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SplunkLive! Utrecht 2019: KPN

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Telco giant KPN explain how they use Splunk as a building block to organizational change,

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SplunkLive! Utrecht 2019: KPN

  1. 1. Splunk> a building block for organizational change Luuc Dekkers @ splunk>live!
  2. 2. T&A Team of incredible people (engineers and product owners) Involved with divers projects and tools (StackState, Puppet, Splunk> and more) Luuc Born in Eindhoven, living in Rotterdam Fan of going out for dinner, travelling and PSV Bad in cooking and saying no at work KPN @ splunk>live!2 KPN 2 year Management Traineeship 3 years at Customer Team organization 1,5 year at Tooling & Automation team Luuc Dekkers Tooling & Automation
  3. 3. KPN Het netwerk van Nederland • KPN N.V. revenue was about 5.6 billion in 2018 while employing about 12.500 FTE’s • Consumer market products; fixed and mobile, Internet and Television • Business market; fixed and mobile, and a broad range of IT services like Workspace, Cloud and Security • ICT strategy acquisitions; Internedservices 2015, Divider, CAM-IT, DearBytes en QSight IT (incl. Inspark) 2017 KPN @ splunk>live!3
  4. 4. WHY We believe that technology enables KPN and its customers to be successful in a rapidly changing world in which we are seeking ways to be more efficient and effective together with delivering a high quality of service
  5. 5. Organizational change DevOps and SRE • From ‘traditional’ IT operations to Agile, DevOps principles and Software Reliability Engineering • Main principles; o Reduce organizational silos o Accept failure as normal o Implement gradual changes o Leverage tooling and automation o Measure everything • And how does splunk> support all these principles and thus supports organizational change? KPN @ splunk>live!5
  6. 6. 6 REDUCE ORGANIZATIONAL SILOS In our Splunk environment 100+ sources from 10+ teams come together enabling insight in IT chains and dashboarding possibilities. The business critical analysis team (BCA) has access to a lot of data. This creates transparency & Traceability. KPN @ splunk>live!
  7. 7. 7KPN @ splunk>live!
  8. 8. 8 ACCEPT FAILURE AS NORMAL We use an iterative way of building dashboards with our business in which first attempts are not perfect at all. Furthermore, when things go wrong, we tend to get closer to each other and fix things together. KPN @ splunk>live!
  9. 9. 9 IMPLEMENT GRADUAL CHANGES Main question was “How do we get engineers on board?” and “How do we get value out of data?” It takes time, so do it step by step. Democratization is key!
  10. 10. 10 LEVERAGE TOOLING & AUTOMATION We made Splunk part of our ecosystem. We monitor the usage of our tooling. KPN @ splunk>live!
  11. 11. Examples • We monitor the usage, by divers IT operations teams, of our generic tools • Adoption rate is an important performance indicator within operations 11
  12. 12. 12 MEASURE EVERYTHING Why? The most common answers are: 1) to answer questions, 2) to show results, 3) to demonstrate value, 4) to justify our budget (or existence), 5) to identify opportunities for improvement and 6) to manage results. KPN @ splunk>live!
  13. 13. 13KPN @ splunk>live!
  14. 14. Enjoy the ride!. KPN @ splunk>live!14 Information and data is key in our work, but inspiring and telling the stories behind the data is human and fun.
  15. 15. 15 Main take-aways • Understand how Splunk can support your strategic goals • Reduce organizational silos • Implement gradual changes • Leverage tooling and automation • Measure everything • Accept failure as normal • Providing people with easy access to data & insight • Enjoy the ride! KPN @ splunk>live!

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