Downloaded 27 times
Uploaded byAnders Lundsgård
BizDevOps Transformation, Metrics and Microservices at Scania, June 2017 in London
Scania aims to enhance profitability for its customers by leveraging connected services and supportive solutions, all while striving for sustainability. The document outlines the evolution from agile to autonomous teams and the implementation of microservices to achieve high deployment efficiency and rapid validation of customer value. It emphasizes the importance of cross-functional 'bizdevops' teams, allowing for integrated development and experimentation to foster new service creation.
More Related Content
Similar to BizDevOps Transformation, Metrics and Microservices at Scania, June 2017 in London
BizDevOps Transformation, Metrics and Microservices at Scania, June 2017 in London
- 1. DevOps Transformation Metrics andMicroservices ANDERS LUNDSGÅRD, SENIOR ENGINEER JONATAN MOSSBERG, PRODUCT OWNER
- 2. • To earnmoney by helping our customers increasing their profitability! • Scania’s vision sets the direction: “Be recognised as a true partnership driven leader in the shift towards a sustainable transport system.” Why do we go to work?
- 3. • Connected Services& Solutions: “Ensure that the transport company is supported with services and solutions enabled by connectivity, in order for them to become more efficient, profitable and sustainable.” − Create new services and solutions. − Evolve and maintain existing services and solutions. AUTONOMOUSCONNECTED ELECTRIFIED • 250.000+ connected vehicles • 200+ employees • 15+ years of age
- 4. Lean service development HOWCAN THIS HELP US ACHIEVING OUR GOALS?
- 5. FLOW efficiency Maximize LEARNINGfrom each hypothesis until it’s either invalidated or contributes to high perceived customer value and do it as fast and cheap as possible.
- 6. • ...by empoweringall available teams with… − …the knowledge about our customers’ business and… − …the tools and resources needed for experimentation and… − …the knowledge about how to validate hypothesis with low risk and cost. Maximize LEARNING…
- 7.
- 8. Deploy frequency • 2015 –Agile teams • 12 deploys per year • 2016 – Autonomous Teams • Continuous Delivery • 30+ deploys per day • 2011 – Software projects • 2-3 in parallel • 3 deploys per year 1. Microservice architecture 2. Trust and courage from management Continuous Integration
- 9. The foundation: ContinuousIntegration Version everything Automation Claim over Blame Trunk based development
- 10. Networking Storage OS Integration Service 1 Service 2 Service 5 Service 7 Service 8 Service 10 Service 12 Service 14 Service 3 Service 4 Service 6 Service 9 Service 11 Service 15 Middleware Service 13 UserInterface Security Monitoring Monolith Even with Continuous Integration, fast delivery was hard with 50+ engineers and a large codebase.
- 11. All Infra needs User Interface Service 1 Service 2Service 5 Service 7 Service 8 Service 10 Service 12 Service 14 Service 3 Service 4 Service 6 Service 9 Service 11 Service 15 Service 13 All Infra needs All Infra needs All Infra needs All Infra needs All Infra needs All Infra needs All Infra needs Microservices Why Microservices? 1. Autonomous teams 2. Build, Test, Deploy SPEED
- 12. Version Control Pull &Push several times a day Continuous Integration Server Target Servers (Dev, Staging, Prod) Version Everything - Code - Tests - Configuration - Database - Infrastructure 10 minutes Continuous Delivery is mandatory Continuous Deployment is optional Deploy Server
- 13.
- 14.
- 16. Tilda 4 makesrelease to UK market
- 17.
- 18. Application Development Delivery Engineering Infrastructure Provisioning Feature TeamsDeveloper Teams DeliveryEngineering DevOps Corporate IT Corporate IT Connected Services Shared responsibility Traditional silos
- 19. Application Development Delivery Engineering Infrastructure Provisioning Feature Teams Delivery Engineering CorporateIT Connected Services Shared responsibility Manage their own CI/CD pipeline Infrastructure as Code for their Microservices AWS accounting IP-plan Corporate Security Cloud education Common tooling Common infra templates
- 20. DevOps is goodbut not the end…
- 21. DevOps now alsostart to include the Business!!
- 22. • We believein fully accountable cross functional BizDevOps teams with power and mandate to maintain and evolve their own services. • By having a common vision and full transparency between the teams we make sure all teams go in the same direction. • By allowing slack and by stimulating cross team experimentation new services will evolve from the existing ones. BizDevOps @ Scania =+ +
- 23. • Subscription monitoring:An example of a tool developed by a BizDevOps-team! Team Scania Tachograph Services
- 24.
- 25. 25 Scania Connected Servicesreorganizing to cross-functional BizDevOps-teams
- 26. Thank You! Anders Lundsgård @anderslundsgard JonatanMossberg @kneulen
Editor's Notes
- #2 DevOps – Is this enough?
- #3 Vision important to make sure everyone have a common goal!
- #4 Our contribution to the Scania portfolio is connected services & solutions! We must both create new and maintain already existing services and have done so for more than 15 years now. Disclaimer – Don’t blaim Scania, blaim us!
- #5 Our strategy is to take the lean principles from our world leading process for assembling hardware components into a truck into service development. Lean is about maximize flow efficiency by maximize customer value and eliminating waste.
- #7 High invested ideas are often hard to dismiss. Teams must strive for learning and failing fast! To succeed in a scaled agile environment learning between the teams is crucial! Software is the only tool available enabling both qualitive and quantitative experimentation!
- #8 About 5 years ago this vision was created to visualize an environment in which continuous and fast experimentation is easy!
- #9 About 4 times more check-ins with the microservice architecture.
- #10 High focus on Continuous Integration: Versioning all assets Trunk-based development Automated Tests Claim > Blaim …but we were unable to effectively scale and do CI + CD
- #12 ”It’s a trade from code complexity to operational complexity” Martin Fowler: https://www.youtube.com/watch?v=wgdBVIX9ifA http://martinfowler.com/articles/microservices.html Adrian Cockcroft: https://www.youtube.com/watch?v=nMTaS07i3jk&feature=youtu.be Gene Keen, Randy Shoup http://youtu.be/MRa21icSIQk 43:00 Randy Shoup: http://gotocon.com/dl/goto-cph-sept-2014/slides/DeanWampler_and_EvaAndreasson_and_KevlinHenney_and_RandyShoup_WheresCaptainKirkChartingACourseThroughEnterpriseArchitecturePartI.pdf
- #13 Code review is your security gate. Not a QA or an ISec department.
- #18 With zero downtime deployments engineers can push code to Prod on a daily basis. We have overcome our biggest challenges which have been relational database deployments and automation of our on-prem load balancer. A huge advantage is the fact that developers pushes the code themselves and will thereby be present when the code goes live.
- #21 What’s the value of DevOps without the business perspective?
- #22 To benefit from the capability that Continuous Delivery of software enables we must use it for experimentation and validating our business hypothesis.
- #23 Every team must have the knowledge to learn and fail fast. Trust in the teams from the management is a key!
- #24 Example of a BizDevOps team realizing that sales is right now a bigger obstacle then missing features.
- #25 Scania Connected Services is right now reorganizing to achieve cross functional BizDevOps-teams! By connecting Business and Innovation with DevOps practices we will maximize the probability for delivering the highest perceived customer value on the market! The wide diversity of skills required to build today’s applications means collaborative teamwork, not dysfunctional silos.
- #26 Scania Connected Services is right now reorganizing to achieve cross functional BizDevOps-teams! By connecting Business and Innovation with DevOps practices we will maximize the probability for delivering the highest perceived customer value on the market! The wide diversity of skills required to build today’s applications means collaborative teamwork, not dysfunctional silos.