Putting in place a product mindset. Driven by fast feedback loops.
But, there was a problem… how do you get to this point.
Duke Energy Thales: https://pivotal.io/customers/thales Allstate Allianz does this as well with labs in Stuttgart and Münich - https://www.youtube.com/watch?v=VD6RNL87YDw
Our tale begins with, of course, BMC.
Operations is a competitive advantage.
- Growing the company, merging with other companies, etc. - Comcast has 153,000 employees JPMC has 19,000 developers So, how are you gonna manage all that?
This tweet thread from one of our customers, which is who we learn from...
A platform means less time spent making platforms, etc.
Need to focus on building trust, and the culture of innovation. Culture - good, engaged people make good products. Think about how many barriers, rules, and ancient technologies are in the way of doing the simple act of deploying to production. It’s likely that all that old stuff makes people unhappy, and your culture not as good and generative as you need.
Start with one app. Then two, then five, etc. This starting slow is done everywhere: Comcast, T-Mobile, CSAA Insurance Group (AAA Insurance), Liberty, Coupled with internal marketing, profiled well by CSAA Insurance Group. …for example, at T-Mobile USA, they did a same day security patch (plus regular apps shipping) …which got executive attention to mandate wide use of this approach.
So, what’s this platform. Well, here’s ours, Pivotal Cloud Foundry. This is a maximal slide, of course, but at a high-level it’s simple. It removes the operations/deployment bottleneck. Most everything is automated and controlled by PCF. A packaging and operations model is defined It sets up the kind of self service, rapid deployment developers like. It has ops, though, which is what allows Comcast to hit 4 operators. And, now, there’s some more options, with PKS and the upcoming serverless stuff. There’s all sorts of other advantages a platform like this brings you .. Multi-cloud, public and private …no more need to manage operating systems …Security assurances from containers and tight networking controls – JPMC rebuilds its platform every Thursday, during the day. Companies often layer their own platform on-top of this, like Allianz & Scotiabank who customize it with shared services.
T-Mobile USA supports 18,000 containers and 1,700 developers with just 10 operators
18,000 containers doing 10,000 transactions a second. 1,700 developers supported by 10 operators; a 170:1 ratio.
“Our developers are
now totally focused
on our customers
and the user
Xavier Perret, Orange France
A new business app in ⅓ less time,
used by 50% of customers
Source "Going Cloud-Native at Orange France," Pivotal Insights #53, 2018; "Transformation Digitale de la Direction Enterprise
France," Philippe Benaben, Gan Zifroni, Nicolas Gilot, Orange France, July 2018
Shift from Service Delivery to Product Delivery
Sources: BMC’s ITIL® Processes & Best Practices documents, 2011 to 2016; "Sky is the Limit for Cloud Foundry at AirFrance-KLM," Nathan Wattimena & Fabien Lebrere,
AirFrance-KLM, Oct. 2018.; “Why Change? Small batch thinking,” Coté, Sep. 2018.
Balanced teams using weekly releases to production create
Sources: "Operations is a competitive advantage… (Secret Sauce for Startups!)," Jesse Robbins, Oct, 2007. "Operations: The secret sauce
revisited," Andrew Clay Shafer, Aug, 2019.
Source: "State of DevOps Report," Forsgren, et. al., 2017.
10Source: “CEOs and Software,” Rymer & Hammond, Forrester, Jan 2019.
“The code to accomplish these
tasks might be dozens of lines of
trivial amount of development
compared to what it takes to set
up the servers with the proper
environment to run the code.”
Source: "Cloud Programming Simplified: A Berkeley View on Serverless Computing," a lot of people Berkely.
Previously Director, Cloud
..developer should have to do the least amount of work
possible to deploy to the platform.
..just push from the CI tool without worrying about
change tickets, security scanning, or approvals because
it all happened through automation.
..Operational readiness, compliance, logging,
monitoring, paging and notifications, etc should all be
..Developers want to focus on delivering value as much
as anyone else in the company. Get them out of
administrivia. I assure you that they will buy into an
opinionated pattern if it means more time solving
problems for customers.
The centralized everything
Source: “The Upside-Down Economics of Building Your Own Platform,” Jared Ruckle and Matt Walburn, 2017 and 2018.
18Source: Presentation at SpringOne Platform, Sep 2018.
The promise we
made to our
developers is that
life will get simpler.”
Vincent Oostindië, Rabobank
Finding toil: what does it take to deploy one line of
• Removes toil with automation &
• Stands up & manages the platform
• Creates shared services/middleware/etc.
Insane staff efficiency
• T-Mobile USA: 8 ops to 300 developers,
• Dick’s Sporting Goods: 6 ops to 120 devs.
• Well Fargo: repaves production every 3
Source: "Adopting PCF At An Automobile Manufacturer," Thomas Seibert and Gregor Zurowski, s1p 2017.
Sources: Home Depot meetup, Oct 2015; Humana at CF Summit 2015; “Getting started,” Coté, Oct 2016; Comcast’s Christopher
Tretina at SP1 2016; “Cloud-Native at Home Depot, With Tony McCulley”; "Bottom Up Enterprise Transformation," Kyle Campos, CSAA
Insurance, CF Summit EU, Oct 2017. Number of AI’s equates to ~130 apps composed on ~900 services.
Budget for initial consulting
● Spend lots of time
initially working with
● You’re often the
most qualified to
know the platform
and even how to
program for it
● Budget this time and
staffing in, don’t get
shocked by actuals
23Sources: "Take DevOps to 11 and Sprinkle Cloud on it with Rainbows and Unicorns," Matt Curry, s1p 2017; customer discussions.
Labs, factories, CoE’s, whatever…but brand your
● It’s important to
make a brand, this is
● Internal conference,
● Stickers & t-shirts,
24Sources: brands from Allstate, Talanx, Duke Energy.
What does successful platform as a product look like?
A Fully Dedicated and Balanced Team
(Product Owner/Product Manager, Platform Engineers)
By: Resulting In:Empowered to:
Strong Executive Sponsorship with a well communicated vision
● Speaking Directly to
● Conducting Hypothesis
● Using Quick Feedback
● Making Metric
● Define Product Strategy
● Prioritize Backlog
● Release Updates &
Patches to Platform
● Challenge Legacy
● Focus on Reliability
● Solutions to Real
Business & Customer
● Minimizing Waste
● Increased Velocity
● Maximized ROI
● Good Product/Market Fit
Gartner recommends creating dedicated platform teams to
continuously build, support and improve the shared
platforms available through the self-service portal. In the
2019 Gartner DevOps Survey, 60% of respondents said that
their organization is currently using the product and platform
team structure for its DevOps efforts. Respondents who use
the product and platform structure report a significantly
higher level of average customer satisfaction (59% saying
customers are “highly satisfied”). They also reported a
significantly higher degree of average success in scaling
DevOps (59.5% saying “very successful”) as compared to
those not using a product and platform structure.
Source: "How to Scale DevOps by Building Platform Teams," Daniel Betts, George Spafford, Gartner, April, 2019.