Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

LKIN18 : DevOps Continuous Improvement with Lean and Kanban - Niladri Choudhuri

33 views

Published on

This Session will be focus on DevOps - The Cadence, DevOps Principles - 3 Ways, theory of constraints, continuous delivery, types of work, key ingredients that differentiates continuous delivery, benefits of using kanban and DevOps Pipeline- What we want and how to get it.

Published in: Education
  • Be the first to comment

  • Be the first to like this

LKIN18 : DevOps Continuous Improvement with Lean and Kanban - Niladri Choudhuri

  1. 1. DevOps Continuous Improvement with Lean and Kanban Lean Kanban India 2018 – Novotel Hotel, Bangalore
  2. 2. Page 2 Agenda Key ingredients that differentiates Continuous Delivery Benefits of using Kanban DevOps Pipeline - What we want and how to get it DevOps – The Cadence DevOps Principles – 3 Ways Theory of Constraints Continuous Delivery Q&A Types of Work
  3. 3. Page 3 DevOps – Brings the Cadence Agile, lean and ITSM practices are the 3 Pillars of DevOps. Agile Lean ITSM The Business Agile/Lean DevOps Continuous Delivery Winning through Innovation X X X XX X X X XX X X X X
  4. 4. Page 4 The Three Ways ❑ Create a culture that fosters Experimentation, taking risks and learning from failure ❑ Understanding that repetition and practice is the prerequisite to mastery Continuous experimentation and learning The Third Way Understand and increase the flow of work (left to right) The First Way Flow Create short feedback loops that enable continuous improvement (right to left) The Second Way FeedbackThe Three Ways
  5. 5. Page 5 opportunities activities strategy success ideas performance The a team marketing goals market plan analysisrainbow orange competitors marketing plan A methodology for identifying the most important limiting factor (i.e., constraint) that stands in the way of achieving a goal and then systematically improving that constraint until it is no longer the limiting factor. Theory of Constraints The Theory of Constraints recognizes that busines s At least one constraint Every process has at least one constraint or bottleneck that affects its ability to consistently meet its goal Capacity of Constraints The process will only meet the capacity of its constraints and will be only as successful as its weakest link Improving Constraints Improving constraints is the fastest and most efficient way to improve the entire process or system
  6. 6. Page 6 Continuous Delivery Continuous delivery is a methodology that focuses on making sure software is always in a releasable state throughout its lifecycle. Takes continuous integration to the next level Provides fast, automated feedback on a system’s production-readiness Prioritizes keeping software deployable over working on new features Relies on a deployment pipeline that enables push-button deployments on demand Reduces the cost, time, and risk of delivering incremental changes
  7. 7. Page 7 Types of Work 0 1 0 2 0 3 0 4 Business Projects Operational Change Internal Projects Unplanned Work
  8. 8. Page 8 Four Types of Work
  9. 9. Page 9 The ability to get changes—features, configuration changes, bug fixes, experiments—into production or into the hands of users safely and quickly in a sustainable way Jez Humble Continuous Delivery
  10. 10. Page 10 Key Ingredients that Differentiate Continuous Delivery ❑ CD uses an integrated infrastructure ❑ CD emphasizes orchestration of the environment ❑ CD tasks are automated as much as possible ❑ CD goal is to accelerate activities as early in the pipeline as possible
  11. 11. Page 11 Lean Perspectives
  12. 12. Page 12 Lean Thinking Pursue Perfection Pursue Perfection As flow is introduced, let the customer pull what the customer wants when the customer wants it Customer Pull Make the remaining value-creating steps flow Create Flow Identify the entire value stream for each service, product or product family and eliminate waste Map Value Stream Define value precisely from the perspective of the end customer Define Value 01 02 03 04 05
  13. 13. Page 13 The 3Ms of Lean 3Ms Muda MuraMuri Waste InconsistencyOverburden Both mura and muri cause muda (waste).
  14. 14. Page 14 Value stream mapping is a lean tool that depicts the flow of information, materials and work across functional silos with an emphasis on quantifying waste, including time and quality. Value Stream Mapping A value stream is the sequence of activities required to design, produce, and deliver a specific product or service Value streams typically span multiple processes Value stream mapping enables cross-functional teams to ❑ See an entire value stream from a work and information flow perspective ❑ Identify areas of non-value waste that could be eliminated in an effort to improve flow and deliver greater value ❑ Identify, prioritize and measure improvements
  15. 15. Page 15 The Improvement Kata – Four Steps 14 32 Understand the long-term vision or direction Grasp the current condition Establish the next target condition PDCA and experiment toward the target condition Next Target Condition (TC) Current Condition Vision Five Questions
  16. 16. Page 16 Kanban • Visualizes and manages workflow • Pulls work for teams when they are ready for it • Enables people to work collaboratively to improve flow • Measures team velocity • Reduces idle time and waste in a process • Makes work visible • Make policies explicit • Limits work in progress (WIP) to capacity Kanban is a method of work that pulls the flow of work through a process at a manageable pace.
  17. 17. Page 17 Benefits of using Kanban Combines Multiple types of work into one Holistic Approach Pull the work than Push Monitoring movement of progress Improve flow of communication among team members Focusing on small chucks – single item flow Prioritize at a glance Continuous automation
  18. 18. Page 18 DevOps and Kanban
  19. 19. Page 19 DevOps Pipeline
  20. 20. Page 20 Dream Workflow • Find a ticket to work and claim it • Do your work • Type a single command to submit a pull request for your work • Receive a direct message indicating whether work is merged in main trunk
  21. 21. Page 21 Dream Workflow - What happened • Tickets moved on their own in Jira – Contained reference of the code and pull request • Comments were made on Jira indicating test verdict • Tests were run automatically • Code was pushed to the right places • You received direct message
  22. 22. Page 22 Dream Workflow – How to do it • Connect Jenkins to GitHub using Jenkins GitHub Plugin – This allows Jenkins to trigger builds based on commits to your repository • Connect Jira to Jenkins. Jira Plugin allows you to update Jira tickets after a build. Jenkins can add comments to tickets or update statuses • Connect Jenkins to Slack using Jenkins Slack Plugin. This allows you to post various notifications to Slack after build is complete
  23. 23. Page 23 If you have any questions about this session please don’t hesitate to contact me at: niladric@xellentro.com www.xellentro.com Twitter handle: @niladrimc Thank you very much for your time! Niladri Choudhuri, Founder & CEO at Xellentro Consulting Services Topic: DevOps – Continuous Improvement using Lean and Kanban Saturday, 22nd September, 2018 | Lean Kanban India 2018| Bengaluru

×