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Continuous Delivery
& DevOps
IT Value Stream Improvements Roadmap Chapter 2
This presentation was inspired and influenced ...
2015-10-02 Janusz Stankiewicz 2
"How long would it take your organization to deploy a change
that involves just one single...
3
"How long would it take your organization to deploy [from
code commit stage to production] a change that involves just
o...
What - Vision
"We need to figure out a way to deliver
software so fast that our Customers don't
have time to change their ...
5
Now… What Options Are Available?
… And Many Many More… But Wait…
2015-10-02 Janusz Stankiewicz
6
How About Systems Thinking, Theory of
Constraints, Lean Startup, and…
Lean Software Development + Agile?
2015-10-02 Janu...
7
Systems Thinking, Theory of Constraints, and Lean
Startup
2015-10-02 Janusz Stankiewicz
Lean Software Development + Agile
8
1. Our highest priority is to satisfy the
customer through early and continuous
delive...
9
Now… Which Way…?
When we look through the lenses of Systems
Thinking, Theory of Constraints, Lean Startup,
and… Lean Sof...
10
2015 State of DevOps Report
- High-performing IT organizations deploy 30x more frequently with 200x shorter
lead times;...
Where Are We Today?
112015-10-02 Janusz Stankiewicz
Typical Mindset and Operating Culture In Command and
Control Driven Organizations
12
Strong Waterfall Mindset Deeply Roote...
Practice
Build management and
continuous integration
Environments and deployment
Release management and
compliance
Testing...
Practice Culture Automation Lean Measurement Sharing
Level 4: Optimising
Desired elements of the culture
are identified, i...
Continuous Delivery & DevOps Evolution Roadmap
15
Phase 0 - Team
Setup
Phase 1 - As Is Baselining and
Building the Basics
...
Continuous Delivery & DevOps Scope For
Projects
16
Define Study Design Develop Close Verify
Technical Architecture High Le...
IT Order High Level Design
Integration Design Software Code
Solution Description Integration Test Plan
Integration Test Re...
18
Problem
Investigation
Development
Integration
Testing
System Testing Deployment
Incident Request
Problem
Investigation
...
19
Continuous Delivery?... What Is It?..
“Continuous Delivery is a software development discipline where you build softwar...
Continuous Delivery Principles
20
- Create a Repeatable, Reliable Process for Releasing Software
- Automate Almost Everyth...
Continuous Delivery Practices
21
- Only Build Your Binaries Once
- Deploy the Same Way to Every Environment
- Smoke-Test Y...
Version Control
Artifact Repository
Source
Code
Commit Stage
Compile the Code
Run a Set of Commit Tests
Create Binaries
Pe...
Sample Implementation
23
You Think it’s Complex?… Well… Have You Seen Car Factory Production Line?…
http://www.ibm.com/dev...
24
Continuous Delivery by Nhan Ngo 1/4
2015-10-02 Janusz Stankiewicz
25
Continuous Delivery by Nhan Ngo 2/4
2015-10-02 Janusz Stankiewicz
26
Continuous Delivery by Nhan Ngo 3/4
2015-10-02 Janusz Stankiewicz
27
Continuous Delivery by Nhan Ngo 4/4
2015-10-02 Janusz Stankiewicz
Dev QA
Ops
DevOps?… What Is It?…
Dev QA Ops
DevOps represents a change in IT culture, focusing on rapid IT
service deliver...
29
Key DevOps Principles and Practices
“By 2020, at least 80% of the practices identified with DevOps and Mode 2 will be a...
30
Continuous Delivery is about software delivery
model from code commit to production, while
DevOps is all about how to m...
The Lean Change Canvas
Urgency Target Options Vision Communication Change Participants
Success Criteria Action Items
Commi...
Doing Done Doing Done Doing Done
Pursue & Scale
Pivot & Adjust
Improvements
Backlog
Next [2]
Prepare [2] Introduce [2] Lea...
What CD & DevOps Team Topology Is Right?…
2015-10-02 Janusz Stankiewicz 33
Anti-Type A: Separate Silos
Classic ‘throw it o...
Who?...2x2 Pizzas DevOps Team
- 14 (?) People collocated core cross-functional team (Dev, QA, Ops) with right blend of per...
35
???
2015-10-02 Janusz Stankiewicz
Acknowledgements
While working on this material, I have been inspired and heavily influenced by the thinking of the follow...
37
Appendices
2015-10-02 Janusz Stankiewicz
Lean Change Management
38
Lean change management is a system of innovative methods for effecting change in an
organization...
Lean Change Key Themes
- Negotiated Change - Negotiated Change approach demands that recipients of any change are co-autho...
Lean Change Components
- Change Canvas - The canvas is an informal "plan on a page", which cover most parts of Kotter’s 8 ...
Management 3.0
41
“Management 3.0 brings together the best thinking in the field of
complex adaptive system, Agile managem...
Management 3.0
42
Management 1.0 = Hierarchies
Some people call it scientific management, whereas others call it command-a...
Martie, Jurgen Appelo’s Management 3.0 Model &
Declaration Of Interdependence
43
The management hierarchy is a basic neces...
Best Quotes From Management 3.0
442015-10-02 Janusz Stankiewicz
Kanban Method
45
The name 'Kanban' originates from Japanese [看板], and translates
roughly as "signboard" or "billboard". It...
Kanban 9 Values
46
- Transparency
- Balance
- Collaboration
- Customer Focus
- Flow
- Leadership
- Understanding
- Agreeme...
Kanban 4 Foundational Principles..
47
- Start with what you do now
- Agree to pursue evolutionary change
- Initially, resp...
Kanban 6 Core Practices
48
- Visualize
- Limit Work-in-Progress (WIP)
- Manage Flow
- Make policies explicit
- Implement f...
Mapping: Values vs. Foundational Principles
49
- Understanding: Start with what you do now
- Agreement: Agree to pursue ev...
50
Mapping: Values vs. Core Practices
- Transparency: Visualize
- Balance: Limit Work-in-Progress (WIP)
- Customer Focus, ...
Kanban Board Sample
512015-10-02 Janusz Stankiewicz
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Continuous Delivery & DevOps - IT Value Stream Improvements Roadmap Chapter 2 v8

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Continuous Delivery & DevOps - IT Value Stream Improvements Roadmap Chapter 2 v8

  1. 1. Continuous Delivery & DevOps IT Value Stream Improvements Roadmap Chapter 2 This presentation was inspired and influenced by the works of many people, and I cannot possibly list them all. It has been my sincere aim to respect all copyrights and reference the authors as appropriate. If however, you feel I have not succeeded in some aspects of my intent, please contact me at my email: Janusz.Stankiewicz@gmail.com, to help me correct my errors. Thank you.
  2. 2. 2015-10-02 Janusz Stankiewicz 2 "How long would it take your organization to deploy a change that involves just one single line of code? Do you deploy changes at this pace on a repeatable, reliable basis?“ Mary And Tom Poppendieck Technology is Wiping Out Companies Faster Than Ever… At Current Churn Rate, 75% of the S&P 500 will be Replaced by 2027 Innosight, Creative Disruption Whips Through Corporate America, 2012
  3. 3. 3 "How long would it take your organization to deploy [from code commit stage to production] a change that involves just one single line of code? Do you deploy changes at this pace on a repeatable, reliable basis?“ Mary And Tom Poppendieck Let Me Twist Mary’s and Tom’s Quote a Bit Seconds… Minutes… Hours… Days… Weeks… Months… Ages… 2015-10-02 Janusz Stankiewicz
  4. 4. What - Vision "We need to figure out a way to deliver software so fast that our Customers don't have time to change their minds“ Mary Poppendieck 4 Chapter 2 Focus is on Enabling Fast Flow for the IT Value Stream Segment from Development through QA to Operations… other Segments are being addressed separately 2015-10-02 Janusz Stankiewicz
  5. 5. 5 Now… What Options Are Available? … And Many Many More… But Wait… 2015-10-02 Janusz Stankiewicz
  6. 6. 6 How About Systems Thinking, Theory of Constraints, Lean Startup, and… Lean Software Development + Agile? 2015-10-02 Janusz Stankiewicz
  7. 7. 7 Systems Thinking, Theory of Constraints, and Lean Startup 2015-10-02 Janusz Stankiewicz
  8. 8. Lean Software Development + Agile 8 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software 2. Welcome changing requirements, even late in development. Agile processes harness change for the customer’s competitive advantage 3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to shorter timescale 4. Business people and developers must work together daily throughout the project 5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. 6. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. 7. Working software is the primary measure of progress. 8. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. 9. Continuous attention to technical excellence and good design enhances agility. 10. Simplicity – the art of maximizing the amount of work not done – is essential. 11. The best architectures, requirements, and designs emerge from self-organizing teams. 12. At regular intervals, the team reflects on how to become more effective, then tunes and adjust its behavior accordingly. 12 Principles of Agile Software 1. Eliminate Waste • Seeing Waste, Value Stream Mapping 2. Amplify Learning • Feedback, Iterations, Synchronization, Set-Based Development 3. Decide as Late as Possible • Options Thinking, The Last Responsible Moment, Making Decisions 4. Deliver as Fast as Possible • Pull Systems, Queuing Theory, Cost of Delay 5. Empower the Team • Self-Determination, Motivation, Leadership, Expertise 6. Build Integrity In • Perceived Integrity, Conceptual Integrity, Refactoring, Testing 7. See the Whole • Measurements, Contracts 7 Principles and 22 Practices of Lean Software Development We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over process and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. The Agile Manifesto 2015-10-02 Janusz Stankiewicz
  9. 9. 9 Now… Which Way…? When we look through the lenses of Systems Thinking, Theory of Constraints, Lean Startup, and… Lean Software Development + Agile… Continuous Delivery combined with DevOps is The Sound Choice. 2015-10-02 Janusz Stankiewicz
  10. 10. 10 2015 State of DevOps Report - High-performing IT organizations deploy 30x more frequently with 200x shorter lead times; they have 60x fewer failures and recover 168x faster - Lean management and continuous delivery practices create the conditions for delivering value faster, sustainably - High performance is achievable whether your apps are greenfield, brownfield or legacy - IT managers play a critical role in any DevOps transformation - Diversity matters - Deployment pain can tell you a lot about your IT performance - Burnout can be prevented, and DevOps can help 2015-10-02 Janusz Stankiewicz Puppet Labs 2015 State of DevOps Report, In partnership with IT Revolution. Sponsored by PwC
  11. 11. Where Are We Today? 112015-10-02 Janusz Stankiewicz
  12. 12. Typical Mindset and Operating Culture In Command and Control Driven Organizations 12 Strong Waterfall Mindset Deeply Rooted in Current Operating Culture Operating Culture: High – Power, Oppositional and Conventional Low – Achievement and Self-Actualizing styles of behavior 2015-10-02 Janusz Stankiewicz
  13. 13. Practice Build management and continuous integration Environments and deployment Release management and compliance Testing Data management Level 3 – Optimizing: focus on process improvement Teams regularly meet to discuss integration problems and resolve them with automation, faster feedback and better visibility. All environments managed effectively. Provisioning fully automated. Virtualisation used if applicable. Operations and delivery teams regularly collaborate to manage risks and reduce cycle time. Production rollbacks rare. Defects found and fixed immediately. Release to release feedback loop of database performance and deployment process. Level 2 – Managed: Process measured and controlled Build metrics gathered, made visible and acted on. Builds are not left broken. Orchestrated deployments managed. Release and rollback processes tested. Environment and application heath monitored and proactively managed. Quality metrics and trends tracked. Operational requirements defined and measured. Database upgrades and rollbacks tested with every deployment. Database performance monitored and optimised. Level 1 – Consistent: Automated processes applied across whole lifecycle Automated build and test cycle every time a change is committed. Dependencies managed, Re-use of scripts and tools. Fully automated, self-service push-button process for deploying software. Same process to deploy to every environment. Change management and approvals processes defined and enforced. Regulatory and compliance conditions met. Automated unit and acceptance tests, the latter written with testers. Testing part of development process. Database changes performed automatically as part of deployment process. Level 0 – Repeatable: Process documented and partly automated Regular automated build and testing. Any build can be re- created from source control using automated process. Automated deployment to some environments. Creation of new environments is cheap. All configuration is externalised / versioned. Painful and infrequent, but reliable releases. Limited traceability from requirements to release. Automated tests written as part of story development. Changes to databases done with automated scripts versioned with application. Level -1 – Regressive: process unrepeatable, poorly controlled and reactive Manual processes for building software. No management of artefacts and reports. Manual process for deploying software. Environment specific binaries. Environments are provisioned manually. Infrequent and unreliable releases. Manual testing after development. Data migrations unversioned and performed manually. Continuous Delivery Maturity Model 1/2 2015-10-02 Janusz Stankiewicz 13
  14. 14. Practice Culture Automation Lean Measurement Sharing Level 4: Optimising Desired elements of the culture are identified, ingrained and sustainable – “ the way we work here” Continually enhancing the employee and customer experience. Self-service automation, self- learning using analytics and self- remediation Autonomous habit Full empowerment External learning Measure to customer value Effective knowledge sharing and individual empowerment Level 3: Adopted Culture viewed as an asset to be managed. Ability to adapt to changing business needs. Collect and analyse metrics of the automated process and measure against business goals Driven deployment Majority involvement X-process learning Monitor using business and end- user context Collaboration based processes are measured to identify bottlenecks and inefficiencies Level 2: Sustainable Cultural traits that support business strategies have been identified. Ability to analyse trends in culture and predict issues. Central automated processes across the application lifecycle Goal orientated Selected teams Value stream learning Monitor resources consistently Collaboration, shared decision making and accountability Level 1: In Transition Aware of aspects in culture that may help or hinder. Programs implemented to address specific issues. Siloes automation, no central infrastructure Formal structure Only specialists Team learning Measure to project metrics Managed Communication, some shared decision making Level 0: Impeded Culture developed organically Lack of awareness as to how culture is impacting day-to-day business. Culture misaligned to goals No automation Reactive approach Little/no involvement Ad-hoc learning No monitoring or metrics collection Poor, ad-hoc communication and coordination Continuous Delivery Maturity Model 2/2 2015-10-02 Janusz Stankiewicz 14
  15. 15. Continuous Delivery & DevOps Evolution Roadmap 15 Phase 0 - Team Setup Phase 1 - As Is Baselining and Building the Basics (Initiate Mindset Change) Phase 2 - To Be Progressive Development & Roll-out Phase 3 - Team and Data Driven Continuous Improvement Time1+ … … DevOps Automated Environment Provisioning ImprovementsAutomated Environment Provisioning Foundations Automated Configuration Management ImprovementsAut. Conf. Mgmt. Foundations Lean Change Management & Management 3.0 VSM & Kaizen Quick Wins 2x2PDOT Collocation Delivery & Imp. Kanban Setup Delivery & Improvements Kanban Operation Continuous Delivery Continuous Int. Foundations Continuous Integration Improvements Deployment Pipeline v1 Setup Version Control Improvements Deployment Pipeline Improvements Version Control Foundations Continuous Testing Continuous Testing Foundations Continuous & Automated Testing Improvements 2015-10-02 Janusz Stankiewicz
  16. 16. Continuous Delivery & DevOps Scope For Projects 16 Define Study Design Develop Close Verify Technical Architecture High Level Design Integration Design Software Code Solution Description Integration Test Plan Integration Test Report Maintenance Documentation IT Release Instruction Software Package Architecture Design System Design Development Integration Testing System Testing Deployment Business Services Catalogue Non Functional Requirements Canonical Data Model SOA Application Design Test Works Schedule Functional Test Report Regression Test Report Architecture Draft Cost estimation Updated Architecture Draft Solution Design Solution Architecture Integrated Software Performance Test Report Deployment Test Report Security Test Report UAT Test Report Out: Phase 0In: Phase 0 In: Phase 1 Out: Phase 1 Out: Phase 2In: Phase 2 Out: Phase 3 In: Phase 3 Governance Frameworks, Principles, Practices And Techniques Applied, As Well As Artifacts Created Between Upstream Entry & Downstream Exit Points For Full Mode 2 Projects Evolve Toward Agile Specific, As Per Results Of Experiments From Kanban Improvement Boards Continuous Delivery & DevOps 2015-10-02 Janusz Stankiewicz
  17. 17. IT Order High Level Design Integration Design Software Code Solution Description Integration Test Plan Integration Test Report Maintenance Documentation IT Release Instruction Software Package Register IT Order System Design Development Integration Testing System Testing Deployment Test Works Schedule Functional Test Report Regression Test Report Integrated Software Performance Test Report Deployment Test Report Security Test Report UAT Test Report 17 Out: Phase 0In: Phase 0 In: Phase 1 Out: Phase 1 Out: Phase 2In: Phase 2 Out: Phase 3In: Phase 3 Continuous Delivery & DevOps Scope For IT Orders (Small Projects) Governance Frameworks, Principles, Practices And Techniques Applied, As Well As Artifacts Created Between Upstream Entry & Downstream Exit Points For Full Mode 2 Projects Evolve Toward Agile Specific, As Per Results Of Experiments From Kanban Improvement Boards Continuous Delivery & DevOps 2015-10-02 Janusz Stankiewicz
  18. 18. 18 Problem Investigation Development Integration Testing System Testing Deployment Incident Request Problem Investigation Known Error Verify Integration Test Plan Integration Test Report IT Release Instruction Software Package Integrated Software Test Works Schedule Functional Test Report Regression Test Report Performance Test Report Deployment Test Report Security Test Report UAT Test Report Incident Investigation Development Integration Testing System Testing Deployment Incident Request Change Request Verify Software Code Problem Resolution Incident Resolution Out: Phase 0In: Phase 0 In: Phase 1 Out: Phase 1 Out: Phase 2In: Phase 2 Out: Phase 3In: Phase 3 Continuous Delivery & DevOps Scope For Maintenance Governance Frameworks, Principles, Practices And Techniques Applied, As Well As Artifacts Created Between Upstream Entry & Downstream Exit Points For Full Mode 2 Projects Evolve Toward Agile Specific, As Per Results Of Experiments From Kanban Improvement Boards Continuous Delivery & DevOps 2015-10-02 Janusz Stankiewicz
  19. 19. 19 Continuous Delivery?... What Is It?.. “Continuous Delivery is a software development discipline where you build software in such a way that the software can be released to production at any time. You’re doing continuous delivery when: • Your software is deployable throughout its lifecycle • Your team prioritizes keeping the software deployable over working on new features • Anybody can get fast, automated feedback on the production readiness of their systems any time somebody makes a change to them • You can perform push-button deployments of any version of the software to any environment on demand You achieve continuous delivery by continuously integrating the software done by the development team, building executables, and running automated tests on those executables to detect problems. Furthermore you push the executables into increasingly production-like environments to ensure the software will work in production.” Martin Fowler “Mode 1 organizations will likely not be performing [full scale] continuous delivery activities… Mode 1 should therefore focus on automating individual phases of the SDLC where possible. While extensive automated testing may prove to be difficult to achieve, these organizations should definitely plan to automate the build and deploy process.“ Gartner 2015-10-02 Janusz Stankiewicz
  20. 20. Continuous Delivery Principles 20 - Create a Repeatable, Reliable Process for Releasing Software - Automate Almost Everything - Keep Everything In Version Control - If It Hurts, Do It More Frequently, and Bring the Pain Forward - Build Quality In - Done Means Released - Everybody Is Responsible For Delivery - Continuous Improvement 2015-10-02 Janusz Stankiewicz
  21. 21. Continuous Delivery Practices 21 - Only Build Your Binaries Once - Deploy the Same Way to Every Environment - Smoke-Test Your Deployments - Keep Your Environments Similar - Each Change Should Propagate through the Pipeline Instantly - If Any Part of the Pipeline Fails, Stop the Line 2015-10-02 Janusz Stankiewicz
  22. 22. Version Control Artifact Repository Source Code Commit Stage Compile the Code Run a Set of Commit Tests Create Binaries Perform Code Analysis Prepare Test Databases… UAT Configure Environment Deploy Binaries Smoke Test Capacity Stage Configure Environment Deploy Binaries Smoke Test Run Capacity Tests Production Configure Environment Deploy Binaries Smoke Test Testers Self-service Deployments Operations Perform Push-button Releases Developers See Code Metrics and Test Failures Env & App Config Env & App Config Reports Binaries Metadata Binaries Reports Metadata Binaries Reports Metadata Acceptance Stage Configure Environment Deploy Binaries Smoke Test Acceptance Tests Automated ManualJez Humble & David Farley: Continuous Delivery 22 The Key Pattern – Basic Deployment Pipeline Production-like environment UAT + exploratory testing, usability testing, showcases Duration: <5, not more than 10 min. Unit tests + selected others Preset thresholds: test coverage, amount of duplicated code, cyclomatic complexity, afferent and efferent coupling, number of warnings, code style, etc. Duration: 1 to 2 hrs. Production-like environment Functional acceptance tests + regression tests Production-like environment Nonfunctional Testing: Capacity, Security, SLA conformance 2015-10-02 Janusz Stankiewicz
  23. 23. Sample Implementation 23 You Think it’s Complex?… Well… Have You Seen Car Factory Production Line?… http://www.ibm.com/developerworks/rational/library/deploy-industry-solutions-cloud-platform/ 2015-10-02 Janusz Stankiewicz
  24. 24. 24 Continuous Delivery by Nhan Ngo 1/4 2015-10-02 Janusz Stankiewicz
  25. 25. 25 Continuous Delivery by Nhan Ngo 2/4 2015-10-02 Janusz Stankiewicz
  26. 26. 26 Continuous Delivery by Nhan Ngo 3/4 2015-10-02 Janusz Stankiewicz
  27. 27. 27 Continuous Delivery by Nhan Ngo 4/4 2015-10-02 Janusz Stankiewicz
  28. 28. Dev QA Ops DevOps?… What Is It?… Dev QA Ops DevOps represents a change in IT culture, focusing on rapid IT service delivery through the adoption of agile, lean practices in the context of a system-oriented approach. DevOps emphasizes people (and culture), and seeks to improve collaboration between operations and development teams. DevOps implementations utilize technology - especially automation tools that can leverage an increasingly programmable and dynamic infrastructure from a life cycle perspective. Gartner The term “DevOps” typically refers to the emerging professional movement that advocates a collaborative working relationship between Development and IT Operations, resulting in the fast flow of planned work (i.e., high deploy rates), while simultaneously increasing the reliability, stability, resilience and security of the production environment. Gene Kim “One of the valid complaints about DevOps is that it’s difficult to describe what it is. Currently, DevOps is more like a philosophical movement, and not yet a precise collection of practices, descriptive or prescriptive (e.g., CMM-I, ITIL, Agile, etc.).” Gene Kim 2015-10-02 Janusz Stankiewicz 28 Extend delivery to production – Automation * Embed projects knowledge into Operations – Culture, Sharing * Extend Operations feedback to projects – Monitoring * Embed Operations knowledge into projects – Culture, Sharing * * CAMS – core values of DevOps movement: Culture, Automation, Measurement, Sharing
  29. 29. 29 Key DevOps Principles and Practices “By 2020, at least 80% of the practices identified with DevOps and Mode 2 will be adopted by traditional Mode 1 groups, up from 10% today.” Garter Source: Gartner, Cameron Haight - Principles and Practices of DevOps (March 2015) 2015-10-02 Janusz Stankiewicz
  30. 30. 30 Continuous Delivery is about software delivery model from code commit to production, while DevOps is all about how to make it work. 2015-10-02 Janusz Stankiewicz
  31. 31. The Lean Change Canvas Urgency Target Options Vision Communication Change Participants Success Criteria Action Items Commitment Wins / Benefits 19-Jul-2015 Iteration#7 Continuous Delivery & DevOps 2015-10-02 Janusz Stankiewicz 31
  32. 32. Doing Done Doing Done Doing Done Pursue & Scale Pivot & Adjust Improvements Backlog Next [2] Prepare [2] Introduce [2] Learn 19-Jul-2015 Iteration#7 32 Continuous Delivery & DevOps Improvements Kanban Board 2015-10-02 Janusz Stankiewicz
  33. 33. What CD & DevOps Team Topology Is Right?… 2015-10-02 Janusz Stankiewicz 33 Anti-Type A: Separate Silos Classic ‘throw it over the wall’ split between Dev, QA and Ops Anti-Type B: Separate CD & DevOps Silo The CD & DevOps team quickly forms another silo, keeping Dev, QA and Ops further apart than ever Anti-Type C: “We Don’t Need Ops” Developers wildly underestimate the complexity and importance of Ops skills and activities Dev QA Ops Type 1: Smooth Collaboration The ‘promised land’ of CD & DevOps, which needs quite substantial cultural change. Dev, QA and Ops teams specializing where needed, but also sharing where needed. On top of that Dev, QA and Ops must have clearly expressed and demonstrably effective shared goal Type 4: CD & DevOps-as-a-Service Suitable for smaller teams or organizations with limited experience of operational issues Type 2: Fully Embedded QA and Ops are fully embedded within Dev. Suitable for organizations with a single main web-based product or service Type 3: Infrastructure-as-a-Service Suitable for organizations with several different products and services, with a traditional Ops, or whose apps run entirely in the public cloud Type 5: Temporary CD & DevOps Team Suitability as a precursor to Type 1 topology. Act during limited period of time (+/- 12 months) as an incubator and catalyst of the change Matthew Skelton: What Team Structure is Right for DevOps to Flourish? Posted on October 22, 2013 on http://blog.matthewskelton.net StartwithType5andmovetoType1
  34. 34. Who?...2x2 Pizzas DevOps Team - 14 (?) People collocated core cross-functional team (Dev, QA, Ops) with right blend of personalities, attitudes, and skills with the following roles: - 2 Leaders and Key Liaison with “external world”: 1 in charge of Continuous Delivery and 1 in charge of DevOps - 3 (?) Systems Integrators - 3 (?) Developers - 2 (?) QA Experts - 4 (?) Operations Experts - Owns automation of delivery pipeline steps from code commit to deployment to all environments including production, and automation of all environments provisioning for the following set of applications to begin with: - BPMS… for warm-up - ??? (mBank, Selected Apps from Mode 2 Set) - ??? (Unified Front-End on new platform, other) - 3 Sources of backlog: - Projects Portfolio - IT Orders - Maintenance Requests, Bug Fixes - Upstream entry point – Code commit stage - Downstream exit point – Code ready for automated push deployment to production 342015-10-02 Janusz Stankiewicz
  35. 35. 35 ??? 2015-10-02 Janusz Stankiewicz
  36. 36. Acknowledgements While working on this material, I have been inspired and heavily influenced by the thinking of the following thought leaders of the agile movement, and their respective publications: o Jeff Anderson - The Lean Change Method, Transforming Your Technology Business through Co-Creation and Validated Learning o Jurgen Appelo – Management 3.0, Leading Agile Developers, Developing Agile Leaders o Jez Humble and Dawid Farley – Continuous Delivery o Paul M. Duvall and Steve Matyas, Adrew Glover – Continuous Integration o Lisa Crispin and Janet Gregory – Agile Testing o Gene Kim and Kevin Behr and George Soafford - The Phoenix Project o Scott W. Ambler – Refactoring Databases, Evolutionary Database Design o Mary Poppendieck and Tom Poppendieck – Implementing Lean Software Development, From Concept To Cash o Mary Poppendieck and Tom Poppendieck - Lean Software Development, An Agile Toolkit o David J. Anderson - Kanban, Successful Evolutionary Change for Your Technology Business o Michael Sahota – numerous posts on agilitrix.com o Eric Ries - The Lean Startup o Dean Leffingwell - Agile Software Requirements o Ellen Gottesdiener and Mary Gorman - Discover to Deliver: Agile Product Planning and Analysis o Mike Cohn - Agile Estimating and Planning o Mike Cohn – User Stories Applied for Agile Software Development o Michael Nir - Agile Project Management o Donald G. Reinertsen - The Principles of Product Flow o Craig Larman and Bas Vodde - Scaling Lean & Agile Development o John P. Kotter - Leading Change o Eliyahu M. Goldratt and Jeff Cox - The Goal: A Process of Ongoing Improvement o Eliyahu M. Goldratt - Critical Chain: A Business Novel 362015-10-02 Janusz Stankiewicz
  37. 37. 37 Appendices 2015-10-02 Janusz Stankiewicz
  38. 38. Lean Change Management 38 Lean change management is a system of innovative methods for effecting change in an organization's management, which was formulated by Jeff Anderson and Alexis Hui. This system brings together concepts such as Agile, Lean Startup, and Kotter’s 8 Step Model to create a feedback driven approach. 2015-10-02 Janusz Stankiewicz
  39. 39. Lean Change Key Themes - Negotiated Change - Negotiated Change approach demands that recipients of any change are co-authors and co-implementers of all aspects of the change that they are part of. Designated change agents, change stakeholders, and change recipients act as change co-creators, ensuring that suggested changes get the buy-in necessary to ensure that they are successful - Validated Learning - Lean Change advocates that any change plan and change target state model should be described as a set of assumptions, and change agents and other change stakeholders are responsible for validating these assumptions with explicit hypotheses. - Lean Change Requires Improvements Kanban - For the lean change method to work it is required that team members adopt their own internal agile improvement method to help them identify impediments and other improvement opportunities. Most Lean Change implementations have elected to use Kanban as the improvement method of choice 392015-10-02 Janusz Stankiewicz
  40. 40. Lean Change Components - Change Canvas - The canvas is an informal "plan on a page", which cover most parts of Kotter’s 8 Step Model - Minimum Viable Changes - Smallest possible change that will enable learning whether a particular change will provide sustainable improvement. - Validated Change Lifecycle - Minimum Viable Changes are introduced to the organization through a Validated Change Lifecycle. This lifecycle has been defined to maximize ability to accelerate negotiation and learning necessary to creating a successful change. - Capability and Performance Metrics - Lean Change also provides a number of ways to measure the impact of specific changes. The first perspective is the ability of change recipients to adopt, and ultimately excel at new agile and lean methods and techniques. The second perspective is the impact of these techniques on actual delivery performance and value. 402015-10-02 Janusz Stankiewicz
  41. 41. Management 3.0 41 “Management 3.0 brings together the best thinking in the field of complex adaptive system, Agile management, and Lean product delivery to suggest a pragmatic framework for effective management in the 21st century. To be successful in the face of rapidly changing market conditions, we must create organizations that enable our people to adapt, with a minimal amount of oversight and direction. Management 3.0 gives us a roadmap for leading teams in the face of profound uncertainty. Jurgen [Appelo] has made a significant contribution the the field of Agile management and leadership.” Mike Cottmeyer, Agile Coach, LeadingAgile 2015-10-02 Janusz Stankiewicz
  42. 42. Management 3.0 42 Management 1.0 = Hierarchies Some people call it scientific management, whereas others call it command-and-control. But basic idea is the same: An organization is designed and managed in a top-down fashion, and power is in the hands of few. Management 2.0 = Fads Some people realized that Management 1.0 doesn’t work well out-of-the-box, so they created numerous add-on models and services with a semi-scientific status, like the Balanced Scorecard, Six Sigma, Theory of Constraints, and Total Quality Management. Being add-ons to Management 1.0, these models assume that organizations are managed from the top, and they help those at the top to better “design” their organizations. Sometimes it works; sometime it doesn’t. Management 3.0 = Complexity People may draw their organizations as hierarchies, but that doesn’t change that they are actually networks. Second, social complexity shows us that management is primarily about people and their relationships. It makes us realize that we should see our organizations as living systems, not as machines. A software team is a self-organizing system. Support it, don’t obstruct it Agile managers work the system around the team, not the people in the team A team is a complex adaptive system (CAS), because it consists of parts (people) that form a system (team), which shows complex behavior while it keeps adapting to a changing environment 2015-10-02 Janusz Stankiewicz
  43. 43. Martie, Jurgen Appelo’s Management 3.0 Model & Declaration Of Interdependence 43 The management hierarchy is a basic necessity (but nothing to brag about) and the bulk of the work is done in a social network of peers: leaders and followers. Communication flows through the network. Authorization flows through the hierarchy 2015-10-02 Janusz Stankiewicz
  44. 44. Best Quotes From Management 3.0 442015-10-02 Janusz Stankiewicz
  45. 45. Kanban Method 45 The name 'Kanban' originates from Japanese [看板], and translates roughly as "signboard" or "billboard". It was formulated by David J. Anderson as an approach to incremental, evolutionary process and systems change for organizations. It uses a work-in-progress limited pull system as the core mechanism to expose system operation (or process) problems and stimulate collaboration to continuously improve the system. Visualization is an important aspect of Kanban as it allows to understand the work and the workflow. 2015-10-02 Janusz Stankiewicz
  46. 46. Kanban 9 Values 46 - Transparency - Balance - Collaboration - Customer Focus - Flow - Leadership - Understanding - Agreement - Respect 2015-10-02 Janusz Stankiewicz
  47. 47. Kanban 4 Foundational Principles.. 47 - Start with what you do now - Agree to pursue evolutionary change - Initially, respect current processes, roles, responsibilities, and job titles - Encourage acts of leadership at every level in your organization from individual contributor to senior management 2015-10-02 Janusz Stankiewicz
  48. 48. Kanban 6 Core Practices 48 - Visualize - Limit Work-in-Progress (WIP) - Manage Flow - Make policies explicit - Implement feedback loops - Improve collaboratively, evolve experimentally (using models and the scientific method) 2015-10-02 Janusz Stankiewicz
  49. 49. Mapping: Values vs. Foundational Principles 49 - Understanding: Start with what you do now - Agreement: Agree to pursue evolutionary change - Respect: Initially, respect current processes, roles, responsibilities, and job titles - Leadership: Encourage acts of leadership at every level in your organization from individual contributor to senior management 2015-10-02 Janusz Stankiewicz
  50. 50. 50 Mapping: Values vs. Core Practices - Transparency: Visualize - Balance: Limit Work-in-Progress (WIP) - Customer Focus, Flow: Manage Flow - Transparency: Make policies explicit - Transparency: Implement feedback loops - Collaboration: Improve collaboratively, evolve experimentally (using models and the scientific method) 2015-10-02 Janusz Stankiewicz
  51. 51. Kanban Board Sample 512015-10-02 Janusz Stankiewicz

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