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Failing
Continuous Delivery
jDays,
Gothenburg, 2015-03-17
Twitter: @DanielSawano @DanielDeogun
About Us…
Daniel Deogun Daniel Sawano
Omegapoint
Stockholm - Gothenburg - Malmoe - Umea - New York
Continuous Integration
“Continuous Integration is a software development
practice where members of a team integrate their
...
Continuous Delivery
“…continuous delivery means making sure your
software is always production ready throughout its
entire...
Continuous Delivery or
Continuous Deployment?
“I see the difference as a business decision about frequency of
deployment i...
[Candle Time]
What drives CD in an
organization?
[Wallstreet]
IT Sales
CEO
[Candle Time]
What drives CD in an
organization?
[Wallstreet]
IT Sales
CEO
[Candle Time]
What drives CD in an
organization?
[Wallstreet]
IT Sales
CEO
Core vs Supportive IT
Core Supportive
[Atom] [Quad Hall]
IT - Supportive or Core?
IT - Supportive or Core?
IT - Supportive or Core?
IT - Supportive or Core?

IT - Supportive or Core?
Bank of America
The Challenges
Organization
Current organization is not designed to
continuously produce business value
Organization
User
Business case
Design
Development
Test
Operations
Organization
User
Business case
Design
Development
Test
Operations
Organization
User
Business case
Design
Development
Test
Operations
Conway’s Law
“organizations which design systems … are constrained to produce designs
which are copies of the communicatio...
Conway’s Law Applied
to Business Value
“Organizations which design IT products are constrained to
produce business value a...
Inverse Conway Maneuver
“… evolving your team and organizational structure to promote
your desired architecture”
- Thought...
Organization
Organization
avoid organizational
inertia
embrace change
adapt
Organization
think different
Process
[Waterfall]
Process
Know when to stop polishing the diamond
Process
• The only way to know if an idea that
looks good on paper will generate
revenue is to test it on customers
• Rele...
Business
[Business]
Business
• Todays market is increasingly
competitive and demanding
• You need IT management
Business
• IT and business is fused together
• New breed of managers
IT
[Matrix Code]
Cycle Time
“…the time it takes from deciding to make a change, whether a bug
fix or a feature, to having it available to us...
Manual Testing
- Just Automate That Sh*t
[Testing]
Implications of
Just Automate That …
Implications of
Just Automate That …
Design & Mindset
Modularity
Complexity
Independence
Maintainability
Good enough?
Implications of
Just Automate That …
Test Data
How to generate?
Ownership
Sampling
Stale data?
Sensitive
Design & Mindset
...
Implications of
Just Automate That …
Test Data
How to generate?
Ownership
Sampling
Stale data?
Sensitive
Design & Mindset
...
Implications of
Just Automate That …
Test Data
How to generate?
Ownership
Sampling
Stale data?
Sensitive
Design & Mindset
...
The Risk Reduction -
Release Dilemma
Business IT
The Risk Reduction -
Release Dilemma
Here are the
requirements
Business IT
The Risk Reduction -
Release Dilemma
Business IT
Hmm… ok, are
they prioritzed?
The Risk Reduction -
Release Dilemma
Business IT
Ehh… sure.
We want them
all!
The Risk Reduction -
Release Dilemma
Business IT
No really, we
need them to
be prioritzed?
The Risk Reduction -
Release Dilemma
Business IT
It’s only must
haves. Do em’ all!
The Risk Reduction -
Release Dilemma
Business IT
Ok… then we’ll
do a lot of small
releases
The Risk Reduction -
Release Dilemma
Business IT
What?!? No way!
Last time you did
that…
The Risk Reduction -
Release Dilemma
Business IT
all systems went
banana and we
lost ££$$€€kr
The Risk Reduction -
Release Dilemma
Business IT
But…
The Risk Reduction -
Release Dilemma
Business IT
No buts … we
need to REDUCE
risk
The Risk Reduction -
Release Dilemma
Business IT
and release LESS
often with MORE
features!
The Risk Reduction -
Release Dilemma
Business IT
Ehh… wouldn’t
that INCREASE
risk?
The Risk Reduction -
Release Dilemma
Business IT
What? No, of
course not. Let’s get
this project started.
Time is money
Why is Business Acting
this way?
Big feature sets
Less frequent
releases
System
dependencies
“Must haves”
Key Take Aways
Key Take Aways
Core or Supportive IT
Key Take Aways
Cycle Time
Core or Supportive IT
Key Take Aways
Cycle Time
Core or Supportive IT
Processes & Organization
Key Take Aways
Cycle Time
Core or Supportive IT
Cultural Shift
Processes & Organization
Key Take Aways
Key Take Aways
Competence
Key Take Aways
Competence
IT Management
Key Take Aways
Competence
IT Management
Minimum Viable Product
Key Take Aways
Competence
Company Vision
IT Management
Minimum Viable Product
Q & A
[Questions]
Awesome images
1. [Wallstreet - https://flic.kr/p/peyuqz] by Micha D. under license http://www.creativecommons.org/licenses...
Thank you!
@DanielSawano @DanielDeogun
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Failing Continuous Delivery, JDays, 2015

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This presentation was given by Daniel Deogun and Daniel Sawano at the JDays conference, Gothenburg, 2015.

The concepts and techniques on how to implement continuous delivery have been around for quite a while and is moving away from the exclusive club of early adopters. The tooling and technology around CD have evolved and allows us to fairly easy implement delivery pipelines and the necessary infrastructure. But why is it that many organizations still seem to struggle? As it turns out, the technical solutions of CD is not where the challenges lie. Instead, the hard part is to transform business processes and workflows to a mindset of continuously delivering value. It also puts new challenges on the individual to adopt a new view on how to develop software. In this presentation, we will look at common pitfalls and challenges in implementing CD, and share our experiences from the trenches.

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Failing Continuous Delivery, JDays, 2015

  1. 1. Failing Continuous Delivery jDays, Gothenburg, 2015-03-17 Twitter: @DanielSawano @DanielDeogun
  2. 2. About Us… Daniel Deogun Daniel Sawano Omegapoint Stockholm - Gothenburg - Malmoe - Umea - New York
  3. 3. Continuous Integration “Continuous Integration is a software development practice where members of a team integrate their work frequently, usually each person integrates at least daily - leading to multiple integrations per day. Each integration is verified by an automated build (including test) to detect integration errors as quickly as possible.“ - Martin Fowler, ThoughtWorks
  4. 4. Continuous Delivery “…continuous delivery means making sure your software is always production ready throughout its entire lifecycle – that any build could potentially be released to users at the touch of a button using a fully automated process in a matter of seconds or minutes.” - Jez Humble, ThoughtWorks
  5. 5. Continuous Delivery or Continuous Deployment? “I see the difference as a business decision about frequency of deployment into production. Continuous Deployment is actually deploying every change into production, every day or more frequently.” “…continuous deployment implies continuous delivery the converse is not true. Continuous delivery is about putting the release schedule in the hands of the business, not in the hands of IT… any build could potentially be released to users at the touch of a button using a fully automated process in a matter of seconds or minutes” - Martin Fowler, ThoughtWorks - Jez Humble, ThoughtWorks
  6. 6. [Candle Time] What drives CD in an organization? [Wallstreet] IT Sales CEO
  7. 7. [Candle Time] What drives CD in an organization? [Wallstreet] IT Sales CEO
  8. 8. [Candle Time] What drives CD in an organization? [Wallstreet] IT Sales CEO
  9. 9. Core vs Supportive IT Core Supportive [Atom] [Quad Hall]
  10. 10. IT - Supportive or Core?
  11. 11. IT - Supportive or Core?
  12. 12. IT - Supportive or Core?
  13. 13. IT - Supportive or Core? 
  14. 14. IT - Supportive or Core? Bank of America
  15. 15. The Challenges
  16. 16. Organization Current organization is not designed to continuously produce business value
  17. 17. Organization User Business case Design Development Test Operations
  18. 18. Organization User Business case Design Development Test Operations
  19. 19. Organization User Business case Design Development Test Operations
  20. 20. Conway’s Law “organizations which design systems … are constrained to produce designs which are copies of the communication structures of these organizations” - M. Conway, 1967
  21. 21. Conway’s Law Applied to Business Value “Organizations which design IT products are constrained to produce business value at a rate limited by the organizational structure”
  22. 22. Inverse Conway Maneuver “… evolving your team and organizational structure to promote your desired architecture” - ThoughtWorks Technology Radar
  23. 23. Organization
  24. 24. Organization avoid organizational inertia embrace change adapt
  25. 25. Organization think different
  26. 26. Process [Waterfall]
  27. 27. Process Know when to stop polishing the diamond
  28. 28. Process • The only way to know if an idea that looks good on paper will generate revenue is to test it on customers • Release, measure, improve/abort
  29. 29. Business [Business]
  30. 30. Business • Todays market is increasingly competitive and demanding • You need IT management
  31. 31. Business • IT and business is fused together • New breed of managers
  32. 32. IT [Matrix Code]
  33. 33. Cycle Time “…the time it takes from deciding to make a change, whether a bug fix or a feature, to having it available to users.” - Jez Humble, David Farley, Continuous Delivery Hmm… what if… Developing Testing Developing Testing Developing Testing Users
  34. 34. Manual Testing - Just Automate That Sh*t [Testing]
  35. 35. Implications of Just Automate That …
  36. 36. Implications of Just Automate That … Design & Mindset Modularity Complexity Independence Maintainability Good enough?
  37. 37. Implications of Just Automate That … Test Data How to generate? Ownership Sampling Stale data? Sensitive Design & Mindset Modularity Complexity Independence Maintainability Good enough?
  38. 38. Implications of Just Automate That … Test Data How to generate? Ownership Sampling Stale data? Sensitive Design & Mindset Modularity Complexity Independence Maintainability Good enough? Cost vs Savings Hardware Risk analysisBug preemption Training
  39. 39. Implications of Just Automate That … Test Data How to generate? Ownership Sampling Stale data? Sensitive Design & Mindset Modularity Complexity Independence Maintainability Good enough? System Dependencies Legacy DowntimeData flow Cost vs Savings Hardware Risk analysisBug preemption Training
  40. 40. The Risk Reduction - Release Dilemma Business IT
  41. 41. The Risk Reduction - Release Dilemma Here are the requirements Business IT
  42. 42. The Risk Reduction - Release Dilemma Business IT Hmm… ok, are they prioritzed?
  43. 43. The Risk Reduction - Release Dilemma Business IT Ehh… sure. We want them all!
  44. 44. The Risk Reduction - Release Dilemma Business IT No really, we need them to be prioritzed?
  45. 45. The Risk Reduction - Release Dilemma Business IT It’s only must haves. Do em’ all!
  46. 46. The Risk Reduction - Release Dilemma Business IT Ok… then we’ll do a lot of small releases
  47. 47. The Risk Reduction - Release Dilemma Business IT What?!? No way! Last time you did that…
  48. 48. The Risk Reduction - Release Dilemma Business IT all systems went banana and we lost ££$$€€kr
  49. 49. The Risk Reduction - Release Dilemma Business IT But…
  50. 50. The Risk Reduction - Release Dilemma Business IT No buts … we need to REDUCE risk
  51. 51. The Risk Reduction - Release Dilemma Business IT and release LESS often with MORE features!
  52. 52. The Risk Reduction - Release Dilemma Business IT Ehh… wouldn’t that INCREASE risk?
  53. 53. The Risk Reduction - Release Dilemma Business IT What? No, of course not. Let’s get this project started. Time is money
  54. 54. Why is Business Acting this way? Big feature sets Less frequent releases System dependencies “Must haves”
  55. 55. Key Take Aways
  56. 56. Key Take Aways Core or Supportive IT
  57. 57. Key Take Aways Cycle Time Core or Supportive IT
  58. 58. Key Take Aways Cycle Time Core or Supportive IT Processes & Organization
  59. 59. Key Take Aways Cycle Time Core or Supportive IT Cultural Shift Processes & Organization
  60. 60. Key Take Aways
  61. 61. Key Take Aways Competence
  62. 62. Key Take Aways Competence IT Management
  63. 63. Key Take Aways Competence IT Management Minimum Viable Product
  64. 64. Key Take Aways Competence Company Vision IT Management Minimum Viable Product
  65. 65. Q & A [Questions]
  66. 66. Awesome images 1. [Wallstreet - https://flic.kr/p/peyuqz] by Micha D. under license http://www.creativecommons.org/licenses/by/2.0/ 2. [Candle Time - https://flic.kr/p/asTDXx] by Henti Smith under license https://creativecommons.org/licenses/by-nc-nd/2.0/ 3. [Quad Hall - https://flic.kr/p/uFrux] by Scott Wang under license https://creativecommons.org/licenses/by-nc-nd/2.0/ 4. [Atom - https://flic.kr/p/b6qS4V] by Brian Westin under license https://creativecommons.org/licenses/by-nc/2.0/ 5. [Think Different - https://flic.kr/p/aUwPzp] by Luigi Torreggiani under license https://creativecommons.org/licenses/by-nc/2.0/ 6. [Waterfall - https://flic.kr/p/pjeytJ ] by Vincent Moschetti under license https://creativecommons.org/licenses/by-nc-nd/2.0 7. [Matrix Code - https://flic.kr/p/2Poor] by David.Asch under license https://creativecommons.org/licenses/by-nc-nd/2.0/ 8. [Business - https://flic.kr/p/4qAhiw] by thinkpanama under license https://creativecommons.org/licenses/by-nc/2.0/ 9. [Questions - https://flic.kr/p/9ksxQa] by Damián Navas under license https://creativecommons.org/licenses/by-nc-nd/2.0/ 10. [Testing - https://flic.kr/p/gEnFDA] by cta web under license https://creativecommons.org/licenses/by-nd/2.0/
  67. 67. Thank you! @DanielSawano @DanielDeogun

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