This document discusses strategies for implementing DevOps practices within large enterprises. It notes that DevOps requires cultural change to break down silos between development and operations teams. Executive leadership is needed to get teams on the "same page" and defend the initiative. A pilot project was used to prove the value of DevOps and gain support. Subsequent releases introduced new practices over time to address business challenges. The document emphasizes focusing on feedback loops, collaboration, and continual learning and experimentation when adopting DevOps within a large organization.

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DevOps@Enterprise
Lessons from the trenches
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Marcelo Sousa Ancelmo
Technical Lead Architect
marcelo@marceloancelmo.com
marceloancelmo
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What Is DevOps for you?

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Sometimes people come with this

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And this is what we often hear on enterprises
“DevOps? We already do that. Call the DevOps team here to talk with this guy”
- Business Savvy Executive, thinking that DevOps is just a new team
“We have a Continuous Integration environment here, we just need to convince
people to use it” - Early promoted IT Manager, coming from a successful IT project
“We have a Release Process that is too much rigid, this will never work here” -
Developer or Operations guy (pick any), helpless about his future
“Help me Obi Wan Kenobi, you're my only hope” - Princess Leia
Disclosure – ALL OPINIONS ARE THEIR OWN! (Phrases and people can change
at your own will)

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The Hard Truth – There is no Right way to do DevOps
Image: Stuart Miles / FreeDigitalPhotos.net
Culture
People
Process
Automation
Measure
Share

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What you need to realize is that a DevOps approach...
… Is a cultural change on how teams work and interact with each other, inside a well
structured process
… Requires a collection of principles and techniques to set the pace, maintain
standards and lower the chances of drifts
... Implements a lot of practices, to continuously and consistently apply the techniques
… Make usage of tools, to help people do their jobs better, apply the techniques and
practices and to monitor all the environment
All of this to deliver the consistency, communication, collaboration, transparency
and feedback needed by the Enterprise

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Executive leadership is vital
C-Level, VP, Higher Manager (Higher is better)
Have power to put everyone “on the same room”
Can help break the silos and bring people in
Make connections between silos and keep the path clear to move forward
Defend the DevOps initiative in front of others executives and on meetings
Advocates on culture change ...
… but all of this does not mean nothing if PEOPLE do not ENGAGE

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Culture change should be top level priority
“Change the culture to a culture of change.” - Joseph McKevitt
This is especially difficult on the Enterprise, where a lot of people have different
responsibilities, departments are silos and different practices are scattered
... and don't forget that there are political reasons too!
For successful DevOps adoption at the enterprise you must engage everyone
involved – From Enterprise Architecture to Operations
They must perceive the value that the enhanced collaboration, communication and
transparency of a DevOps Strategy can bring to them.
This is why the cultural barrier is one of the most difficult challenges and should be a
top priority for rolling out DevOps at the Enterprise.

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DevOps @ Enterprise
Image: http://blog.xebialabs.com/2016/03/21/essential-devops-terms/devops-cycle-ppt-colours/

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1st Proposal

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What we found
The Good
A well established SCM + Issue Track + Continuous Integration environment
Teams that were using this environment and are getting great results
The Bad
Some teams did not get any perception of value added by adopting this solution
Others teams did not have “time” to make necessary adjustments and migrations to use
this environment
Some teams did not even know that threre is such environment
The Ugly
No Executive Sponsorship
No clear communication and collaboration with testing and operations teams

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First Bussines Challenge: Prove Yourself
Business Input: I do not believe you!
Challenge: To Prove DevOps value
Strategy: Find a project to be our pilot
What worked:
Found an Agile team that embraced the challenge;
We partened with them and created a “War Room”;
Deep understanding of the enterprise culture and who are the key players;
After 3 months, they raised productivity more than 30%
What don't worked well:
Operations not fully engaged
No corporate standard for SCM and Versioning
Different deployment scripts for the environments and platforms
Business Outcome: Good Job, let's see what happens when we work at scale!

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After the pilot result, a lot of teams started to ask how they could participate
Followed an Agile approach, with releases at each 6 months, aligned with enterprise strategic
objectives
Each release was broken into small deliverables (1 month each) that should:
Introduce some practice, technique and / or tool to the program
Must be put on practice by at least one team
Should address and solve a real business challenge
After the end of each delivarable, we make a retrospective:
What worked
What did not worked
What could be improved
What must be changed
Second Bussines Challenge: Present your strategy

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Dev + Ops – Working together for business benefit

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Infrastructure Change Management
Tools chain:
Development – Eclipse
Plan, Track and SCM – Rational Team Concert
Software Definitive Library – Rational Asset Manager

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Build Pipeline
Tools chain:
Development – Eclipse, Rational Application Developer or Rational Software Architect
Plan, Track and SCM – Rational Team Concert
Continuous Integration and Build Automation – Rational Build Forge
Software Construction – Apache Maven and Apache Ant
Software Quality Testing – SonarQube
Software Security Testing – IBM AppScan Source

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Software Definitive Library
“Continuous delivery is about putting the release schedule in the hands of the business, not in the hands of IT.”
- Jez Humble
Runs immediately after the Continuous Integration QA phase
Publishes the resulting artifacts to SDL
Tools chain:
Build Automation – Rational Build Forge
Software Definitive Library – Rational Asset Manager

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Metamodel for Applications

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Deployment Pipeline
Can be run at any time (including just after the delivery phase as part of the build pipeline) for a published
application.
Tools chain:
Deployment Automation – IBM UrbanCode Deploy
Software Definitive Library – Rational Asset Manager
“The primary goal of continuous deployment is not to deploy continuously. It is to be able to deploy
continuously.” - Paul Klipp

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Delivery Pipeline
Path followed by an application through its lifecycle
You can quickly ask to the Software Definitive Library which version is deployed where
Everyone involved and interested in the process are communicated
Tools chain:
Plan, Track and Collaborate – Rational Team Concert
Deployment Automation – IBM UrbanCode Deploy
Release Management – IBM UrbanCode Release

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Lifecycle for the application

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Benefits realized
Integration and traceability on the whole Software Development Lifecycle
Smooth transition and better communication between Development and Operations
Traceability between Build – Deploy – Defects – Testing – Code - Requirements
Roll out to new users facilitated through an standardized process
BOM of tools and scripts installed on all environments
Lower configuration drift

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Closing the gap

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Ask the Right Questions
What are you trying to accomplish?
What is your DevOps strategy?
What are your business drivers?
Who are your customers?
What are your objectives?

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Stay focused on the core principles
Focus on IT business value stream flow and created a shared vision of the whole
Understand, improve and amplify your feedback loops
Create a culture of Continual Experimentation and Learning
Identify the bottlenecks and constraints
Build a culture of collaboration and respect across your enterprise
Focus on the principles and adapt the practices based on the culture of the
teams

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Engaging strategies
Mix the teams, put someone from the Development on the Operations team for a limited
amount of time and vice versa, so they can “fell the pain” and know “Who is on the
other side of the phone”
Development and Operations should use the same tools to plan, track, build, deploy,
release and monitor. This will increase collaboration at the software development lifecycle
Share knowledge – Use Wiki, blogs and foruns to collaborate and spread information.
Be social and transparent
Create a DevOps commite with members from all of the enterprise. Everyone should
have an active voice.
Be aligned with strategic initiatives from the Enterprise, delivering real value all the time

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They need to see it as a evolutionary process

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That should be adopted in a Lean way

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They need leadership and guidance...

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...To do right things right
Image: www.nguyenduykhanh.info

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Image: FreeDigitalPhotos.net
Questions

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Marcelo Sousa Ancelmo
Technical Lead Architect
marcelo@marceloancelmo.com