How Do We Better Sell DevOps? - PuppetConf 2013

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"How Do We Better Sell DevOps?" by Gene Kim, Author of "The Phoenix Project: A Novel About IT, DevOps, and Helping Your Business Win", IT Revolution Press.

Presentation Overview: In this talk, Gene shares his top lessons learned over my years studying high performing IT organizations on how to sell the value of DevOps, and help other stakeholders and executives have their own a-ha moments. He talks about specific stories about the circumstances that led to these a-ha moments, how they created DevOps champions in surprising places (e.g., Development, CTOs, Product Management, UX, Infosec) in organizations you'll recognize, and how they enabled implementing DevOps patterns that had awesome results.

Speaker Bio: Gene is a multiple award winning CTO, researcher and author. He was founder and CTO of Tripwire for 13 years. He has written three books, including “The Visible Ops Handbook” and “The Phoenix Project: A Novel About IT, DevOps, and Helping Your Business Win." Gene is a huge fan of IT operations, and how it can enable developers to maximize throughput of features from “code complete” to “in production,” without causing chaos and disruption to the IT environment. He has worked with some of the top Internet companies on improving deployment flow and increasing the rigor around IT operational processes. In 2007, ComputerWorld added Gene to the “40 Innovative IT People Under The Age Of 40” list.

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How Do We Better Sell DevOps? - PuppetConf 2013

  1. 1. Session ID: @RealGeneKim, genek@realgenekim.me How Do We Better Sell DevOps? Gene Kim
  2. 2. @RealGeneKim Act I: IT Ops Fixing Fragile Artifacts
  3. 3. @RealGeneKim
  4. 4. @RealGeneKim The Product Managers
  5. 5. @RealGeneKim Act 2: The Developers
  6. 6. @RealGeneKim
  7. 7. @RealGeneKim
  8. 8. @RealGeneKim IT Ops And Dev At War 11
  9. 9. @RealGeneKim Nothing Left For Infosec
  10. 10. @RealGeneKim
  11. 11. @RealGeneKim 14 The Downward Spiral…
  12. 12. Act 3: There Must Be A Better Way… 15
  13. 13. @RealGeneKimSource: John Allspaw
  14. 14. @RealGeneKim Source: John Allspaw
  15. 15. How Do We Help Others Achieve Their Own “Aha” Moments? 30
  16. 16. @RealGeneKim
  17. 17. @RealGeneKim Eric Passmore, former SVP Global Engineering, AOL (2007) 32
  18. 18. The Downward Spiral Operations Sees…  Fragile applications are prone to failure  Long time required to figure out “which bit got flipped”  Detective control is a salesperson  Too much time required to restore service  Too much firefighting and unplanned work  Planned project work cannot complete  Frustrated customers leave  Market share goes down  Business misses Wall Street commitments  Business makes even larger promises to Wall Street Dev Sees…  More urgent, date-driven projects put into the queue  Even more fragile code put into production  More releases have increasingly “turbulent installs”  Release cycles lengthen to amortize “cost of deployments”  Failing bigger deployments more difficult to diagnose  Most senior and constrained IT ops resources have less time to fix underlying process problems  Ever increasing backlog of infrastructure projects that could fix root cause and reduce costs  Ever increasing amount of tension between IT Ops and Development These aren’t IT Operations problems… These are business problems!
  19. 19. @RealGeneKim Dr. Bill Lattin 34
  20. 20. @RealGeneKim Stages Of Value Selling  Problem  Significance  Solution  Value 35
  21. 21. @RealGeneKim Easy Lines To Get Started  Problem  “What’s the difference between a good day and a bad day?”  “What keeps you up at night?” 36
  22. 22. @RealGeneKim Easy Lines To Get Started  Significance  “Does anyone really care if that bad thing happens?”  “On a scale of 1-10, how big of a problem is this?”  “So what?” 37
  23. 23. @RealGeneKim Easy Lines To Get Started  Solution  “If you could wave a magic wand, what would you do?”  “If you were king/queen, what would it look like?” 38
  24. 24. @RealGeneKim Easy Lines To Get Started  Value  “What’s in it for you?”  “In six months, if all this comes true, what does life look like for you?” 39
  25. 25. @RealGeneKim Stages Of Value Selling  Problem  Significance  Solution  Value 40 When you do this, it should give you confidence that you’re not wasting anyone’s time.
  26. 26. The Downward Spiral Operations Sees…  Fragile applications are prone to failure  Long time required to figure out “which bit got flipped”  Detective control is a salesperson  Too much time required to restore service  Too much firefighting and unplanned work  Planned project work cannot complete  Frustrated customers leave  Market share goes down  Business misses Wall Street commitments  Business makes even larger promises to Wall Street Dev Sees…  More urgent, date-driven projects put into the queue  Even more fragile code put into production  More releases have increasingly “turbulent installs”  Release cycles lengthen to amortize “cost of deployments”  Failing bigger deployments more difficult to diagnose  Most senior and constrained IT ops resources have less time to fix underlying process problems  Ever increasing backlog of infrastructure projects that could fix root cause and reduce costs  Ever increasing amount of tension between IT Ops and Development These aren’t IT Operations problems… These are business problems!
  27. 27. More Patterns And Members Of The Tribe We Need To Recruit 42
  28. 28. @RealGeneKim Gene Kim, CTO, Tripwire, Inc. (2006) 43
  29. 29. The Downward Spiral Operations Sees…  Fragile applications are prone to failure  Long time required to figure out “which bit got flipped”  Detective control is a salesperson  Too much time required to restore service  Too much firefighting and unplanned work  Planned project work cannot complete  Frustrated customers leave  Market share goes down  Business misses Wall Street commitments  Business makes even larger promises to Wall Street Dev Sees…  More urgent, date-driven projects put into the queue  Even more fragile code put into production  More releases have increasingly “turbulent installs”  Release cycles lengthen to amortize “cost of deployments”  Failing bigger deployments more difficult to diagnose  Most senior and constrained IT ops resources have less time to fix underlying process problems  Ever increasing backlog of infrastructure projects that could fix root cause and reduce costs  Ever increasing amount of tension between IT Ops and Development These aren’t IT Operations problems… These are business problems!
  30. 30. @RealGeneKim Anonymous Product Manager/UX (2011) 45
  31. 31. The Downward Spiral Operations Sees…  Fragile applications are prone to failure  Long time required to figure out “which bit got flipped”  Detective control is a salesperson  Too much time required to restore service  Too much firefighting and unplanned work  Planned project work cannot complete  Frustrated customers leave  Market share goes down  Business misses Wall Street commitments  Business makes even larger promises to Wall Street Dev Sees…  More urgent, date-driven projects put into the queue  Even more fragile code put into production  More releases have increasingly “turbulent installs”  Release cycles lengthen to amortize “cost of deployments”  Failing bigger deployments more difficult to diagnose  Most senior and constrained IT ops resources have less time to fix underlying process problems  Ever increasing backlog of infrastructure projects that could fix root cause and reduce costs  Ever increasing amount of tension between IT Ops and Development These aren’t IT Operations problems… These are business problems!
  32. 32. @RealGeneKim Anonymous Infosec (2012) 47
  33. 33. @RealGeneKim Josh Corman (2012) 48
  34. 34. @RealGeneKim Justin Collins, Neil Matatall and Alex Smolen from Twitter 49
  35. 35. @RealGeneKim Value To Infosec  Integrate security testing into daily Dev work  Reduce time from “find to fix”  Reduce surface area of risk  Non-functional requirements (Anonymous can do 6 GB/sec DDoS: how can we survive it?)  Enforce consistency  Build in auditability  Have reliance on IT Ops tools in daily use  Traceability of production artifacts 50
  36. 36. The Downward Spiral Operations Sees…  Fragile applications are prone to failure  Long time required to figure out “which bit got flipped”  Detective control is a salesperson  Too much time required to restore service  Too much firefighting and unplanned work  Planned project work cannot complete  Frustrated customers leave  Market share goes down  Business misses Wall Street commitments  Business makes even larger promises to Wall Street Dev Sees…  More urgent, date-driven projects put into the queue  Even more fragile code put into production  More releases have increasingly “turbulent installs”  Release cycles lengthen to amortize “cost of deployments”  Failing bigger deployments more difficult to diagnose  Most senior and constrained IT ops resources have less time to fix underlying process problems  Ever increasing backlog of infrastructure projects that could fix root cause and reduce costs  Ever increasing amount of tension between IT Ops and Development These aren’t IT Operations problems… These are business problems!
  37. 37. @RealGeneKim 52
  38. 38. Session ID: @RealGeneKim, genek@realgenekim.me
  39. 39. Session ID: @RealGeneKim, genek@realgenekim.me
  40. 40. Value And Objection Handling 55
  41. 41. @RealGeneKim Our Desired Future Reality  Installs are predictable and require less time/effort than ever  Engineering teams take decisive steps to correct bad installs (and they don’t happen again)  We are deploying code faster than ever, and can quickly detect and recover  We have operational discipline to enforce a structured resolution process  Less unexpected downtime  Schedule and complete infrastructure improvement projects  Bad installs rarely have a cascading effect  Business unit releases are on schedule (vs delayed)  Customers rarely leave  We’re winning customers  We exceed our 20% growth target  Our business hitting earnings targets  We can tackle even more projects, hire more stars, etc. 56
  42. 42. @RealGeneKim High Performing DevOps Teams  They’re more agile  30x more frequent deployments  8,000x faster cycle time than their peers  They’re more reliable  2x the change success rate  12x faster MTTR Source: Puppet Labs 2012 State Of DevOps: http://puppetlabs.com/2013-state-of-devops-infographic
  43. 43. 58 How organizations achieve high performance • 89% have infrastructure artifacts in version control • 82% have automated process to create environments Source: Puppet Las 2012 DevOps Survey Of Practice
  44. 44. 59 Performance by DevOps maturity Organizations that implemented DevOps practices over 12 months ago were 5x more likely to be high performing than organizations that weren’t implementing DevOps at all. Source: Puppet Las 2012 DevOps Survey Of Practice
  45. 45. @RealGeneKim Who Is Doing DevOps?  Google, Amazon, Netflix, Etsy, Twitter, Facebook , Pinterest …  BNY Mellon, Bank of America, World Bank, Paychex, Intuit…  The Gap, Nordstrom, REI, Macy’s, GameStop, …  Portland State University, Seton Hill University, Kansas State University…  Who else? 60
  46. 46. @RealGeneKim Who Is Doing DevOps?  Google, Amazon, Netflix, Etsy, Twitter, Facebook , Pinterest …  BNY Mellon, Bank of America, World Bank, Paychex, Intuit…  The Gap, Nordstrom, REI, Macy’s, GameStop, …  Portland State University, Seton Hill University, Kansas State University…  Who else? 61
  47. 47. @RealGeneKim 62
  48. 48. @RealGeneKim Dorian Cougias 63
  49. 49. @RealGeneKim
  50. 50. @RealGeneKim 65 “This book will have a profound effect on IT, just as The Goal did for manufacturing.” --Jez Humble, co-author Continuous Delivery “This is the IT swamp draining manual for anyone who is neck deep in alligators.” --Adrian Cockroft, Cloud Architect at Netflix “This is The Goal for our decade, and is for any IT professional who wants their life back.” --Charles Betz, IT architect, author “Architecture and Patterns for IT”
  51. 51. Why Do I Think This Is Important? 113
  52. 52. @RealGeneKim 114 The Downward Spiral…
  53. 53. @RealGeneKim
  54. 54. @RealGeneKim 116
  55. 55. @RealGeneKim If I Could Wave A Magic Wand, Everyone Will…  Be energized about how practitioners can contribute in this organizational journey  Leave with some concrete steps to get some great outcomes  Help create the coalition that starts putting DevOps practices into place 117
  56. 56. @RealGeneKim 119 “Some books you give to friends, for the joy of sharing a great novel. “Some books you recommend to your colleagues and employees, to create common ground. “Some books you share with your boss, to plant the seeds of a big idea. “The Phoenix Project is all three.” --Jeremiah Shirk, Integration & Infrastructure Manager at Kansas State University
  57. 57. @RealGeneKim Our Mission: Positively Impact The Lives Of One Million IT Workers By 2017  Free 170 page excerpt:http://itrevolution.com/the- phoenix-project-excerpt/  http://slideshare.net/realgenekim  DevOps Defensive Audit Toolkit  Enterprise DevOps Case Studies  Early draft of upcoming “DevOps Cookbook” (Allspaw, DeBois, Edwards, Humble, Kim, Orzen)  Email me at genek@realgenekim.me
  58. 58. Session ID: @RealGeneKim, genek@realgenekim.me
  59. 59. Session ID: @RealGeneKim, genek@realgenekim.me

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