DevOps & ITIL, or... 'How my CAB learned to stop worrying and trust TDD', tackles common myths around the incompatibility of DevOps and ITIL/ITSM.

1. DevOps & ITIL

2. Matt Schneider
Enterprise Advisory Engineer
@md_schneider
http://blog.mdschneider.me
Brian Verkley
Cloud Native Specialist
@bverkley

3. © Copyright 2017 Dell Inc.3

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This is Ops

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Ops,
management
here, we
need a new
release.

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Maybe in a
few weeks,
fill out an
RFC.

7. © Copyright 2017 Dell Inc.7 We have to fill out what?!?
Developers

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Change Advisory Board

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I have no clue how to code, but I
approve this release.

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Have you tested this?

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We’re calling executives.

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Fine, let
me check
the
schedule.
Maybe in
a month?

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I made
some
changes
since it took
a month.

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Release
Rollback
So is the rollback plan.
The release is packaged.

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I’ll deploy it myself, this code is
very complicated.

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War Room

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Post Mortem

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IT Process Consultant

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Skeptic Teacher

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Swayed Prepared

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If I have seen further
than others, it is by
standing upon the
shoulders of giants.
-Isaac Newton

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DevOps

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DevOps is a term used to refer to a set of
practices that emphasize the collaboration
and communication of both software
developers and information technology (IT)
professionals while automating the process
of software delivery and infrastructure
changes. It aims at establishing a culture
and environment where building, testing,
and releasing software can happen rapidly,
frequently, and more reliably.

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DevOps represents a change in IT culture,
focusing on rapid IT service delivery
through the adoption of agile, lean
practices in the context of a system-
oriented approach. DevOps emphasizes
people (and culture), and seeks to improve
collaboration between operations and
development teams. DevOps
implementations utilize technology —
especially automation tools that can
leverage an increasingly programmable
and dynamic infrastructure from a life cycle
perspective.

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Agile software development describes a
set of principles for software
development under which requirements and
solutions evolve through the collaborative
effort of self-organizing cross-functional
teams. Based off Agile Architecture, it
advocates adaptive planning, evolutionary
development, early delivery, and continuous
improvement, and it encourages rapid and
flexible response to change.

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Manifesto for Agile Software Development
We are uncovering better ways of developing software
by doing it and helping others do it.
Through this work we have come to value:
That is, while there is value in the items on the right,
we value the items on the left more.
Individuals and Interactions processes and toolsover
Working Software over comprehensive documentation
Customer Collaboration over contract negotiation
Responding to Change over following a plan

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Individuals and Interactions processes and tools
Working Software comprehensive documentation
Customer Collaboration contract negotiation
Responding to Change following a plan
Principles
That is, while there is value in the items on the right,
Practices
we value the items on the left more.
Manifesto for Agile Software Development

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Individuals and Interactions processes and tools
Working Software comprehensive documentation
Customer Collaboration contract negotiation
Responding to Change following a plan
That is, while there is value in the items on the right,
we value the items on the left more.
Manifesto for Agile Software Development
Agile SCRUM
MSF
KANBAN
Principles Practices

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Principles
That is, while there is value in the items on the right,
Practice
we value the items on the left more.
Manifesto for Agile Software Development
DevOps ITIL

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Principles
That is, while there is value in the items on the right,
Practice
we value the items on the left more.
Manifesto for Agile Software Development
DevOps ITIL
Purpose

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Principles
That is, while there is value in the items on the right,
Practices
we value the items on the left more.
DevOps ITIL
Culture
Automation
Lean
Measurement
Sharing
organizational structure
process and procedures
policies and approvals
SLAs and SLOs
detailed documentation

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Culture
Automation
Lean
Measurement
Sharing

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Culture

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Pathological
Power-oriented
Responsibility Shirked
Messengers Shot
Low Cooperation
Bridging Discouraged
Failure Leads to Scapegoating
Novelty Crushed
Bureaucratic
Rule-oriented
Narrow Responsibilities
Messengers Neglected
Modest Cooperation
Bridging Tolerated
Failure Leads to Justice
Novelty Leads to Problems
Generative
Performance-Oriented
Risks are Shared
Messengers Trained
High Cooperation
Bridging Encouraged
Failure Leads to Inquiry
Novelty Implemented
Typology of Organizational Culture – Ron Westrum, 1994
• https://www.ncbi.nlm.nih.gov/pmc/articles/PMC1765804/pdf/v013p0ii22.pdf

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Strategy Design Transition Operation Continual
Improvement
Demand
Financial
Service Portfolio
Business
Relationship
Service Catalog
Service Level
Capacity
Service
Continuity
Security
Supplier
Change
Asset
Configuration
Release
Knowledge
Event
Request
Access
Incident
Problem
Identify
Define
Gather
Process
Analyze
Present
Implement
ITIL Management Practices

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Strategy Design Transition Operation
Demand
Financial
Service Portfolio
Business
Relationship
Service Catalog
Service Level
Capacity
Service
Continuity
Security
Supplier
Change
Asset
Configuration
Release
Knowledge
Event
Request
Access
Incident
Problem

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Strategy Design Transition Operation
Demand
Financial
Service Portfolio
Business
Relationship
Service Catalog
Service Level
Capacity
Service
Continuity
Security
Supplier
Change
Asset
Configuration
Release
Knowledge
Event
Request
Access
Incident
Problem
MELVYN CONWAY
1967
Any organization that
designs a system will
produce a design whose
structure is a copy of the
organization's
communication structure

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Strategy Design Transition Operation
Demand
Financial
Service Portfolio
Business
Relationship
Service Catalog
Service Level
Capacity
Service
Continuity
Security
Supplier
Change
Asset
Configuration
Release
Knowledge
Event
Request
Access
Incident
Problem

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Strategy Design Transition Operation Continual
Improvement
Demand
Financial
Service Portfolio
Business
Relationship
Service Catalog
Service Level
Capacity
Service
Continuity
Security
Supplier
Change
Asset
Configuration
Release
Knowledge
Event
Request
Access
Incident
Problem
Identify
Define
Gather
Process
Analyze
Present
Implement

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Skills on the Product Lifecycle
Strategy Design Transition Operation
DepthofKnowledge

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Skills on the Product Lifecycle
Strategy Design Transition Operation
DepthofKnowledge

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Skills on the Product Lifecycle
Strategy Design Transition Operation
DepthofKnowledge
Project Team
Product Team
Delivery Team

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Skills on the Product Lifecycle
DepthofKnowledge
Strategy Design Transition Operation

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Skills on the Product Lifecycle
DepthofKnowledge
Strategy Design Transition Operation

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Skills on the Product Lifecycle
DepthofKnowledge
Strategy Design Transition Operation

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Skills on the Product Lifecycle
DepthofKnowledge
Strategy Design Transition Operation
Abstracted Simplicity

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CultureA generative culture can exist with ITIL, the framework doesn’t say to be bureaucratic.
Identify where process pain-point are due to culture and aren’t truly ITIL driven.
Use the Principles of Agile and DevOps to guide how you implement Practices.
Speak openly about where you and your team can improve the culture.
Learn your surrounding skill sets and reach out to those who practice them.
Read:
Start a book club?

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Automation
Automate all the things.

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Automation
By Kharnagy - Own work, CC BY-SA 4.0,
https://commons.wikimedia.org/w/index.php?curid=51215412
DevOps Tool Chain

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Automation
Automate deployment to production

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The goal of the change management process is to
ensure that standardized methods and procedures
are used for efficient and prompt handling of all
changes, in order to minimize the impact of change-
related incidents upon service quality, and
consequently improve the day-to-day operations of
the organization.
Wikipedia – Change Management (ITSM)
• https://en.wikipedia.org/wiki/Change_management_(ITSM)

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The goal of the change management process is to
ensure that standardized methods and procedures
are used for efficient and prompt handling of all
changes, in order to minimize the impact of change-
related incidents upon service quality, and
consequently improve the day-to-day operations of
the organization.
Wikipedia – Change Management (ITSM)
• https://en.wikipedia.org/wiki/Change_management_(ITSM)

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The goal of the change management process is to
ensure that standardized methods and procedures
are used for efficient and prompt handling of all
changes, in order to minimize the impact of change-
related incidents upon service quality, and
consequently improve the day-to-day operations of
the organization.
Wikipedia – Change Management (ITSM)
• https://en.wikipedia.org/wiki/Change_management_(ITSM)

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Normal
Standard
Emergency
Types of Changes
Best Practices Insights - Focus On: ITIL Service Transition
Published January 2016 by – https://www.bmc.com

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changes should follow the change management process
from the beginning of the process and include all activities. You should
assume that the impact of these changes to the business is significant
until you determine that they are low impact. If the changes are low
impact or insignificant, you can follow the standard change procedures.
Then prioritize, authorize, and schedule the changes. Change
management coordinates the change implementation, while release and
deployment execute the change.
Normal
Standard
EmergencyBest Practices Insights - Focus On: ITIL Service Transition
Published January 2016 by – https://www.bmc.com

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changes are often preauthorized. They represent low-
risk, common activities with a known outcome. For example, these can
be services entered into the service catalog. The user community can
select from the request fulfillment service to order cloud services, new
users, modifications to applications, and access rights, for example.
Standard changes can also be routine, low-impact IT changes.
Normal
Standard
Emergency
Best Practices Insights - Focus On: ITIL Service Transition
Published January 2016 by – https://www.bmc.com

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Automation
Automate deployment to production

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Automation
Automate code coverage & security at check-in
Automate the build including build failure alerts
Automate linking code to user stories (traceability)

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Automation
Automate code coverage & security at check-in
Automate deploying to production-like test beds
Automate testing (acceptance, regression, performance, etc)
Automate the build including build failure alerts
Automate linking code to user stories (traceability)

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Automation
Automate populating request for change (normal)
Automate code coverage & security at check-in
Automate deploying to production-like test beds
Automate testing (acceptance, regression, performance, etc)
Automate the build including build failure alerts
Automate linking code to user stories (traceability)
Automate staging for deployment & rollback

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Automation
Automate populating request for change (normal)
Automate code coverage & security at check-in
Automate deploying to production-like test beds
Automate testing (acceptance, regression, performance, etc)
Automate the build including build failure alerts
Automate linking code to user stories (traceability)
Automate logging change record
Automate staging for deployment & rollback
Automate deployment (after approval)

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Automation
Automate populating request for change (normal)
Automate code coverage & security at check-in
Automate deploying to production-like test beds
Automate testing (acceptance, regression, performance, etc)
Automate the build including build failure alerts
Automate linking code to user stories (traceability)
Automate logging change record
Automate staging for deployment & rollback
Automate deployment (after approval)
Automate updating CMDB
Automate desired/future state of environment

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Automation
Automate populating request for change (normal)
Automate code coverage & security at check-in
Automate deploying to production-like test beds
Automate testing (acceptance, regression, performance, etc)
Automate the build including build failure alerts
Automate linking code to user stories (traceability)
Automate logging change record
Automate staging for deployment & rollback
Automate deployment (after approval)
Automate updating CMDB
Automate desired/future state of environment
Automate application monitoring & logging
Automate linkage of Incident/Problem to User Stories

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Automation
By Kharnagy - Own work, CC BY-SA 4.0,
https://commons.wikimedia.org/w/index.php?curid=51215412
Implement standard changes
Automate the Lifecycle
Everyone Automates
Everyone Benefits

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It is easier to automate a defined process – ITIL helps with that definition.
Leverage the Standard Change as encouragement to automate.
Automation belongs in all the practices, not just transition:
Service Catalog – Automated Provisioning
Self Service Incident Resolution
Configuration Management Tracking
Access Management Request Approval
Read:
Automation

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Lean

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Lean
Lean software development (LSD) is a translation of lean
manufacturing and lean IT principles and practices to the
software development domain. Adapted from the Toyota
Production System, a pro-lean subculture is emerging from
within the Agile community.
-Wikipedia

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Strategy Design Transition Operation Continual
Improvement
Demand
Financial
Service Portfolio
Business
Relationship
Service Catalog
Service Level
Capacity
Service
Continuity
Security
Supplier
Change
Asset
Configuration
Release
Knowledge
Event
Request
Access
Incident
Problem
Identify
Define
Gather
Process
Analyze
Present
Implement

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Strategy Design Transition Operation
Continual
Improvement
Demand
Financial
Service Portfolio
Business
Relationship
Service Catalog
Service Level
Capacity
Service
Continuity
Security
Supplier
Change
Asset
Configuration
Release
Knowledge
Event
Request
Access
Incident
Problem
Identify Define Gather Process Analyze Present Implement
Process Management

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LeanITIL v3 incorporates continual improvement, which is the goal of lean.
ITIL functions should be under continual improvement.
If there is unnecessary waste in your ITIL processes, seek to remove it.

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Measurement
Capacity
Management
Incident
Management
Problem
Management
Asset
Management
Service
Continuity
Management
Configuration
Management
Demand
Management

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Analytics
• https://www.servicenow.com/products/performance-analytics.html

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Deployment Frequency
Lead time for changes
Mean time to recover
(MTTR)
Change failure rate
How often does your organization deploy code?
What is your lead time for changes?
(code commit to production deploy)
How long does it generally take to restore service when an
unplanned service incident occurs?
What percentage of the changes either result in degraded
service or subsequently require remediation.
Measuring DevOps - Automation
Puppet State of the DevOps
• https://puppet.com/resources/whitepaper/2016-state-of-devops-report

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Less than one
hour
Less than one
hour
On Demand
(multiple deploys per day)
0-15%
High Performers
Deployment Frequency
Lead time for changes
Mean time to recover
(MTTR)
Change failure rate
Less than one
day
Between one
week and one
month
1 Week –
1 Month
31-45%
Less than one
day
1 Week –
6 Months
1 Week –
6 Months
16-30%
Medium Performers Low Performers
Puppet State of the DevOps
• https://puppet.com/resources/whitepaper/2016-state-of-devops-report

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High Performers
2.2x
more likely to recommend organization
1.8x
more likely to recommend team
eNPS
Measuring DevOps - Culture
Puppet State of the DevOps
• https://puppet.com/resources/whitepaper/2016-state-of-devops-report

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eNPS
Measuring DevOps - Culture
The chemistry of enthusiasm
• http://www.bain.com/publications/articles/the-chemistry-of-enthusiasm.aspx
2.5x
revenue growth – high engagement over low engagement
3x
stock performance of high trust environments
over market index – measured 1997-2011

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89%
-54%
50%
x4.5
HayGroup – Giving everyone the chance to shine
• http://www.haygroup.com/downloads/uae/giving_everyone_the_chance_to_shine_whitepaper_low_res_singles.pdf
Highly Engaged &
Enabled Employees
Employee
Performance
Increase in employees above
performance expectations.
Employee
Retention
Customer
Satisfaction
Financial
Success
Reduction in employee
turnover rates.
Increase in customer
satisfaction rates.
Increase in revenue growth.

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Measurement“You get what you measure”.
Both DevOps and ITIL have a strong measurement base.
Remember to embody a generative culture when interpreting measurements.
Ensure you can measure your Purpose, Principles and Practices.
Merge your business, development and ITIL measurements into one view.
Find correlations between the measurements to understand team interaction.
Read:

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Sharing
ITIL Knowledge Management
“The process responsible for sharing perspectives,
ideas, experience and information, and for ensuring
that these are available in the right place and at the
right time. The knowledge management process
enables informed decisions, and improves efficiency
by reducing the need to rediscover knowledge.”
-Source: ITIL 2011 Glossary of Terms

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Culture
Automation
Lean
Measurement
Sharing

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C
A
L
M
S

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CALMS
DevOps
ITIL

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“It is my firm belief that ITSM and the DevOps movement
are not at odds. Quite to the contrary, they’re a perfect
cultural match. As DevOps gains momentum I’m excited by
what we can achieve using a winning combination of the
two.”
-Gene Kim
From the article:
Trust me: The DevOps Movement fits perfectly with ITSM
http://www.theitsmreview.com/2014/03/trust-devops-movement-fits-perfectly-itsm/

90. Matt Schneider
Enterprise Advisory Engineer
@md_schneider
http://blog.mdschneider.me
Brian Verkley
Cloud Native Specialist
@bverkley

91. DevOps & ITIL