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Microsoft DevOps ja ohjelmistokehityksen nopeuttaminen

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Removing Barriers between Development and Operations - Michael Kösterin esitys DevOps -kehityksestä.

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Microsoft DevOps ja ohjelmistokehityksen nopeuttaminen

  1. 1. Removing Barriers between Development and Operations Michael Koester Microsoft Corporation
  2. 2.      
  3. 3. “Development and Operations collaboration” What is DevOps?
  4. 4. DEV OPS
  5. 5. DEV OPS
  6. 6. DEV OPS
  7. 7. Development Operations
  8. 8. •Troubleshooting performance and availability is often difficult •Operations cannot keep up with development and release fast enough •Agile methodologies speed up thedevelopment cycle •Prioritization of investments is notbasedon real-world usage patterns Development Operations
  9. 9. Source: Saugatuck Technology Inc. © 2014 www.saugatucktechnology.com
  10. 10.    
  11. 11. Technical Debt Hypothesis- driven Backlog Evidenceand Data Production-firstMindset Public andHybrid Cloud Agile Scheduleand Teams Technical Debt Flow ofValue DevOps Cloud Infrastructure
  12. 12. Reactive Repeatable Reliable Aspirational Behaviors Behaviors are typically ad-hoc or after-the-fact, and fire drills are not uncommon. While the organization can repeat behaviors, it does notrepeat the behaviors with any regularity. Behaviors are ingrained and are executed consistently, reliably and with regularity. The DevOpsideal-a state where an organizationhasattainedtrue transparency and collaboration and is able to deliver software to production multiple times aday. Issues Issuescome “out of thin air” and frequent conflict is common. Issues will still pop up with high frequency, but the number of fire drills is decreasing. The frequency of issues has decreased and the velocity at which software is delivered is increasing. Some data is used in decision making; user satisfaction levels increase. Description Most organizations in this state identify as reactive and are unable to get ahead of fire drills. Activities can be repeated again and again with minimal overhead.Examples include releasing software repeatedly without having to invent the release process each time, or managing source code and requirements in a repeatable manner. While consistent,there is still opportunity for faster andmore frequent delivery to improve business results. The aspirational state is one that only few organizations will fully achieve (some may not even desire to achieve this state), but this is the ideal that is referenced when discussing the overall value of DevOpspractices. DevOps Stages The DevOpsprogression framework(3RA) can be used to understand the current state of an organization. Source: 3RA Whitepaper –http://www.microsoft.com/#
  13. 13. Reactive Repeatable Reliable Aspirational Issues Brute force; executive order; escalation; surprises; scope creep; yelling; fighting; missed requirements. Conflicts about assumptions; limited stakeholder engagement; escalations; surprises; ad-hoc backlog grooming. Few conflicts; few assumptions; driven by the business; regular backlog grooming. Data-driven decision making; high-level of user engagement. Process •Define a schedule •Document all work items •Use storyboarding •Cultivate a culture of continuous stakeholder engagement •Institute a single prioritized backlog per team •Use storyboarding •Cultivate a culture of experimentation and data- driven decision making •Shift from requirements to hypothesis •Engage users when determining priorities Tools Team Foundation Server Visual Studio Online Visual Studio Premium Team Foundation Server Visual Studio Online Visual Studio Premium Team Foundation Server Visual Studio Online Visual Studio Premium How do you currently manage requirements and change requests? How are software requirements associated to business needs and value? DevOps Practice Source: 3RA Whitepaper/#Backlog –http://www.microsoft.com/#
  14. 14. Reactive Repeatable Reliable Aspirational Issues Reporting silos by discipline, with some off-shoring; long iterations; responding to fire drills; scheduling via email. Dev and Test share org structure- Ops is separate; 4-6 week iterations; difficult to respond to changes quickly; delays. Transparency; effective planningand change control; 2-4 week iterations; Ops attends planning activities, daily standupsandretrospectives. Dev, test and Ops in same org structure; <1 week iterations. Process •Shift to Agile •Enable Configuration as Code •Define unit tests for each fix •Shared accountability •Advance Agile •Shorter iterations •Smaller PBI’s •Change mgmt. process •Foster a culture of trust and transparency between development and IT teams. •Develop a truly shared view of success across the organization. Tools Team Foundation Server Visual Studio Online Visual Studio Premium PowerShell DSC Team Foundation Server Visual Studio Online Visual Studio Ultimate SharePoint Team Foundation Server Visual Studio Online Visual Studio Premium How are your teams organized? What is their size and makeup? How do teams schedule work? How long are iterations? How do Development and Operations teams collaborate? DevOps Practice Source: 3RA Whitepaper/#Schedule –http://www.microsoft.com/#
  15. 15. Reactive Repeatable Reliable Aspirational Issues Ad-hoc and minimal use of code quality tools; manual testing; minimal automated testing; no telemetry. Static analysis and profiling; ad- hoc code reviews; acceptance tests developed with user stories; evidence baseddefects. Code reviews; automated acceptance testing; load tests with every release; instrumentationfor failure cases. Instrumentation for usage and QoS; measurable results from experiments, fault injection. Process •Build a culture around data •Use static code analysis and inject profiling into automated builds. •Advocate for increased use of data over anecdotes in decision making. •Introduce automated user acceptance testing. •Foster an evidence/data- driven culture. •Reward evidence-based decision making. •Extend the use of telemetry to include real user metrics. Tools Team Foundation Server Visual Studio Online Team Foundation Server Visual Studio Online Visual Studio Test Pro. Release Management / DSC Azure / System Center Team Foundation Server Visual Studio Online (AI) Visual Studio Ultimate (IntelliTrace) and Test Professional Release Management PowerShell DSC Azure / System Center How frequently do you use tools to validate software quality? How closely do your test environments mimic production? How do you measure and react to how users interact with your software? DevOps Practice Source: 3RA Whitepaper/#Data –http://www.microsoft.com/#
  16. 16. Optimize Resources Improve Quality and Availability
  17. 17. Development Operations
  18. 18. www.visualstudio.com visualstudio.com msdn.microsoft.com

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