4. What is DevOps?
“It’s a movement of people who think its time for
change in the IT industry – time to stop wasting money,
time to start delivering great software and building
systems that scale and last” – Patrick Debois
43. Add Ops into Dev
• Enhance Service Design with Operation al Knowledge
– Reliability
– Performance
– Security
– Test Them
• Build Feedback Loops from Production
– Monitoring and KPI Dashboards
– Postmortems
• Foster Culture of Responsibility
– Whether your code passes test, gets deployed and stays up for users
us your responsibility
• Make Development Better with Ops
– Productionlike enviromnents
– Power tooling
45. Add Dev into Ops
• Don’t do tasks for people
– Build tools so they can do their own work
• Monitoring/logging/metrics feeds back into
dev (and the business)
• Blameless incident postmortems
• Developers Do production support/empower
ops acceptance
73. References
• Gene Kim’s Visible Ops
• Tom Limoncelli’s The Practice Of Cloud System Administration
• Gene Kim’s The Phoenix Project (modeled on Goldratt’s The Goal)
• Jez Humble’s Continuous Delivery
• Michael Nygard’s Release It!
• Gene Kim’s The DevOps Cookbook (coming soon-ish)
• Various Mary and Tom Poppendieck Lean Software Development Books
• Velocity Conference (velocityconf.com)
• DevOpsDays Unconferences – There’s one near you! (devopsdays.org)
• DevOps Weekly newsletter (devopsweekly.com)
• DevOps Café Podcast (devopscafe.com)
• The Twelve Factor App (12factor.net)
• The Agile Admin (theagileadmin.com)
• Somkiat Pulsungnoen DevOps 101
Editor's Notes
DevOps is an alternative model for the creation of busines value from the software development lifecycle than encompasses a product-centric view across the entire product lifecycle (from inception to retirement) and recognises the value in close collaboration, experimentation and rapid feedback
Integration of development and operations teams to improve collaboration and productivity by automating infrastructure and workflows, and continuously measuring application performace
DevOps is an alternative model for the creation of business value from the software development lifecycle than encompasses a product-centric view across the entire product lifecycle (from inception to retirement) and recognizes the value in close collaboration, experimentation and rapid feedback
Once upon a time in between 2001 and 2008 when Agile Software became popular,
(almost) everything was controlled by software and most software run as services on server.
Delivery of software from idea to customer was slow and error-prone due to manual intervention required for preparing software for release and hand-off of Software artifacts to IT operations for deployment onto production servers
IT Operations were often the bottleneck as they worked in silos and would usually serve several software development teams
Delayed software releases lead to lost revenue for many companies big and small
Common Scenario
Large # of defects in production
Difficult to diagnose production issues
“It works on my Workstation”
“Blamestorming” + “Fingerpointing”
Long delays for response from IT
Releases slip and/or projects fail
Everyone’s quality of life goes “South”
Why?
“Business-IT Allignment?”
Cost sensitive
Risk Averse
IT Function becomes…
Centralised and monolythic
Slow, penny wise, pound foolish
Then Business demands Innovation, Fast!
Patrick Debois first introduced the idea at an Agile conference in Toronto in 2008, currently thought leader in the field and Devops Philosophy champion
Simple idea had to implement
2009 John and Paul (from Flikr HODev + HOO) gave the seminal DevOps presentation. First time on large scale discussion about Dev and Ops working together. They presented Flikr as a successful case story
2011 Cameron Haights brought DevOps into the mainstream. Working for Gartner research, he put a slide in his presentation about the Philosophy of DevOps at the time so it game some weight to the concept. His quopte got some larger organisations thinking about the fact that hey maybe this is an approach we need to take
2013 Gene Kim wrote the Phoenix Project book which continued to drive the theme forward
2014+ large organisations start adopting DevOPs , Lego, Target, Nordstrom, NetFlix, Amazon,
The Three Ways
Systems Thinking
Amplified Feedback Loops
Culture of Continuous Experimentation
CAMS
Culture – People > Process > Tools
Automation – Infrastructure as Code
Measurement – Measure Everything
Sharing – Collaboration/Feedback
Influenced by…
Agile Manifesto
Lean Theory of Constraints
A culture and mindset for collaborating between developers and operations
GOALS
To improve the delivery of value to customer and business
The Three Ways
Systems Thinking
Amplified Feedback Loops
Culture of Continuous Experimentation
CAMS
Culture – People > Process > Tools
Automation – Infrastructure as Code
Measurement – Measure Everything
Sharing – Collaboration/Feedback
Influenced by…
Agile Manifesto
Lean Theory of Constraints
Management Checklist
Experiment – choose a test case as a pilot
Then document and spread the best practices
Empower your teams, but guide their values
Metrics are your friend – demand measurable outcomes
Don’t accept excuses when the old baseline isn’t good enough
Fail fast, continually improve
Build on small successes to gain broad support for more substantive changes
Align roles and responsibilities across groups – enable collaboration even if it seems “inefficient”
Grass Roots checklist
Find ways to collaborate – involve others early
Find ways to automate and make self service
Become metrics driven
Learn new things, continually improve
Understand the larger business goals, metrics and priorities you support
Communicate
Work in parallel with small batches
Allow refactoring
Prove business value to management
Don’t do this
Make Token Gestures
“Ops team, change your name to DevOps team!”
“Put DevOps in those job titles”
Implement Tools Only
Changing tools without changing tactics leaves the battlefield strewn with bodies
Create More Silos
Devalue Operations or Development Knowledge
Do anything you are not measuring the impact of