The world of IT is shifting rapidly towards DevOps with analysts predicting the majority of companies will adopt DevOps practices in the next few years. In fact, in a recent study on DevOps by International Data Corp. (IDC), they believe that DevOps will be adopted (in either practice or discipline) by 80% of Global 1000 organizations by 2019! Forming a DevOps team seems like a natural step, but the idea of creating a dedicated DevOps team has ignited anger in the community. Why? What's the concern? Is a DevOps team evil? Completely necessary? A necessary Evil? Join IBM UrbanCode's Eric Minick to learn the pitfalls of creating bad DevOps teams, and successful approaches of good ones. Along the way, we’ll explore other heresies such as using tools to change culture.

1. © 2015 IBM Corporation
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Creating a DevOps Team
That Isn’t Evil

2. © 2015 IBM Corporation1
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• Eric is the Product Management
Lead for Continuous Delivery with
IBM where he helps shape the
future of IBM’s CD products.
• He works with customers and
industry leaders to find the best
ways of adopting continuous
delivery and DevOps.
• @EricMinick
Eric
Minick
Who is that guy?

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Evil?

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Evil?

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Evil?

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Evil?

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And yet…
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Slide from Stephen Elliot at #DOES14:
http://youtu.be/9_ZuEhgTdLc?t=12m16s
https://ibm.biz/costofdowntime

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Is the industry making a
huge mistake?

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The Plan
What would make a DevOps team evil?
Designing a healthy team
Other good models
Q&A

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Silos
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Dev OpsDevOps
HT: Matthew Skelton
http://slidesha.re/1vOiHc4

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Rebranding – Declaring Success without any
Doesn’t
sound
helpful

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5 Signs your DevOps Team is Evil
1
• Other groups interact with you via tickets
2
• Your team own lots of things
3
• The manager is growing his fiefdom
4
• You share metrics “up” not “out”
5
• Define success in IT terms, not business terms

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The Plan
What would make a DevOps team evil?
Designing a healthy team
Other good models
Q&A

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Matthew Skelton’s DevOps Team Topologies

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Matthew Skelton’s DevOps Team Topologies
Enterprises…
Do this

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Building your DevOps Team

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Guidelines for building your team
People
• Variety of
Dev, Ops,
other
backgrounds
• People that
command
respect
(technical
chops)
Home
• Neutral
territory
Mission
• Work self out
of job

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Mini Case Study 1: Fortune 100 Tech Company
“IT Developers are our first line clients”
• Devs deliver software, how do we provide tools / services to help that?
Focus on private cloud and full stack environment
provisioning
• 2008: 5% virtualized and 60 day environment provisioning time
• 2014: 95% virtualized same day environment creation (minutes)
The Target
• Blend ALM with Operations
• Simplify governance
• Visibility, visibility, visibility

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Mini Case Study 2: Fortune 100 Health Insurer
Found a home in QA
• Wasn’t trusted by Ops in Dev or vice versa
Radically inclusive
• Knock on doors rather than break down silos
• Show info-sec / audit holes in the process and where DevOps
makes it better
“Tracer-bullet” – Release Automation
• Spans dev and ops
• High value
• Relatively simple
• Attach quality checks to pipeline later

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The Plan
What would make a DevOps team evil?
Designing a healthy team
Other good models
Q&A

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IBM – A global team of developers
Perth
Canada
Toronto, Ottawa
Montreal, Victoria
Haifa
Rehovot
China
Beijing
Shanghai
Xian
Yamato
Taiwan
Paris
Pornichet
Kirkland
Seattle
Foster City
San Francisco
SVL/San Jose
Almaden
Agoura Hills
Irvine
El Segundo
Costa Mesa
Las Vegas
Bedford, MA
Bedford, NH
Essex Junction, VT
Westborough
Cambridge
Littleton
Marlborough
Cork
Dublin
Galway
India
Bangalore
Pune
Hyderabad
Gurgaon
Vizag
Cairo
Rome
Gold Coast
Sydney Canberra
Fairfax
Raleigh
Charlotte
Lexington, KY
Atlanta
Boca Raton
Tampa
Krakow
Warsaw
Sao Paulo
Malaysia
DelftStockholm
Boeblingen
Southbury
New York City
Princeton
Hawthorne
Endicott
Moscow
Zurich
Pittsburg
Poughkeepsie
Somers
Yorktown Heights
Hopewell Junction
Wayne
Hursley
Warwick
York
Edinburgh
London /
Staines
Milton Keynes
Phoenix
Austin
Dallas
Dublin
Rochester, MN
Boulder
Denver
Lenexa, KA
Tucson
El Salto, MX

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IBM’s DevOps Center of Competency
Responsible to drive the transformation
• CEO support
• Lead by example
• We work the way we ask teams to work, specifically
- Using IBM Design Thinking to determine how to best help our teams transform – user out come
focused
- Report our transformation work in the context of our user – SWG teams
- Using Lean & Agile practices to deliver

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IBM’s DevOps Center of Competency
Responsible to drive the transformation
• CEO support
• Lead by example
• We work the way we ask teams to work, specifically
- Using IBM Design Thinking to determine how to best help our teams transform – user out come
focused
- Report our transformation work in the context of our user – SWG teams
- Using Lean & Agile practices to deliver
Execute a simple experiment for a coded hypothesis
(based on a Design Hill) in < 7 days
SWG Team can find information on measuring a signal that will validate a hypothesis < 30 secs
SWG Team can continuously collect & visualize correlated signal data in < 7 days
Who
What
Wow

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IBM CoC Approach
• Facilitate communication & collaboration
‒ Establish a Community (internal forums) to share what works and get support
‒ Roadshows / Presentations for techies and execs
‒ Internal educational sessions (webinars for several thousand participants)
‒ Online tutorials
• Build Support in the Org
‒ Recruit evangelists with grass roots and management respect
‒ Benchmarking and case studies across teams
‒ Recruit implementation managers on the individual teams
• Map business controls to DevOps techniques
‒ Does an experiment imply a commitment to a feature?
‒ Can we experiment with something in English only, for a product available in 10 languages?
‒ How should marketing work with a steady stream of features instead of big releases?

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IBM CoC Approach cont.
• Invest in tooling
‒ Provide as a service
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Success Story: Watson Analytics
Continuous Delivery to SoftLayer in 15 minutes
25

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Environments
Manual Automated
Gain
Deploy Tests Deploy Tests
Test 4 hours 80 hours 20 min 3 hrs 96%
Staging
8 hours 4 hours 40 min 15 min 92.5%
Production
(25 environments)
200 hours 4 hours 3 hours 5 min 98.5%
Gain 98% 96% 98.5%
Success Story:
Workload Automation aaS
Rome, Italy
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IBM SoftLayer
Monitor and Optimize
Rational Team
Concert
Rational Quality Manager
Rational Performance Tester
IBM Security AppScan
SmartCloud Control
Desk
IBM Application Performance
Management
IBM Endpoint Manager
IBM Security QRadar®
IBM UrbanCode Deploy
IBM Workload Automation
• Production deploymentin few hours
• Change management process
• Automated tests
• No “black out” during update

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Standard Model for a Center of X DevOps Team
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Dev OpsDevOps

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Standard Model for a Center of X DevOps Team
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Dev OpsDevOps

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Standard Model for a Center of X DevOps Team
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Dev OpsDevOps

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In Summary
DevOps as a silo is bad
DevOps teams work in the right context
Not a silo. A facilitator
DevOps teams should put themselves out of work

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Questions?
@EricMinick
https://developer.ibm.com/urbancode/