This document summarizes the cloud journey of Scania Connected Services. It discusses how Scania moved to microservice architectures and autonomous teams to enable continuous delivery of 30+ deploys per day (up from 2-3 deploys per year previously). It also outlines how Scania organized its engineering teams between feature teams and delivery engineering teams to support over 1000 engineers. Finally, it discusses the rules of play and roles needed to operate securely in the cloud at scale, including centralizing some services while empowering feature teams.

1. The Cloud Journey in an
Enterprise
ANDERS LUNDSGARD, SCANIA CONNECTED SERVICES
2018-04-23, Berlin

2. • Our Rules of Play
• Why Cloud?
• How do Scania Cloud?
Agenda

3. ~300.000 connected vehicles
~150 engineers
~15 years of age
Scania Connected Services
24/7
/5
(Q3 2017)

4. ~300.000 connected vehicles
~150 engineers
~15 years of age
Scania Connected Services
24/7
/5
Anders Lundsgård
Senior Engineer, Delivery Engineering
@anderslundsgard
(Q3 2017)

5. 5
Scania Connected Services
Message Platform
Remote Diagnos
Fleet Management
Tacho
Do not scale!

6. 6
Scania Connected Services

7. • 3-8 people
• Requirements
• Technologies
• Quality
• Deployment
• Operations
7
Autonomous Teams that fully own their services

8. • 3-8 people
• Requirements
• Technologies
• Quality
• Deployment
• Operations
8
Autonomous Teams that fully own their services

9. 9
Autonomous Engineers

10. Deploy frequency
• 2015
– Agile teams
• 12 deploys per year
• 2016
– Autonomous Teams
• Continuous Delivery
• 30+ deploys per day
• 2011
– Software projects
• 2-3 in parallel
• 3 deploys per year
1. Microservice Architecture
2. Trust and courage from
management
Continuous Integration

11. …There are some Rules of Play
BUT
11
…

13. Version Control
Pull & Push several
times a day
Continuous
Integration
Server Target Servers
(Dev, Staging, Prod)
Version Everything
Code
Tests
Configuration
Database
Pipeline
Infrastructure
10 minutes
Deploy
Orchestrator
Reliable changes must also include Infrastructure
TO TRUNK!!
Infrastructure

14. • No really good answer… but reality for us today is
− No acceptance test environment with a “known state”
− Favour automated tests within individual services
− Not the combination between them
− Versioning of APIs
− Never introduce a braking change
− Make a new version and deprecate the old one
− Feature Toggling for gracefully rollout
− Monitoring has (partly) been a substitution for traditional testing
− Limit WIP and having zero downtime deployments increases QA
14
How to ensure QA with Microservices?

15. Cloud
15

16. Cloud Adoption
20162014
Cloud First
2019
Cloud Only

17. Cloud – Return on Investment
Resistance
Legacy
Education
Value
benefits of
cloud

18. 18
Organize for 1000+ Engineers
Corporate IT
Cloud Adoption
Delivery Engineering DE DE DE
FeatureTeam
FeatureTeam
FeatureTeam
FeatureTeam
FeatureTeam
FeatureTeam
FeatureTeam
FeatureTeam
FeatureTeam
FeatureTeam
FeatureTeam
FeatureTeam
FeatureTeam
FeatureTeam
FeatureTeam
FeatureTeam
FeatureTeam
FeatureTeam
FeatureTeam
FeatureTeam
FeatureTeam
FeatureTeam
FeatureTeam
FeatureTeam
FeatureTeam
FeatureTeam
Max 30 feature teams per DE team
(very dependent on DevOps maturity
and willingness)

19. 19
Cloud and Security roles in feature teams

20. 1. Enabling feature teams to iterate as fast as possible
2. Cloud on-boarding and education
3. Core infrastructure
− Networking, IAM, DNS, …
4. Automation tooling
5. Security awareness
− Automated audits to Security Lead
− Security Compliance Validator (cfn_nag)
6. Cost awareness
− Billing reports to Cloud Lead
20
Delivery Engineering teams mission

21. • Version Control
• Audit logs
• Cloud account management
• Rules of Play in cloud
21
What to centralize?

22. Supporting Cloud engineers
What should they NOT DO?
22
Deployments

23. 23
Rules of Play in the Cloud

24. 24
Rules of Play in the Cloud
DEV
AdministratorAccess
Access resources via bastion
Test data only
Manual exploration
PROD
ReadOnlyAccess
No bastion
Customer data
Security Compliance Validator
Automated deployments only

25. 25
Heroes have been one big obstacle
to scale agility in our Enterprise

26. 26
Thank You!
Anders Lundsgård
@anderslundsgard