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DEV345_Tools Won’t Fix Your Broken DevOps


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DevOps is everywhere, but too often, people think they can buy “DevOps in a box” and just sprinkle some tools and automation over your broken or slow (or even super-fast AWS) stack. But we all know that software delivery is still hard. So what is this crazy DevOps thing, and why and how does it make things better? In this session, Jez and Nicole talk about what they’ve found working with dozens of organizations and conducting the largest DevOps research studies to date, covering over 23,000 data points across 2,000 organizations around the world. We start with the outcomes that companies care about: organizational performance, software delivery performance, and software quality. We then define what DevOps is, how you measure it, and how the best, most innovative teams and organizations are using it to drive improvements in performance and quality.

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DEV345_Tools Won’t Fix Your Broken DevOps

  1. 1. AWS re:INVENT Tools Won’t Fix Your Broken DevOps N i c o l e F o r s g r e n , P h D @ n i c o l e f v J e z H u m b l e @ j e z h u m b l e © 2 0 1 7 D e v O p s R e s e a r c h a n d A s s e s s m e n t L L C . L i c e n s e d C C - B Y - S A . N o v e m b e r 2 8 , 2 0 1 7
  2. 2. Outline What is DevOps? Why should I care? How does it work? How do I improve performance and quality? What is DevOps culture?
  3. 3. water
  4. 4. water scrum
  5. 5. water scrum fall
  6. 6. Jon Jenkins, “Velocity Culture, The Unmet Challenge in Ops” |
  7. 7. The DevOps Movement A cross-functional community of practice dedicated to the study of building, evolving, and operating rapidly changing, secure, resilient systems at scale.
  8. 8. IT Performance Matters! “Firms with high-performing IT organizations were twice as likely to exceed their profitability, market share and productivity goals.”
  9. 9. For Nonprofits, Too High performers were also twice as likely to exceed objectives in: • Quantity of goods and services • Operating efficiency • Customer satisfaction • Quality of products or services • Achieving organization or mission goals.
  10. 10. IT/Software Delivery Performance Lead time for changes Release frequency Time to restore service Change fail rate
  11. 11. Continuous Delivery
  12. 12. Quality
  13. 13. Change Management All production changes must be approved by an external body (e.g., change approval board, manager, etc.) before deployment or implementation (R) We have no change approval process We rely on peer review to manage changes
  14. 14. Now for Management Stuff We all know managing WIP is important, right?
  15. 15. Now for Management Stuff We all know managing WIP is important, right? Prediction from WIP to ITPerf isn’t very strong
  16. 16. Now for Management Stuff We all know managing WIP is important, right? Prediction from WIP to ITPerf isn’t very strong What’s going on?
  17. 17. Lean Management SEM
  18. 18. Product Management SEM • Working in small batches and use of MVPs • Visibility into the flow of work across the value stream • Seeking—and acting on—feedback from customers • Giving teams the authority to create and change specs
  19. 19. Product Management SEM Evaluating well-designed and executed experiments that were designed to improve a key metric, only about 1/3 were successful at improving the key metric! - Online Experimentation at Microsoft, Kohavi et al,
  20. 20. Product Management SEM "I think building this culture is the key to innovation. Creativity must flow from everywhere. Whether you are a summer intern or the CTO, any good idea must be able to seek an objective test, preferably a test that exposes the idea to real customers. Everyone must be able to experiment, learn, and iterate. Position, obedience, and tradition should hold no power. For innovation to flourish, measurement must rule.” - Greg Linden
  21. 21. High-trust Culture How Organizations Process Information Westrum, “A Typology of Organizational Cultures” |
  22. 22. Likert-type Scale
  23. 23. Effective Teams
  24. 24. Dealing with Failure In a complex, adaptive system, failure is inevitable. When accidents happen, human error is the starting point of a blameless post-mortem. Ask: How can we get people better information? Ask: How can we detect and limit failure modes?
  25. 25. Disaster Recovery Testing “For DiRT-style events to be successful, an organization first needs to accept system and process failures as a means of learning. … We design tests that require engineers from several groups who might not normally work together to interact with each other. That way, should a real large-scale disaster ever strike, these people will already have strong working relationships” - Kripa Krishnan, Director, Cloud Operations, Google Kripa Krishnan |
  26. 26. How to Impact and Influence Culture “What changed the culture was giving employees the means by which they could successfully do their jobs. It was communicating clearly to employees what their jobs were and providing the training and tools to enable them to perform those jobs successfully.” - John Shook
  27. 27. Conclusions We CAN have it all, or at least tempo AND stability. DevOps culture and practices have a measurable impact on IT & org perf and quality. Culture can be measured and changed. Technology and agility do matter—but it’s not enough.
  28. 28. Questions ● New book coming out February 2018 ● Our research: ● Assess your organization:
  29. 29. Thank you!