- DevOps aims to break down barriers between development and operations teams through automation, measurement, and culture change. This enables faster delivery of applications and services. - Traditional IT operations has focused too much on control and constraint rather than enabling teams. As a result, developers often work around or avoid IT. - If IT does not adapt by becoming more agile and self-service oriented like cloud computing, it risks becoming irrelevant like backup tape changers - a outdated technology that people work to avoid. IT must partner with teams rather than control them to remain relevant in the future.

1. DevOps, Cloud, and the Death of
the Backup Tape Changer
David Nalley
PMC Member Apache CloudStack
Member, Apache Software Foundation
ke4qqq@apache.org
Twitter: @ke4qqq

2. #whoami
• Apache Software Foundation Member
• Apache CloudStack PMC Member
• Recovering Sysadmin
• Fedora Project Contributor
• Zenoss contributor
• Employed by Citrix in the Open Source Business Office

3. Setting expectations
• Wildly opinionated
• Not really a deep technical talk
• Plenty of prognostications

4. A bit of background
• Server hugger
• Cloud hater
• Sudden cloudy conversion

5. Status Quo in Operations
• Start new project
• File ticket for resources....wait....wait....wait
• Get resources, that aren't configured....wait...
• Get network access.....get permission....wait
• Get things done.

6. Status Quo in Operations
• What IT Ops provides is not what developers want.
• IT is ever more central to the operation of the business.
• Ops has used this centrality to erect a fiefdom
• Constraint is worse than ever.
• People hate interacting with Ops.
• Maniacal focus on technology.

7. Status Quo in Operations
• Much of IT has become a commodity
• People can now easily consume services
• Bypassing IT - even on large projects has become a norm
• Shadow IT competes with Ops.

8. Cloud is OSSM
• On Demand
• Self-service
• Scalable
• Measurable

9. Cloud Service Models
USER CLOUD a.k.a. SOFTWARE AS A SERVICE
Single application, multi-tenancy, network-based, one-to-many
delivery of applications, all users have same access to features.
Examples: Salesforce.com, Google Docs, Red Hat Network/RHEL
DEVELOPMENT CLOUD a.k.a. PLATFORM-AS-A-SERVICE
Application developer model, Application deployed to an elastic
service that autoscales, low administrative overhead. No concept
of virtual machines or operating system. Code it and deploy it.
Examples: VMware CloudFoundry, Google AppEngine, Windows
Azure, Rackspace Sites, Red Hat OpenShift, Active State Stackato,
Appfog
SYSTEMS CLOUD a.k.a INFRASTRUCTURE-AS-A-
SERVICE
Servers and storage are made available in a scalable way over a
network.
Examples: EC2, Rackspace CloudFiles, OpenStack, Apache
CloudStack, Eucalyptus, OpenNebula
SaaS
PaaS
IaaS

10. Cloud is an automation enabler
●
Remove constraints - people empowered to get things
done.
●
Agility
●
Enforce automated process instead of manual ones.
●
Why are you doing things manually?

11. DevOps
●
Create constancy of purpose toward improvement of product and service, with the aim to become competitive, stay in business and to
provide jobs.
●
Adopt the new philosophy. We are in a new economic age. Western management must awaken to the challenge, must learn their
responsibilities, and take on leadership for change.
●
Cease dependence on inspection to achieve quality. Eliminate the need for massive inspection by building quality into the product in
the first place.
● Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease
costs.
● Institute training on the job.
● Institute leadership The aim of supervision should be to help people and machines and gadgets do a better job. Supervision of
management is in need of overhaul, as well as supervision of production workers.
● Drive out fear, so that everyone may work effectively for the company.
● Break down barriers between departments. People in research, design, sales, and production must work as a team, in order to foresee
problems of production and usage that may be encountered with the product or service.
● Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels of productivity. Such exhortations
only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie
beyond the power of the work force.
– Eliminate work standards (quotas) on the factory floor. Substitute with leadership.
– Eliminate management by objective. Eliminate management by numbers and numerical goals. Instead substitute with leadership.
– Remove barriers that rob the hourly worker of his right to pride of workmanship. The responsibility of supervisors must be changed
from sheer numbers to quality.
– Remove barriers that rob people in management and in engineering of their right to pride of workmanship. This means, inter alia,
abolishment of the annual or merit rating and of management by objectives
● Institute a vigorous program of education and self-improvement.
● Put everybody in the company to work to accomplish the transformation. The transformation is everybody's job.

13. DevOps
● Culture
● Automation
● Measurement
● Sharing
– Damon Edwards and John Willis

14. Theory of constraints

15. A look into the future of IT

16. But that's the future if we adapt
● Stop building silos and fiefdoms
● The focus has to change from 'controlling' and 'limiting'
to enabling, and making people more efficient.
● We must become partners, with developers, with the
rest of the business.

17. What if we don't adapt
● People will continue to avoid and work around us.
● We will become irrelevant
● We will become the backup tape changers of our
generation.