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Сергей Баранов. Enterprise DevOps

ScrumTrek
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Сергей Баранов. Enterprise DevOps

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Enterprise DevOps
Sergey Baranov
ScrumTrek
DevOps
Infrastructure as a Code
Fast Feedback Cycle
Continuous Delivery Pipeline
Automated Coded Policy

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Сергей Баранов. Enterprise DevOps

Editor's Notes

  1. Treating Infrastructure and code and the same thing: Software
  2. That Software is built and deployed to achieve fast feedback cycles
  3. Those feedback cycles are achieved through continuous delivery pipelines
  4. Those pipelines contain the automated coded policy of the organization
  5. Those pipelines are as human free as possible
  6. Human share knowledge and work creatively with work centered around pipelines
  7. Knowledge silos are broken in favor of supporting a continuous pipeline flow
  8. Static environments are environments that are long lived. We do not destroy the environment, but instead keep loading it with the latest and greatest version of the application. In a traditional static environment configuration, each stage (perhaps except the build stage) would be configured to run again a static environment that is already built and is waiting for it, or some steps might share the same environment
  9. Leading Change What are effective strategies and methods for lead-ing change in large organizations? Organization Design What do the organization charts look like for organizations successfully adopting DevOps look like? What are the respective roles and responsibilities, and how has it changed from more traditional IT organizations? Modern Technology Practices What are modern architectural and technical practices that every technology leader needs to know about? Compliance and Security What are concrete ways for DevOps to bridge the information security and compliance gap, to show au- ditors and regulators that e ective controls exist to prevent, detect and correct problems?
  10. Mode 1: фокус на стабильности и эффективности работы. Mode 2: экспериментальный, гибкий, фокус на Time2Market, эволюционном развитии. There are many books about DevOps, but unfortunately, most are describing the use of DevOps for web and product development. There is very little information about the use of DevOps for the enterprise system. The enterprise holds both the System of Engagement (SoE) and the System of Record (SoR). The SoE is focused on speed. The SoR is focused on business continuity. The problem is how the SoR can adapt quickly to changes to the SoE to maintain business continuity. Gartner calls this the Bimodal challenge2. The SoR in most enterprises is struggling with the use of legacy applications/systems and can be helped through the use of DevOps building stream-lined processes with just-in-time (JIT) concepts. DevOps is not a single tools, methodology, skill set or organization structure. DevOps is a framework combining all of these for organizations to establish stream-lined processes to enable the business to operate faster and react to changes more quickly. DevOps can also enable maturity by using W.E. Deming’s Plan- Do-Check-Act cycle. Enterprise DevOps is not only an enhancement of Agile development and continuous delivery but also IT service management and application management to enable growth of the business and to maintain business continuity. Both digital and enterprise applications must move faster to keep pace A lack of continuous delivery impact the entire business. And when you combine the new requirements coming from Systems of engagement side which now have to integrate and access existing systems of record applications, the complexity dramatically increases. Business Need: Experiment in the market to judge success of products and services. LOB: Cannot iterate quickly with market based on IT timelines Business Need: Maintain system stability. Ops: Cannot keep up with the pace of change pushed into the system Business Need: Quickly iterate on functionality. Dev: Cannot access production-like environments to validate application changes
  11. The goal of DevOps is to establish stream-lined just-in-time (JIT) business processes. DevOps aims to maximize business outcomes, such as increasing sales and profitability, enhancing business speed, or minimizing operating cost, by aligning just-in-time (JIT) business processes. DevOps means establishing the IT service supply chain in the business in the same way as the supply chain for other products is embedded within the business. It is a big paradigm shift from software delivery to providing IT services. From an architecture perspective, DevOps needs to establish an automated quick deployment system. There are many methodologies and tools which can be utilized. DevOps does not have a template for implementation; each organization has to think and build up their own DevOps process to improve the business. Therefore understanding the concepts of DevOps is important for the staff to carry out the processes efficiently by following the right processes.
  12. Process Master Leads the team and facilitates, this role is the same as “Scrum Master” in Scrum. Implements visual control across the entire process and has a strong focus on establishing a stream-lined process with one-piece flow. Visual control means “Does everybody easily understand the situation by just looking at the boards without explanation?” It does not show the status. It can be expressed the problems occurred or not. Required experience: Scrum Master, Agile Project Leader. Service Master Has all the responsibility for providing IT services JIT. This role is like the “Product Owner” in Scrum, which is managing and prioritizing product backlogs and the new additional responsibility of cost planning for the IT service. Required experience: Scrum Product Owner, Service owner. Gatekeeper/Release Coordinator Responsible for monitoring the operational status and progress of the next release of the IT service. Make go/no go decisions about deployment according to criteria including security, compliance, regulatory requirements, maturity of operation team and their process views. Required experience: IT service management, Operations. Development team One of the key success factors for DevOps is building up a disciplined agile team. Disciplined agile teams commit to meet release plans and quality with sustainable pace. Required experience: Development, Agile. Operation team Adopt light-weight ITSM and support the design, implementation, operation, and improvement of these services within the context of an overall strategy. Utilize “*KAIZEN in Advance”7 which is a practice of KAIZEN in TPS. Required experience: Operations, KAIZEN. Reliability Engineer (Optional) Monitor the services in the deployment process and deal with problems with the service during its execution. Monitor the process status to ensure that the development team are following the rules of CI (Continuous Integration) and CD (Continuous Delivery) strictly. Monitor and manage the flow of complex build pipeline. Have a mission to improve the test process. Required experience: Testing, Tools, Quality assurance.
  13. Leads the team and facilitates, this role is the same as “Scrum Master” in Scrum. Implements visual control across the entire process and has a strong focus on establishing a stream-lined process with one-piece flow. Visual control means “Does everybody easily understand the situation by just looking at the boards without explanation?” It does not show the status. It can be expressed the problems occurred or not. Required experience: Scrum Master, Agile Project Leader.
  14. Has all the responsibility for providing IT services JIT. This role is like the “Product Owner” in Scrum, which is managing and prioritizing product backlogs and the new additional responsibility of cost planning for the IT service. Required experience: Scrum Product Owner, Service owner.
  15. Responsible for monitoring the operational status and progress of the next release of the IT service. Make go/no go decisions about deployment according to criteria including security, compliance, regulatory requirements, maturity of operation team and their process views. Required experience: IT service management, Operations.
  16. One of the key success factors for DevOps is building up a disciplined agile team. Disciplined agile teams commit to meet release plans and quality with sustainable pace. Required experience: Development, Agile.
  17. Adopt light-weight ITSM and support the design, implementation, operation, and improvement of these services within the context of an overall strategy. Utilize “*KAIZEN in Advance”7 which is a practice of KAIZEN in TPS. Required experience: Operations, KAIZEN.
  18. Process Master IT service has a close relationship with the business strategy and plan. The service master should attend business planning sessions and make recommendations about how to gain business advantages from IT services.
  19. Process Master The service master should discuss with marketing how to gain advantages from IT services. The service master identifies customers of IT services, gathers requirements with business value and agrees a time frame.
  20. Nuclear power plant control and monitoring panel  The monitoring and control room for Unit 5 of Bulgaria's Kozloduy Nuclear Power Plant. Built in 1987, Unit 5 is still operational today.
  21. The process master agrees how to visualize the whole process. One method is to use Obeya which can be set up for the whole process. Obeya is a war room which serves two purposes - information management and on-the-spot decision making. There are many visual management tools in it. Team members can quickly see where they are in every aspect of the program. When the cross-functional team works together, the Obeya system enables fast and accurate decision-making, improves communication, maintains alignment, speeds information gathering, and creates an important sense of team integration.
  22. On Toyota Management System there is one Visual Tool that helps the teams to reach the Goals and promotes generations of solutions and actions; that can be developed and implemented quickly. This tool is known as Obeya (War Room); many people think, it is just one type of Obeya but there are different types on the organizations. When developing a new vehicle, managers responsible for decision making in design, production engineering, and manufacturing gather in one place to shorten lead-time through real-time communications & simultaneous engineering. Its very important to consider some points for Obeya : 1.    I strong recommend to use just two colors, Red and Green, for status, not Yellow, Orange, Blue ect. The reason behind this is to avoid ambiguities; the status is OK or NOT OK. 2.    Define Metrics on SMART ways, not more than 5 metrics, due is impractical review every day 100 metrics. 3.    Issues Boards, there is mandatory, the team is prompted to solve issues immediately, the procrastination to solve the problem is not allowed. 4.    Discipline for meeting attending on time and should last no more than 10 min. 5.    The Flow for Obeya is CPDCA instead of normal PDCA. 
  23. Service Master The service master organizes the service management office (SMO) and defines ground rules for the team. The service master creates the vison, goal, and value of the project, and then puts together the DevOps team members. The run-time infrastructure defined at this stage. A value stream map of the whole process is designed.
  24. The service master defines product backlogs and priorities. The DevOps team use the product backlogs to defines stories  User Story: role, function, business value/reason, and conditions of operation.  Test Story: acceptance test cases and service acceptance criteria.  Operation Story: set priorities of IT services and conditions of operation for business continuity. Create service level and operational level agreements. The DevOps engineer and operations team define the transition, test and development infrastructure. The Development team also creates release and iteration plans. The gatekeeper studies compliance and regulatory requirements for the IT services. The reliability engineer defines the testing methodology and test cases.
  25. Scrum is the most applicable methodology at this stage. The development team must commit to release plans and then work using disciplined agile approach. The period of each iteration (sprint) is agreed according to business need. From a quality point of view, XP (Extreme Programming) practices such as pair-programming, TDD, Refactoring, and 10 minutes build are effective.
  26. After completing continuous integration, the automated process starts for the acceptance test, performance test and deployment. The DevOps engineer should build the single automated deployment pipeline as a One-piece flow. The reliability engineer and DevOps engineer collaborate to improve the testing process. The gatekeeper monitors progress across the process and makes the go/no go decision about going live. The operations team studies how to maintain business continuity.
  27. The operations team is responsible for monitoring the status of IT services during operation using light weight ITSM process. Keeping vital services operational in the event of a disaster is critical. The team should involve the reliability engineer and pay attention to two key parameters, Recovery point objective and Recovery time objective.
  28. The service master and reliability engineer decide whether to approve maintenance activities. If approved, they are added to the product backlog as requests for change.
  29. The service master and reliability engineer are responsible for collecting customer’s feedback such as, operational problems including user experience and quality issues. If approved, these items are added to the product backlog as requests for change.
  30. The service master decides the end of life of the IT service including conditions for when and how this will happen.