co-author of Visible Ops Handbook, Security Visible Ops Handbook (over 180K copies sold) Active researcher Co-founder of IT Process Institute Committee member of Institute of Internal Auditors Leader of PCI Security Standards Council Scoping SIG