Ship it boise

@shaunabram | shaunabram.com | shaun@abram.com
Ship It!
Get code into production. Smoothly, quickly, safely.
March 18th, 2017
What is DevOps?
build
test
release
automate
learn
improve
2
3
4
THE LEAN
MOVEMENT
CONTINUOUS
DELIVERY
TOYOTA KATATHE AGILE
MANIFESTO
DevOps
a convergence of many
philosophical and management
movements
5
The 3 ways
1 Flow
2
3
Feedback
Learning
6
The
Principles
of Flow
The First Way fast and smooth flow
of work
from Dev to Ops
to deliver value to
customers quickly
7
The
Principles
of Flow
The First Way  Limit WIP
 Reduce Batch Sizes
 Reduce the number
of handoffs
 Continually elevate
constraints
8
The First Way: The Technical Practices of Flow
9
Build a fast, reliable pyramid of tests
Test first; automate always
Integrate non-functional
requirements into tests
Pull the andon cord!
Automated
Testing
The First Way: The Technical Practices of Flow
10
Create a
deployment
pipeline
Create a deployment pipeline
Small batch development
Short lived feature branches
Trunk-based development
The First Way: The Technical Practices of Flow
11
Standardize
Environments
Create a single repo of truth
On-demand creation of envs
Rebuild, not repair
Done = running in prod-like env
The First Way: The Technical Practices of Flow
12
13
The First Way: The Technical Practices of Flow
14
Low-Risk
Releases
The First Way: The Technical Practices of Flow
Automated, self-service
deployments
Decouple deployments from
releases
Blue-Green Deployment
Pattern
Canary release pattern
15
The First Way: The Technical Practices of Flow
Limit WIP, make it visible
Reduce Batch Sizes
& handoffs
16
The
Principles
of
Feedback
The Second Way
fast feedback
from right to left
create safety &
resiliency in
complex systems
17
Use telemetry Use peer
reviews and
inspections
Get feedback
from
deployments
The Second Way: The Principles of Feedback
fast and continuous feedback from Operations to Development
18
Use telemetry Use peer
reviews and
inspections
Get feedback
from
deployments
The Second Way: The Principles of Feedback
fast and continuous feedback from Operations to Development
• See problems as they occur
• Log useful metrics
• Overlay other relevant information e.g. releases
• Analyze: Means, SDs
19
Use telemetry Use peer
reviews and
inspections
Get feedback
from
deployments
The Second Way: The Principles of Feedback
fast and continuous feedback from Operations to Development
For deployment and releases:
• Actively monitoring feature metrics
• Have devs initially self-manage prod releases
• Then dev and ops should share pager duty
20
Use telemetry Use peer
reviews and
inspections
Get feedback
from
deployments
The Second Way: The Principles of Feedback
fast and continuous feedback from Operations to Development
• Avoid formal approval processes, manual testing
• Get feedback closer to the source
• Favor peer reviews and inspections
e.g,. GitHub PR, pair programming
• Fearlessly cut bureaucratic processes
21
Continual
Learning &
Experimentation
The Third Way
high-performing
teams require
and actively
promote
learning
If you're not
improving, you
are getting
worse!
Enable organizational learning
22
Errors Happen! Blameless
post-mortems
local -> global
learnings
How does your org
respond?
Pathological,
bureaucratic or
generative?
- blame
- fear
+ honesty & learning
share RCAs, code,
best practices
CONTINUOUS LEARNING
23
SwarmReserve
Learning
Time
Share
24
Relentlessly
experiment
Introduce
tension
to
elevate
performance
Game Days
of
Failure
Break
Production!
PUSH THE
LIMITS
25
The 3 ways
1 Flow
2
3
Feedback
Learning
Questions?
1 of 25

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Ship it boise

Editor's Notes

  1. THE AGILE MANIFESTO :A lightweight set of values and principles against heavyweight software development approaches : small batch sizes, incremental releases and small, trusted, motivated teams. THE LEAN MOVEMENT a) the best predictor of quality is lead time (time to get something into production) b) the best predictors of short lead times is small batch sizes of work CONTINUOUS DELIVERY: using a “deployment pipeline” to ensure that code and infrastructure are always in a deployable state. TOYOTA KATA: a practice of daily and continuous improvement
  2. White board diagram Dev -> QA -> Ops -> Production -> Customers
  3. WIP: Queue size s the leading indicators of lead time. Context switching kills! Stop starting. Start finishing. 2) REDUCE BATCH SIZES Large batch sizes = high levels of WIP and high levels of variability in flow, long lead times and poor quality. For example, the larger the change going into production, the more problems are likely to arise. 3) REDUCE THE NUMBER OF HANDOFFS Each handoff to another team involves communication, loss of knowledge and delays. Aim to increase flow by reducing handoffs and the time work spends in queues, either by automating or by reorganizing & empowering teams. 4) MAKE OUR WORK VISIBLE: Unlike manufacturing, impeded value streams may not be easily seen in technology. Use visual work boards (e.g., kanban) to visualize flow across the entire value stream.
  4. Create a deployment pipeline that not just builds and runs tests, but that deploys and runs acceptance tests: commit -> build -> unit test -> integration tests -> package -> deploys -> acceptance tests. Goal = get feedback that, at any stage, a change has taken us out of a deployable state. As a result, our deployment pipeline infrastructure becomes as foundational as our version control infrastructure.
  5. CREATE A SINGLE REPO OF TRUTH - Using version control for our environments is even more important than using version control for our code. The use of version control by Ops is a high predictor of both IT performance and organizational performance. We need to be able to repeatedly and reliably reproduce all components of our working software system. Ensure that we always use production-like environments at every stage of the value stream, ideally created in an automated manner from version control: DB scripts, Tests, Docs, All scripts and config ENABLE ON DEMAND CREATION OF ALL ENVSTo ensure fast lead times, and consistent environments, provide on-demand/self-service creation of environments. CONCLUSIONFast flow from Dev to Ops requires production-like environments on demand, from a “single source of truth”, used even at the earliest stages of a software project.
  6. Log useful metrics Business level e.g., # sales, revenue, user signups Application level e.g., transaction times, response times, faults Infrastructure level e.g., server traffic, CPU load, disk usage, etc. Deployment pipeline level: e.g., failing builds, deployment frequencies
  7. How to think about feedback, before during and after.
  8. Reserve: explicitly reserve time to pay down technical debt e.g., kaizen blitzes