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TriAgile 2017 - Agile IT Operations - Getting to
Daily Releases
By Devin B. Hedge
TriAgile 2017
Principal Transformation Consultant
devin.hedge@leadingagile.com
+1 (703) 625-1172
www.leadingagile.com
twitter.com/devinhedge
facebook.com/leadingagile
linkedin.com/in/devinhedge
Devin B. Hedge
The outcomes so far have been:
• Significant improvement in Customer Lead Time (Time to Market)
• Significant improvement in Production Lead Time (Server
Provisioning Time)
• The ability to respond to immediate need to provide capacity due
to events such as downed airplanes, regulatory changes, and
market launches
• Prevention of system-related Production Incidents (PIs)
3
What is Agile IT Operations?
An organizational construct that plans for,
designs, implements a supports a Dynamic
Infrastructure Platform using a DevOps
orientation.
4
What is a DevOps orientation?
The Mashup of Development and Operations that implements…
• The Technical Practices of Flow
• The Technical Practices of Feedback
• The Technical Practices of Continual Learning and Experimentation
And it is Grokked to the extent that DevOps is a part of everyone’s DNA.
5
Inspired by The DevOps Handbook: How to Create World-Class Agility, Reliability, and Security in Technology Organizations
by Gene Kim, Jez Humble;,Patrick Debois, and John Willis; IT Revolution Press.
6
The Agility Journey
Predictability
Adaptability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Traditional Agile
Lean Startup
7
Predictability
Adaptability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
Org
Slice
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
8
Predictability
Adaptability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
Org
Slice
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
Phase	
One
9
Predictability
Adaptability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
Org
Slice
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
Phase	
One
Phase	
Two
10
Predictability
Adaptability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
Org
Slice
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
Phase	
One
Phase	
Three
Phase	
Two
11
Predictability
Adaptability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
Org
Slice
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
Phase	
One
Phase	
Three
Phase	
Four
Phase	
Two
12
Predictability
Adaptability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
Org
Slice
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
Phase	
One
Phase	
Three
Phase	
Four
Phase	
Two
Phase	
Five
13
Typical Traditional IT Operations Structure
14
Typical Traditional IT Operations Structure
Sales Systems Billing Systems Back Office ERP Systems
Data Center
Storage
Server Operations
Network Operations
Security
NOC
15
Typical Traditional IT Operations Structure
Sales Systems Billing Systems Back Office ERP Systems
Service Strategy
Service Design
Service Transition
Service Operations
Continuous Service Improvement
16
The Three Horizons Framework for Investment Themes
h1 h2 h3
Today’s
Revenue
Tomorrow’s
Revenue
Innovation,
Ideas, and Future
Revenue
17
The Three Horizons Framework for Investment Themes
h1 h2 h3
Today’s
Revenue
Tomorrow’s
Revenue
Innovation,
Ideas, and Future
Revenue
Service Operations
Service Design/
Service Transition
Service Strategy
Continuous Service Improvement
18
Match the Agile Framework to the Type of Work
h1 h2 h3
Today’s
Revenue
Tomorrow’s
Revenue
Innovation,
Ideas, and Future
Revenue
Service Operations
Service Design/
Service Transition
Service Strategy
Continuous Service Improvement
Kanban or
Scrumban
Scrum
Scrumban
Lean Startup +
Scrum
19
Agile IT Operations at Basecamp 2
Sales Systems Billing Systems Back Office ERP Systems
Development
Service Operations
DevOps
Development Development Development
ITOperations
Demand Management
Service Design
Service Operations
ServiceStrategy
Continuous
Service
Improvement
20
Agile IT Operations at Basecamp 2
Sales Systems Billing Systems Back Office ERP Systems
Development
Service Operations
DevOps
Development Development Development
ITOperations
Demand Management
Service Design
Service Operations
ServiceStrategy
Continuous
Service
Improvement
Cross	Functional	Teams
21
Agile IT Operations at Basecamp 3
Sales Systems Billing Systems Back Office ERP Systems
Development Development Development Development
ITOperations
Service	Design
Service Operations
ServiceStrategy
DevOps DevOps DevOps DevOps
Demand	
Management
Service	Design Service	Design Service	Design
Tier	1	Spt Tier	1	Spt Tier	1	Spt Tier	1	Spt
22
Agile IT Operations at Basecamp 3
• Build Quality
• InWork in Small Batches
• Computers Perform
Repetitive Tasks, People Solve
Problems
• Relentlessly Pursue
Continuous Improvement
• Everyone is Responsible -- No
Handoffs between Functions
(Servers, Network, Security,
Storage, etc)
The Build Pipeline Now Includes
Provisioning Automation and Environment
Orchestration
Continuous Integration
Bamboo, Jenkins, Anthill Pro, Teamcity, etc.
Planning and Lifecycle Management
VersionOne, CA Rally, Jira, AgileCraft
Provisioning Automation and
Orchestration
Capistrano, Cobbler, Puppet, Chef, Bcfg2,
Vagrant, AWS Cloud Formation, Windows
Azure
Service Catalog
through a Self-
Service Portal
23
Agile IT Operations at Basecamp 3
24
Cloud
On-Prem
Virtualization
On-Prem Bare	
Metal
GitLab
Jenkins
Puppet
Server
Agile IT Operations at Basecamp 4/5
Sales Systems Billing Systems Back Office ERP Systems
Development	
w/	DevOps	
Skills
ITOperations
Service	Design
ServiceStrategy
Demand	
Management
Service	Design Service	Design Service	Design
Tier	1	Spt Tier	1	Spt Tier	1	Spt Tier	1	Spt
Development	
w/	DevOps	
Skills
Development	
w/	DevOps	
Skills
Development	
w/	DevOps	
Skills
Demand	
Management
Demand	
Management
Demand	
Management
25
Agile IT Operations at Basecamp 4/5
• IT Operations is Federated
with Centralized Standards
• It is easier to Provision and
Replace Existing
Environments than to
”Migrate Software” and
“Apply Patches”
• Everything is “Prod-Like”
The Build Pipeline Now Includes
Provisioning Automation and Environment
Orchestration
Continuous Integration
Bamboo, Jenkins, Anthill Pro, Teamcity, etc.
Planning and Lifecycle Management
VersionOne, CA Rally, Jira, AgileCraft
Provisioning Automation and
Orchestration
Capistrano, Cobbler, Puppet, Chef, Bcfg2,
Vagrant, AWS Cloud Formation, Windows
Azure
Service Catalog
tailored to each
Business Capability
Area
26
27
Six Key Areas
Area 1
Cross-Functional
Teams along a Value
Stream of Service
Management
Engineering and Administration
Servers
Security
Performance
Storage
Network
Middleware
28
Area 2
Differentiate Work
Types and Separate
into Backlogs
29
Area 2
Differentiate Work
Types and Separate
into Backlogs
•Product Work
•IT Project Work
•Changes/Maintenance
•Unplanned
Source: The Phoenix Project
30
Area 3
Use Metrics to Drive
Decisions
31
Area 3
Use Metrics to Drive
Decisions
32
Area 4
Control the
Environment
(Hands Free)
Source: carscoops.com
Source: carscoops.com
33
Area 5
Control the Flow using
Management and
Technical Practices
Source: howstuffworks.com
34
Management
Practices
Scrum, Kanban and
Scrumban
35
Technical
Practices
XP meets IT Ops
(PaaS/IaaS and IaC)
36
Area 6
Continuous Feedback,
Improvement,
Learning and
Experimentation as a
Structure and a Habit
Service	
Strategy
Service	Design
[Service	Development]Service	Transition
Service	Operations
Continual
Service
Improvement
Based on ITIL v2011
37
Gotchas Source: twitter.com
38
Trying to be at
Basecamp 3 or 4
without the
organizational
discipline of
Basecamp 2
Phase	
One
Phase	
Four
Phase	
Two
Phase	
Five
Your Org is Here
Your Tools are Here
39
System
Administrators
or
Engineers
Who Can’t
Code
Source: microsoft.com
40
Lack of
Complex
Tactic Skills
• Lean Thinking
• Differentiate Between Agile Adoption & Agile
Transformation
• Divergent Thinking over Convergent Thinking
• Principle Focus over Practice Focus Over
Process Focus
• Awareness
• Action Inquiry
• Stewardship/Craftsmanship
41
Summary
• Area 1 - Cross-Functional Teams along a Value Stream of
Service Management
• Area 2 - Differentiate Work Types and Separate into Backlogs
• Area 3 - Use Metrics to Drive Decisions
• Area 4 - Control the Environment (Hands Free)
• Area 5 - Control the Flow using Management and Technical
Practices
• Area 6 - Continuous Feedback, Improvement, Learning and
Experimentation as a Structure and a Habit
42
43
Questions?
Resources
• LeadingAgile Blog and Newsletter: http://leadingagile.com
• Personal Blog: http://devinhedge.com (Not much there.)
• Books, Blogs and Downloads…
• Kim, Gene; George Spafford; Kevin Behr (2005-06-15). The Visible Ops Handbook: Implementing ITIL in 4 Practical and
Auditable Steps. IT Process Institute, Inc..
• Kim, Gene; Behr, Kevin ; Spafford, George (2013-01-10). The Phoenix Project: A Novel About IT, DevOps, and Helping Your
Business Win. IT Revolution Press.
• Kniberg, Henrik (2011-12-14). Lean from the Trenches: Managing Large-Scale Projects with Kanban.
• Morris, Kief (2016-06-09). Infrastructure as Code: Managing Servers in the Cloud. O'Reilly Media.
• Gene Kim and the IT Revolution Team, The IT Revolution DevOps Guide Selected Resources to Start Your Journey.
http://itrevolution.com/wp-content/uploads/2016/06/itrev-devops-guide-5-2015.pdf Accessed on December 1, 2016.
• Kim, Gene; The Three Ways: The Principles Underpinning DevOps. IT Revolution blog. http://itrevolution.com/the-three-
ways-principles-underpinning-devops/ Accessed on December 1, 2016.
44

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Agile IT Operatinos - Getting to Daily Releases

  • 1. TriAgile 2017 - Agile IT Operations - Getting to Daily Releases By Devin B. Hedge TriAgile 2017
  • 2. Principal Transformation Consultant devin.hedge@leadingagile.com +1 (703) 625-1172 www.leadingagile.com twitter.com/devinhedge facebook.com/leadingagile linkedin.com/in/devinhedge Devin B. Hedge
  • 3. The outcomes so far have been: • Significant improvement in Customer Lead Time (Time to Market) • Significant improvement in Production Lead Time (Server Provisioning Time) • The ability to respond to immediate need to provide capacity due to events such as downed airplanes, regulatory changes, and market launches • Prevention of system-related Production Incidents (PIs) 3
  • 4. What is Agile IT Operations? An organizational construct that plans for, designs, implements a supports a Dynamic Infrastructure Platform using a DevOps orientation. 4
  • 5. What is a DevOps orientation? The Mashup of Development and Operations that implements… • The Technical Practices of Flow • The Technical Practices of Feedback • The Technical Practices of Continual Learning and Experimentation And it is Grokked to the extent that DevOps is a part of everyone’s DNA. 5 Inspired by The DevOps Handbook: How to Create World-Class Agility, Reliability, and Security in Technology Organizations by Gene Kim, Jez Humble;,Patrick Debois, and John Willis; IT Revolution Press.
  • 8. Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Lean/Agile Agile Lean Startup Org Slice Low Trust Become Predictable Reduce Batch Size Fully Decouple 8
  • 9. Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Lean/Agile Agile Lean Startup Org Slice Low Trust Become Predictable Reduce Batch Size Fully Decouple Phase One 9
  • 10. Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Lean/Agile Agile Lean Startup Org Slice Low Trust Become Predictable Reduce Batch Size Fully Decouple Phase One Phase Two 10
  • 11. Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Lean/Agile Agile Lean Startup Org Slice Low Trust Become Predictable Reduce Batch Size Fully Decouple Phase One Phase Three Phase Two 11
  • 12. Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Lean/Agile Agile Lean Startup Org Slice Low Trust Become Predictable Reduce Batch Size Fully Decouple Phase One Phase Three Phase Four Phase Two 12
  • 13. Predictability Adaptability Emergence Convergence AEPE PC AC Ad-Hoc Lean/Agile Agile Lean Startup Org Slice Low Trust Become Predictable Reduce Batch Size Fully Decouple Phase One Phase Three Phase Four Phase Two Phase Five 13
  • 14. Typical Traditional IT Operations Structure 14
  • 15. Typical Traditional IT Operations Structure Sales Systems Billing Systems Back Office ERP Systems Data Center Storage Server Operations Network Operations Security NOC 15
  • 16. Typical Traditional IT Operations Structure Sales Systems Billing Systems Back Office ERP Systems Service Strategy Service Design Service Transition Service Operations Continuous Service Improvement 16
  • 17. The Three Horizons Framework for Investment Themes h1 h2 h3 Today’s Revenue Tomorrow’s Revenue Innovation, Ideas, and Future Revenue 17
  • 18. The Three Horizons Framework for Investment Themes h1 h2 h3 Today’s Revenue Tomorrow’s Revenue Innovation, Ideas, and Future Revenue Service Operations Service Design/ Service Transition Service Strategy Continuous Service Improvement 18
  • 19. Match the Agile Framework to the Type of Work h1 h2 h3 Today’s Revenue Tomorrow’s Revenue Innovation, Ideas, and Future Revenue Service Operations Service Design/ Service Transition Service Strategy Continuous Service Improvement Kanban or Scrumban Scrum Scrumban Lean Startup + Scrum 19
  • 20. Agile IT Operations at Basecamp 2 Sales Systems Billing Systems Back Office ERP Systems Development Service Operations DevOps Development Development Development ITOperations Demand Management Service Design Service Operations ServiceStrategy Continuous Service Improvement 20
  • 21. Agile IT Operations at Basecamp 2 Sales Systems Billing Systems Back Office ERP Systems Development Service Operations DevOps Development Development Development ITOperations Demand Management Service Design Service Operations ServiceStrategy Continuous Service Improvement Cross Functional Teams 21
  • 22. Agile IT Operations at Basecamp 3 Sales Systems Billing Systems Back Office ERP Systems Development Development Development Development ITOperations Service Design Service Operations ServiceStrategy DevOps DevOps DevOps DevOps Demand Management Service Design Service Design Service Design Tier 1 Spt Tier 1 Spt Tier 1 Spt Tier 1 Spt 22
  • 23. Agile IT Operations at Basecamp 3 • Build Quality • InWork in Small Batches • Computers Perform Repetitive Tasks, People Solve Problems • Relentlessly Pursue Continuous Improvement • Everyone is Responsible -- No Handoffs between Functions (Servers, Network, Security, Storage, etc) The Build Pipeline Now Includes Provisioning Automation and Environment Orchestration Continuous Integration Bamboo, Jenkins, Anthill Pro, Teamcity, etc. Planning and Lifecycle Management VersionOne, CA Rally, Jira, AgileCraft Provisioning Automation and Orchestration Capistrano, Cobbler, Puppet, Chef, Bcfg2, Vagrant, AWS Cloud Formation, Windows Azure Service Catalog through a Self- Service Portal 23
  • 24. Agile IT Operations at Basecamp 3 24 Cloud On-Prem Virtualization On-Prem Bare Metal GitLab Jenkins Puppet Server
  • 25. Agile IT Operations at Basecamp 4/5 Sales Systems Billing Systems Back Office ERP Systems Development w/ DevOps Skills ITOperations Service Design ServiceStrategy Demand Management Service Design Service Design Service Design Tier 1 Spt Tier 1 Spt Tier 1 Spt Tier 1 Spt Development w/ DevOps Skills Development w/ DevOps Skills Development w/ DevOps Skills Demand Management Demand Management Demand Management 25
  • 26. Agile IT Operations at Basecamp 4/5 • IT Operations is Federated with Centralized Standards • It is easier to Provision and Replace Existing Environments than to ”Migrate Software” and “Apply Patches” • Everything is “Prod-Like” The Build Pipeline Now Includes Provisioning Automation and Environment Orchestration Continuous Integration Bamboo, Jenkins, Anthill Pro, Teamcity, etc. Planning and Lifecycle Management VersionOne, CA Rally, Jira, AgileCraft Provisioning Automation and Orchestration Capistrano, Cobbler, Puppet, Chef, Bcfg2, Vagrant, AWS Cloud Formation, Windows Azure Service Catalog tailored to each Business Capability Area 26
  • 28. Area 1 Cross-Functional Teams along a Value Stream of Service Management Engineering and Administration Servers Security Performance Storage Network Middleware 28
  • 29. Area 2 Differentiate Work Types and Separate into Backlogs 29
  • 30. Area 2 Differentiate Work Types and Separate into Backlogs •Product Work •IT Project Work •Changes/Maintenance •Unplanned Source: The Phoenix Project 30
  • 31. Area 3 Use Metrics to Drive Decisions 31
  • 32. Area 3 Use Metrics to Drive Decisions 32
  • 33. Area 4 Control the Environment (Hands Free) Source: carscoops.com Source: carscoops.com 33
  • 34. Area 5 Control the Flow using Management and Technical Practices Source: howstuffworks.com 34
  • 36. Technical Practices XP meets IT Ops (PaaS/IaaS and IaC) 36
  • 37. Area 6 Continuous Feedback, Improvement, Learning and Experimentation as a Structure and a Habit Service Strategy Service Design [Service Development]Service Transition Service Operations Continual Service Improvement Based on ITIL v2011 37
  • 39. Trying to be at Basecamp 3 or 4 without the organizational discipline of Basecamp 2 Phase One Phase Four Phase Two Phase Five Your Org is Here Your Tools are Here 39
  • 41. Lack of Complex Tactic Skills • Lean Thinking • Differentiate Between Agile Adoption & Agile Transformation • Divergent Thinking over Convergent Thinking • Principle Focus over Practice Focus Over Process Focus • Awareness • Action Inquiry • Stewardship/Craftsmanship 41
  • 42. Summary • Area 1 - Cross-Functional Teams along a Value Stream of Service Management • Area 2 - Differentiate Work Types and Separate into Backlogs • Area 3 - Use Metrics to Drive Decisions • Area 4 - Control the Environment (Hands Free) • Area 5 - Control the Flow using Management and Technical Practices • Area 6 - Continuous Feedback, Improvement, Learning and Experimentation as a Structure and a Habit 42
  • 44. Resources • LeadingAgile Blog and Newsletter: http://leadingagile.com • Personal Blog: http://devinhedge.com (Not much there.) • Books, Blogs and Downloads… • Kim, Gene; George Spafford; Kevin Behr (2005-06-15). The Visible Ops Handbook: Implementing ITIL in 4 Practical and Auditable Steps. IT Process Institute, Inc.. • Kim, Gene; Behr, Kevin ; Spafford, George (2013-01-10). The Phoenix Project: A Novel About IT, DevOps, and Helping Your Business Win. IT Revolution Press. • Kniberg, Henrik (2011-12-14). Lean from the Trenches: Managing Large-Scale Projects with Kanban. • Morris, Kief (2016-06-09). Infrastructure as Code: Managing Servers in the Cloud. O'Reilly Media. • Gene Kim and the IT Revolution Team, The IT Revolution DevOps Guide Selected Resources to Start Your Journey. http://itrevolution.com/wp-content/uploads/2016/06/itrev-devops-guide-5-2015.pdf Accessed on December 1, 2016. • Kim, Gene; The Three Ways: The Principles Underpinning DevOps. IT Revolution blog. http://itrevolution.com/the-three- ways-principles-underpinning-devops/ Accessed on December 1, 2016. 44