Dev ops don't be left behind

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CIO FORUM DevOps
DevOps – Don’t be left behind
Gunnar Menzel, Capgemini
Oslo, November 2015

2Copyright © Capgemini 2015. All Rights Reserved
DevOps – Don’t be left Behind| November 2015
Gunnar Menzel, Vice President, Chief Architect
Heathrow Account CTO
Schneider Electric Account CTO
ODCA President
EA Account CTO
EA for Personal Tax

DevOps – The Big Idea & Big Issue
“unlocking DevOps value”
DevOps
Theory
DevOps
Practice
Images subject to copyright, Sale RUFC, 2014

Agenda
Make the most
of DevOps
DevOps
Overview
What DevOps
can do for you
DevOps
Challenges

DevOps Overview

There are many misconceptions about DevOps...
Concept / Philosophy
More than “just” tools
Driving business outcomes
Key for many companies
DevOps IS
A single methodology
Complete by using one tool
Just a job title
Only for developers
DevOps is NOT
DevOps Overview

DevOps was introduced back in 2011 to address a particular issue
Images may be subject to copyright Image taken from Anchorman, The Legend of Ron Burgundy, DreamWorks Pictures
DevOps Overview

DevOps can drive significant value
More Agile
30x
More frequent deployment
8000x
faster lead times than their peers
More Reliable
2x
the change success rate
12x
faster mean times to recover (MTTR)
Finding From Puppet Labs State of DevOps 2014
More Competitive
2x
market share & productivity goals
50%
higher market capitalization growth
DevOps Overview

The 4 main business cases
Reduced Outages
Upto 80% outages
are change related
Increased Agility
To enable near instant
change deployment
Increased Quality
To increase end
user satisfaction
Improves Innovation
To increase
Innovation cycles
DevOps Overview

It is up to you … from super slow to ultra fast
http://www.maxingout.com/sailing_suda
n.htm
http://offshore-powerboat-
racing.blogspot.fr/2012/03/f1-boat-
racing-sponsorship.html
Company Deploy Frequency Deploy LeadTime Reliability
Amazon > 20,000 / day Minutes High
Google ~ 5,000 / day Minutes High
Netflix 300-500 / day Minutes High
Facebook Every day Hours High
Twitter 2-3 times a week Hours High
Typical Enterprise Once every 9 months Months / Quarters Low / Medium
DevOps Overview

The concept is focussed around 3 main areas
1. People
Cultural Aspects
No Silos
2. Process
Build-Release-
Run-Repeat
3. Tools
Common and
Integrated
DevOps Overview

DevOps Challenges
https://www.flickr.com/photos/piriki/9403219363

Key DevOps Challenges
“outside-in and inside-out”
DevOps
Difficult error prevention
and diagnosis
Diagnosis
Wall of confusion
Silo
Speed of Change
Innovation
Complex Preproduction
/ production build & run
Complex
Outside-In
Challenges
Inside-Out
Challenges
DevOps is not well
understood
Understanding
The DevOps Tools
Cocktail
Tools
Big Bang vs Steps by
Step?
Approach
How2 manage DevOps
& current changes
Current Change
DevOps Challenges

What are the typical Challenges
“when trying to deploy DevOps”
Common
Deployment
Mistakes
Deploying just a Tool
 A tool cannot enable
collaboration
 A tool cannot be relied upon
for a solution
 A tool should be used to aid
the entire DevOps journey
Not understanding Current
 Understanding starting point is important
 Not having clear As-Is will drive an
incorrect transformation plan
Creating separate DevOps group
 Creating yet another silo
 Complicating the structure to add further integration issues
Being “Planlos”
 Implementing DevOps as
a product without a Plan
 Not considering the
people related change
aspects
 Not having a clear target
DevOps Challenges

How to make the
most of DevOps
http://thefuturebuzz.com/2011/12/01/pr-will-own-content-creation/

4 ‘Key’ Ingredients addressing these Challenges
Create a Plan
Follow a Maturity Model
Cover all 3 Areas
Supporting Measures
Make the most of DevOps

A. Capgemini’s DevOps Implementation Framework (DIF)
is needed to Plan the various stages
Today
Process
I (IS/TI)
Users
Issues, Risks, Challenges and constraints
Overall Client’s Business Objectives, Sector wide drivers, External Drivers. IT Strategy
Target
Process
I (IS/TI)
Users
Tomorrow
Process
I (IS/TI)
Users

B. The People aspect is important to ensure cultural shift
Design /
Development
Test Live
Change = Yes please No, no change please
Design /
Development Test Live
Change Welcome
Transform
Critical Success Factors:
1. Shared objectives & Co-locate as much as possible
2. Think Non-Functional right from the start
3. Focus on business outcomes
4. See business, applications and infrastructure together

B. The Process will help create automation enforcing the
message of ‘Build-Release-Run-Repeat’…
Plan Code Build Test Release Deploy Operate
Continuous Delivery
Continuous Integration
Agile Development
DevOps
Collaboration
!!
Communication
Integration
DevOps
Development
teams
Operations
teams
One Dynamic IT team
Continuous feedback
People
Cultural
aspects,
no silos
Tools
Process
Build-
Release-
Run-
Repeat
Common
and
Integrated
Critical Success Factors:
1.Clear criteria defined per gate
2.Clearly define the characteristics of each environment
3.Define and document all key non-functional requirements
4.See it as a continuous loop and not as a one way street

B. Tools should be implemented to support these
changes whilst being common and integrated
One End-to-End Process
Development
Infrastructure
Middleware
Applications
Testing
Infrastructure
Middleware
Applications
Live Operation
Infrastructure
Middleware
ApplicationsCritical Success Factors:
1. Think modular, think open, think service
2. Standardise environments, automate and integrate
3. Connect with build-release-run-repeat process

C. Capgemini’s DevOps Maturity Model
Level 1: Basic
Traditional Silo’ed Organisation | separate processes | separate tools with many manual activities |
typically very long release duration and high outages
Level 2: Emerging
Emergence of joint teams | starting to establish connected processes | some automation
& isolated tools | medium release duration & reduced outages
Level 3 : Co-ordinated
Joint and shared objectives | dev2ops connected lifecycle | limited manual
processes | low release duration & significantly reduced outages
Level 4 : Enhanced
Co-authoring of solutions | one lifecycle | no manual processes +
end2end managed environments |
Level 5 : Top Level
One Team | dynamic process | near instant deployment
of changes | no dev related outages

D. Supporting activities
Standardise
Hardware, Software,
Procurement
2
Automate
Hardware, Software,
7
1
Strategy &
Architecture
As-Is, To-Be, Plan
Business Case
Train
3
People
Virtualise
4
Compute, Storage
& Network
Rationalise
5
Reduce
complexity
Orchestrate
End to end
management
8
Optimise
6
Processes

How DevOps Can Help You

We helped transform a major UK based supplier…
 Over 200 interfaces
 Ecosystem of 18 partners
 25 external systems
 86 Applications
 20M+ unique visitors per month
 50,000 ecommerce orders per day
 6M registered users
 £1.5Bn revenue pa supported
• Ability to release frequently
• Multiple teams working in parallel on same code base
• Release roll back issues
• High number of defects due to issues with code
merge
• Seasonal Peak (Christmas)
• Special Events – e.g. Olympics
Scalability
Time to Market
What DevOps can do for you

 Setup time - 4 days to 4
hrs.
 Environment downtime -
18 hrs. to 4 hrs. per
month
 Zero environment defects
 Single Click Provisioning
 Faster adoption of best of
breed technologies and
tools
 Zero down time for IT
maintenance
 Release cycle time – 4
wks to 1 wk
 Improved CR throughput
by 50%
 Reduced development
efforts by 30%
… helping them to become more efficient and flexible in
all parts of the business

The key to success lies in ensuring you ‘Do’ it correct way
and ‘Don’t’ make the common mistakes
http://www.vexperienced.co.uk/2011/10/31/container-shipping-and-virtualisation-a-potent-analogy/
Have a Plan
Decide how
far you need /
want to go
Think it is
“just” Tools
Neglect
creating a
Business
Case
Understand it
is a people,
process and
technology
change
Believe
DevOps is a
fix for all

Q&A
Click on images to access material

The information contained in this presentation is proprietary.
© 2014 Capgemini. All rights reserved.
www.capgemini.com
About Capgemini
With almost 140,000 people in 40 countries, Capgemini is one of
the world’s foremost providers of consulting, technology and
outsourcing services. The Group reported 2013 global revenues of
EUR 10.1 billion.
Together with its clients, Capgemini creates and delivers business
and technology solutions that fit their needs and drive the results
they want.
A deeply multicultural organization, Capgemini has developed its
own way of working, the Collaborative Business ExperienceTM, and
draws on Rightshore®, its worldwide delivery model.
Rightshore® is a trademark belonging to Capgemini

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