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Dell Technologies - Internal Use - Confidential1
There is no “I” in DevOps @ Scale
Change Culture in the Enterprise
Dell Technologies - Internal Use - Confidential2
Your Speaker
 IT leader and evangelist within EMC Global Services
 Pass...
Dell Technologies - Internal Use - Confidential3
There is no “I” in DevOps @ Scale
Change Culture in the Enterprise
Dell Technologies - Internal Use - Confidential4
Change Culture, Embracing DevOps
C H A N G E
I SPOSSIBLE
Dell Technologies - Internal Use - Confidential5
Dell Technologies - Internal Use - Confidential6
Dell Technologies - Internal Use - Confidential7
Change Culture, Embracing DevOps
1. MEASURE
2. RADIATE
3. EVOLVE
C H A N ...
Dell Technologies - Internal Use - Confidential8
• Previous experience
• Conference or training
• Personal network
• Blogs...
Dell Technologies - Internal Use - Confidential9
DEV
OPS
Dell Technologies - Internal Use - Confidential10
DEV
OPS
Dell Technologies - Internal Use - Confidential11
DEV
OPS
Dell Technologies - Internal Use - Confidential12
DEV
OPS
It will never work
for my team!
Why should I
change? Or care?
We...
Dell Technologies - Internal Use - Confidential13
Why?
Tools?
People?
Process?
Dell Technologies - Internal Use - Confidential14
Valley of Despair
TIME
ADOPTION
Valley of Despair
EARLY
PROTOTYPE
Dell Technologies - Internal Use - Confidential15
Missing the 3 Keys
MEASURE
RADIATE
EVOLVE
Cannot overcome
enterprise ine...
Dell Technologies - Internal Use - Confidential16
Culture is the way of life in an enterprise.
• Behaviors
• Beliefs
• Val...
Dell Technologies - Internal Use - Confidential17
It is the underlying, undocumented operating fabric.
Dell Technologies - Internal Use - Confidential18
W H Y I S I T S O
T O C H A N G E ?
Dell Technologies - Internal Use - Confidential19
Culture is like a knit
sweater. It is both
pliable and resilient
to chan...
Dell Technologies - Internal Use - Confidential20
TIME
PACEOFCHANGE
“Valley of Despair”
It Takes Time
Dell Technologies - Internal Use - Confidential21
Overcoming Inertia
Unraveling Enterprise Culture
MEASURE RADIATE EVOVLE
...
Dell Technologies - Internal Use - Confidential22
Why is Measuring Important
• Proof
• Visibility
• Feedback
Dell Technologies - Internal Use - Confidential23
My Favorite - Title Insurance Company
12,936 Hours of rework per year $9...
Dell Technologies - Internal Use - Confidential24
Why is Measuring Important
• Proof
• Visibility
• Feedback
Dell Technologies - Internal Use - Confidential25
But what do we measure?
Andrew Clay Shafer @ Spring Conference 2016
Dell Technologies - Internal Use - Confidential26
Alignment
ENTERPRISE
IT DEPARTMENT
PRODUCT/APPLICATION
TEAM/INDIVIDUAL
F...
Dell Technologies - Internal Use - Confidential27
Processes
& Models
3-5 Year
Objectives/Outcomes
Annual
Objectives/
Outco...
Dell Technologies - Internal Use - Confidential28
Deploy Every 28 Days
Team Level Metrics to Change Culture
Application Ar...
Dell Technologies - Internal Use - Confidential29
Metrics Tips
• Make sure you have (or easily can get) the data
• Make su...
Dell Technologies - Internal Use - Confidential30
Overcoming Inertia
Minimize the Valley of Despair
MEASURE RADIATE EVOVLE...
Dell Technologies - Internal Use - Confidential31
John Shook, 2010 MIT Sloan Management Review
Different Approach
CULTURE
...
Dell Technologies - Internal Use - Confidential32
Dell Technologies - Internal Use - Confidential33
APP
GOAL
+ +CD PIPELINE
The Pilot Team
Dell Technologies - Internal Use - Confidential34
Develop a Support system for change
Create Champions
EXTERNAL
COACH(es)
...
Dell Technologies - Internal Use - Confidential35
Dell Technologies - Internal Use - Confidential36
Dell Technologies - Internal Use - Confidential37
Dell Technologies - Internal Use - Confidential38
Dell Technologies - Internal Use - Confidential39
Dell Technologies - Internal Use - Confidential40
• Cross-functional
• Collaborative
• Transparent
• Iterative
• Courageou...
Dell Technologies - Internal Use - Confidential41
Tips for Radiation
• Be clear about why?
• Do more and teach more
• Expe...
Dell Technologies - Internal Use - Confidential42
Overcoming Inertia
Minimize the Valley of Despair
MEASURE RADIATE EVOLVE...
Dell Technologies - Internal Use - Confidential43
Organizations which design systems ... are
constrained to produce design...
Dell Technologies - Internal Use - Confidential44
44 42
Dell Technologies - Internal Use - Confidential45
Organizations which design systems ... are
constrained to produce design...
Dell Technologies - Internal Use - Confidential46
Iterate
It is an evolution, not a revolution
* Illustration is from Jeff...
Dell Technologies - Internal Use - Confidential47
Dell Technologies - Internal Use - Confidential48
Model System Holistically
Organize around value creation
TOOLS &
PLATFOR...
Dell Technologies - Internal Use - Confidential49
Map tools to workflow
Create Pipelines
Deployment Environments Managemen...
Dell Technologies - Internal Use - Confidential50
Think Layers
Define Policy, Standards, Stage Gates, Workflows, etc. bott...
Dell Technologies - Internal Use - Confidential51
Dependent systems; shared standards
And ScaleCRM Functionality Removed f...
Dell Technologies - Internal Use - Confidential52
Tips for Evolution
• Iterate, iterate, iterate
• Be holistic by design
•...
Dell Technologies - Internal Use - Confidential53
1. MEASURE
2. RADIATE
3. EVOLVE
C H A N G E
I SPOSSIBLE
THREE KEYS:
Dell Technologies - Internal Use - Confidential54
What can you start doing next week?
• MEASURE
– Create a team metric or ...
Dell Technologies - Internal Use - Confidential55
Thank you!
Dell Technologies - Internal Use - Confidential56
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PuppetConf 2016: There is No “I” in DevOps – Bart Driscoll, Dell EMC

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Here are the slides from Bart Driscoll's PuppetConf 2016 presentation called There is No “I” in DevOps. Watch the videos at https://www.youtube.com/playlist?list=PLV86BgbREluVjwwt-9UL8u2Uy8xnzpIqa

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PuppetConf 2016: There is No “I” in DevOps – Bart Driscoll, Dell EMC

  1. 1. Dell Technologies - Internal Use - Confidential1 There is no “I” in DevOps @ Scale Change Culture in the Enterprise
  2. 2. Dell Technologies - Internal Use - Confidential2 Your Speaker  IT leader and evangelist within EMC Global Services  Passionate about driving IT Performance through lean and agile  Focused on application development and deployment operations (aka. DevOps) R. Bart Driscoll Director, DevOps Services @bartdriscoll https://infocus.emc.com/author/bart_driscoll/ bart.driscoll@dell.com Austin, TX
  3. 3. Dell Technologies - Internal Use - Confidential3 There is no “I” in DevOps @ Scale Change Culture in the Enterprise
  4. 4. Dell Technologies - Internal Use - Confidential4 Change Culture, Embracing DevOps C H A N G E I SPOSSIBLE
  5. 5. Dell Technologies - Internal Use - Confidential5
  6. 6. Dell Technologies - Internal Use - Confidential6
  7. 7. Dell Technologies - Internal Use - Confidential7 Change Culture, Embracing DevOps 1. MEASURE 2. RADIATE 3. EVOLVE C H A N G E I SPOSSIBLE THREE KEYS:
  8. 8. Dell Technologies - Internal Use - Confidential8 • Previous experience • Conference or training • Personal network • Blogs, articles, and books • Other
  9. 9. Dell Technologies - Internal Use - Confidential9 DEV OPS
  10. 10. Dell Technologies - Internal Use - Confidential10 DEV OPS
  11. 11. Dell Technologies - Internal Use - Confidential11 DEV OPS
  12. 12. Dell Technologies - Internal Use - Confidential12 DEV OPS It will never work for my team! Why should I change? Or care? We already tried something like this before and it failed. How is this better than what I am doing today? But, what about… You can do that in PROD! Cool! But, there is no money to scale? Great! Too busy to help. Yikes. Not ready for this. Show me the ROI.
  13. 13. Dell Technologies - Internal Use - Confidential13 Why? Tools? People? Process?
  14. 14. Dell Technologies - Internal Use - Confidential14 Valley of Despair TIME ADOPTION Valley of Despair EARLY PROTOTYPE
  15. 15. Dell Technologies - Internal Use - Confidential15 Missing the 3 Keys MEASURE RADIATE EVOLVE Cannot overcome enterprise inertia. Cannot unlock culture.
  16. 16. Dell Technologies - Internal Use - Confidential16 Culture is the way of life in an enterprise. • Behaviors • Beliefs • Values • Symbols Comprised of … … passed along by communication and imitation from one generation to the next Generally accepted without thinking about it.
  17. 17. Dell Technologies - Internal Use - Confidential17 It is the underlying, undocumented operating fabric.
  18. 18. Dell Technologies - Internal Use - Confidential18 W H Y I S I T S O T O C H A N G E ?
  19. 19. Dell Technologies - Internal Use - Confidential19 Culture is like a knit sweater. It is both pliable and resilient to change. Otherwise, it would shred and destroy the enterprise at the first sign of stress.
  20. 20. Dell Technologies - Internal Use - Confidential20 TIME PACEOFCHANGE “Valley of Despair” It Takes Time
  21. 21. Dell Technologies - Internal Use - Confidential21 Overcoming Inertia Unraveling Enterprise Culture MEASURE RADIATE EVOVLE Develop a resilient, scalable & extensible system that adapts to change Create a proven destination & pathway for success with strong feed- back loops Build experts and champions to guide, mentor, and model new culture
  22. 22. Dell Technologies - Internal Use - Confidential22 Why is Measuring Important • Proof • Visibility • Feedback
  23. 23. Dell Technologies - Internal Use - Confidential23 My Favorite - Title Insurance Company 12,936 Hours of rework per year $970,200 Averaged 98 defects related to deployment per release 4 Major releases a year for their primary application 33 person hours to fix, test, redeploy each deployment defect Average Chargeback $75/person hour 264 Hours of rework per year $19,800 Averaged 2 defects related to deployment per release 4 Major releases a year for their primary application 33 person hours to fix, test, redeploy each deployment defect Average Chargeback $75/person hour BASELINEPOST-PILOT 4 98 33x x 4 2 33x x
  24. 24. Dell Technologies - Internal Use - Confidential24 Why is Measuring Important • Proof • Visibility • Feedback
  25. 25. Dell Technologies - Internal Use - Confidential25 But what do we measure? Andrew Clay Shafer @ Spring Conference 2016
  26. 26. Dell Technologies - Internal Use - Confidential26 Alignment ENTERPRISE IT DEPARTMENT PRODUCT/APPLICATION TEAM/INDIVIDUAL FEEDBACK
  27. 27. Dell Technologies - Internal Use - Confidential27 Processes & Models 3-5 Year Objectives/Outcomes Annual Objectives/ Outcomes Improvement Targets Improve Earnings Per Share DriveEfficiency AccelerateTime-to-Market ImproveQuality ByEOY2016,enable businesstocanarytestUI featureswithProduction usercommunity ByEOY2016,feature- drivendevelopment(FDD) practicesareSOPforpilot team(s) ByEOY2016,teamcan deployintoproduction every30daysorlessforof pilotapplication(s) ByEOY2016,operations teamscansupportauto- scaleup/downforweband applicationtiersofpilot application(s) ByEOY2016,development andtestteamshave designed,developedand implementedCDforDBsin supportofpilot application(s) Application Architecture Practices Platform/Server Management Process Database Development Lifecycle Release Management Process Deployment & Provisioning Process Software Development Lifecycle Affected Processes & Practices S.M.A.R.T. Improvement Targets
  28. 28. Dell Technologies - Internal Use - Confidential28 Deploy Every 28 Days Team Level Metrics to Change Culture Application Architecture Practices Platform/Server Management Process Database Development Lifecycle Release Management Process Deployment & Provisioning Process Software Development Lifecycle # of collaboration with Ops/Infra/Dev/QA on standards # automated tests created to validate standards # code commits per week (configurations) # automated tests created per change (unit, integrate, capacity) # of conversations, calls, or webex with Infra, Ops, QA, and Dev # code commits per week (database/schema) # automated tests created per change (unit, func., regression) # of conversations, calls, or webex with DBA, Ops, QA, and Dev LATER (still manual promote to PROD) # code commits per week (pipeline) # of collaboration with Ops/Infra on configuration changes # code commits per week (application/tests) # automated tests created per story (unit, functional, regression) # of conversations, calls, or webex with ProdMgr, QA, and Dev
  29. 29. Dell Technologies - Internal Use - Confidential29 Metrics Tips • Make sure you have (or easily can get) the data • Make sure it is measuring the desired outcome • Once new behavior is habit (aka. part of culture) remove metric and add a new one; you can always bring it back if needed • Make a big deal of achieving and beating metrics • Always stay aligned to goal and higher level goals/metrics
  30. 30. Dell Technologies - Internal Use - Confidential30 Overcoming Inertia Minimize the Valley of Despair MEASURE RADIATE EVOVLE Develop a resilient, scalable & extensible system that adapts to change Create a proven destination & pathway for success with strong feed- back loops Build experts and champions to guide, mentor, and model new culture
  31. 31. Dell Technologies - Internal Use - Confidential31 John Shook, 2010 MIT Sloan Management Review Different Approach CULTURE VALUES AND ATTITUDES WHAT WE DO TRADITIONAL MODEL: Change thinking to change behavior Distribute then Inspect Prove then Radiate DEVOPS MODEL: Change behavior to change thinking
  32. 32. Dell Technologies - Internal Use - Confidential32
  33. 33. Dell Technologies - Internal Use - Confidential33 APP GOAL + +CD PIPELINE The Pilot Team
  34. 34. Dell Technologies - Internal Use - Confidential34 Develop a Support system for change Create Champions EXTERNAL COACH(es) INTERNAL CHAMPION(s) TECHNICAL SME(s) Industry Expertise Broad Experience ‘Outsider’ Perspective • Recognized leader • Politically savvy • ‘Insider’ Perspective • Pragmatic thought-leadership • Known technical expert • Deep subject matter expert • Innovator/Early Adopter • • •
  35. 35. Dell Technologies - Internal Use - Confidential35
  36. 36. Dell Technologies - Internal Use - Confidential36
  37. 37. Dell Technologies - Internal Use - Confidential37
  38. 38. Dell Technologies - Internal Use - Confidential38
  39. 39. Dell Technologies - Internal Use - Confidential39
  40. 40. Dell Technologies - Internal Use - Confidential40 • Cross-functional • Collaborative • Transparent • Iterative • Courageous • Retrospective Tips for Radiation Start with the right team “Why should we change?” “Can’t do that because …?” “Impossible!” “Can we do that?” “Cool!”
  41. 41. Dell Technologies - Internal Use - Confidential41 Tips for Radiation • Be clear about why? • Do more and teach more • Expect failure, drive out fear • Collaborate and listen more; compete less (internally) • Measure outcomes
  42. 42. Dell Technologies - Internal Use - Confidential42 Overcoming Inertia Minimize the Valley of Despair MEASURE RADIATE EVOLVE Develop a resilient, scalable & extensible system that adapts to change Create a proven destination & pathway for success with strong feed- back loops Build experts and champions to guide, mentor, and model new culture
  43. 43. Dell Technologies - Internal Use - Confidential43 Organizations which design systems ... are constrained to produce designs which are copies of the communication structures of these organizations System Mirror and Enforce Culture Conway’s Law of System Design Conway, Melvin E. (April 1968), "How do Committees Invent?“, Datamation
  44. 44. Dell Technologies - Internal Use - Confidential44 44 42
  45. 45. Dell Technologies - Internal Use - Confidential45 Organizations which design systems ... are constrained to produce designs which are copies of the communication structures of these organizations System Mirror and Enforce Culture Conway’s Law of System Design Conway, Melvin E. (April 1968), "How do Committees Invent?“, Datamation
  46. 46. Dell Technologies - Internal Use - Confidential46 Iterate It is an evolution, not a revolution * Illustration is from Jeff Patton LEARNADAPT USE LEARNADAPT USE LEARNADAPT USE LEARNADAPT USE
  47. 47. Dell Technologies - Internal Use - Confidential47
  48. 48. Dell Technologies - Internal Use - Confidential48 Model System Holistically Organize around value creation TOOLS & PLATFORMS STANDARDS & PRACTICES PROCESS & STRUCTURE SKILLS & TEAMS Development & Delivery Pipeline
  49. 49. Dell Technologies - Internal Use - Confidential49 Map tools to workflow Create Pipelines Deployment Environments Management & Monitoring Version Control Build Tools Continuous Integration Tools Test Frameworks Test Manager ACCEPTANCE STAGINGPRE-COMMIT DEV/COMMIT PRODUCTION Configuration Managment Artifact Repositories API FRAMEWORK & LIBRARIES DevOps Workflow TEST API FRAMEWORK & LIBRARIES
  50. 50. Dell Technologies - Internal Use - Confidential50 Think Layers Define Policy, Standards, Stage Gates, Workflows, etc. bottoms-up APPLICATION SPECIFIC ARCHITYPE/PORTFOLIO LINE-OF-BUSINESS ENTERPRISE-WIDE
  51. 51. Dell Technologies - Internal Use - Confidential51 Dependent systems; shared standards And ScaleCRM Functionality Removed from Navigator (Client/Contact/Activity), just Deal Management Remains. CED TX Data Navigator Services DEALS TX Data GCIB MSCRM MS Dynamics CRM 2015 DAC TX Data GWB MSCRM MS Dynamics CRM 2015 The next Phase of the Sales Platform: Navigator: All CRM functionality will be remove from Navigator which will retain only Deal Management functionality. Informatica will no longer push Clients/Entities and will start pushing read-only Deal data. CRM Integration Engine will add support for Client/Entity data and will not longer sync Activities or Contacts with Navigator. Its data services will be the provisioning point for this data. GPDS will be refactored to not update CDB or the legacy CED Orgs. Downstreams must stop using legacy CED Orgs. Client Plans must move to GCIB MSCRM. Client/Entity updates are gathered from a CED MQ topic (must research what MRDS plans). Sales ADS: Theoretically, if GWB MSCRM contains all contacts and activities, it could serv as the aggregation point for that data. However the Sales ADS will eventually become the single provisioning point and we will incrementally build it to that point. Until GDH is replaced and its downstreams refactored, its data will still flo to GDH. CRM Integration Engine MULE FAST Mart Sales ADS Real-time inserts, updates, deletes: Activities, Contacts, Clients/Entities. Deal & Admin Codes DealsAssociates GDH ProfitClient Financials 1x/month 4x/day SOS Ref DataClient 360 4x/day GCIB Reporting Lines, Ref Data Manual Process Web Service Direct Call Legend Out: Plug-in In: CRM API MS Dynamics Marketing Cloud Dynamics Marketing Connector Azure Service Bus GPBS DAC Client/Server Navigator Weblogic Portal GCBR TX Data GDH Sales Referrals Sales Data 4x/day GCB Referrals GPBS MQ Topic Sync Data and Aggregated Contacts, Activities, Clients, Client Plans ReferenceData,Referrals,Client Plans,Deals&Client360
  52. 52. Dell Technologies - Internal Use - Confidential52 Tips for Evolution • Iterate, iterate, iterate • Be holistic by design • API-driven architectures • Define in layers starting with the application • Use dependencies to guide scaling
  53. 53. Dell Technologies - Internal Use - Confidential53 1. MEASURE 2. RADIATE 3. EVOLVE C H A N G E I SPOSSIBLE THREE KEYS:
  54. 54. Dell Technologies - Internal Use - Confidential54 What can you start doing next week? • MEASURE – Create a team metric or product metric to start changing behavior – Challenge everyone to create a metric that aligns with enterprise goals • RADIATE – Write a blog, white paper, or submit code to open source project – Create a meet-up, brown bag session – Train some one on your team • EVOLVE – Revisit your current automation platform • What are the inputs? Outputs? • How can you make upstream/downstream tasks easier?
  55. 55. Dell Technologies - Internal Use - Confidential55 Thank you!
  56. 56. Dell Technologies - Internal Use - Confidential56

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