Devops Intro - Devops for Unicorns & DevOps for Horses

DevOps Intro –
Devops for Unicorns &
Devops for Horses
Mr. Goh Boon Nam, NUS-ISS
13 July 2018
1
© 2018 National University of Singapore. All Rights
Reserved.

Agenda
• Why DevOps is important
• Agile Recap & DevOps definition
• DevOps for “Unicorns”
• DevOps for “Horses”
2
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Why Devops is important
3
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Why DevOps is Important
4
Application
Development + Operations =
Application
Implementation
into Production
Agile Conventional
<- DevOps ->
Waterfall Conventional
Nb: Above is for speed of output.
Not speed of working.
Reserved.

Why DevOps is Important
- Issues if no DevOps
• Slow delivery of IT applications/enhancements
• Slows down business responsiveness
• Lag in customer experience improvements vs
competition
• Lag in productivity enhancements
• Customer dissatisfaction
• Business less able to compete
5
Reserved.

Modern-day Speed of Change
- Example of Current Expectations
Reserved.
6
Typical Release Schedule (almost daily enhancements)
https://gsuite.google.com/whatsnew/calendar/

Ops Frequency of Software Release
7
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https://blog.newrelic.com/2016/02/04/data-culture-survey-results-faster-deployment/
http://www.clipartbest.com/clipart-
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Which Freq’s fit above?
https://clipartfest.com/download/29f326eca0eeccfb9fdeb7fedfceb3adfb2e1a
93.html
Which Freq’s fit below?

How did the slow Release Frequency come
about?
• Ops needs to ensure stability of
production environment
• Hence, need time
• to do necessary due diligence
• before allowing changes to production
• Also, specialisation and centralised
nature
• of conventional ops staff lead to
• need to queue for their services
─ e.g. central testing
─ e.g. central release packaging
─ e.g. central deployment (including production
environment set up)
Reserved.
8
How to improve?
How to match
speed of Agile
development?
- Need to
understand Agile
development first

Agenda
9
Reserved.

Agile recap & DevOps Definition
10
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Agile – Scrum Overview
Reserved.
11
Is SCRUM ideal to meet
competitive pressures?
• When can you release a
new feature after a
competitor has released
theirs?
http://www.agilenutshell.com/assets/methods/scrum/scrum-overview.png
What key aspect of SCRUM is not shown above?
NO CHANGE allowed to Sprint Backlog during Sprint
https://www.youtube.com/watch?v=XU0llRltyFM
Video

Agile – Kanban Overview
Reserved.
12
https://s-media-cache-
ak0.pinimg.com/originals/b4/29/12/b42912797e2aa17b576e38a0104a24c2.png
https://www.youtube.com/watch?v=0EIMxyFw9T8
Video

Agile and DevOps
• Agile development
• Scrum – fast 2-week to 4-week releases
• Kanban – even faster continuous releases (if desired)
• How can Ops integrate with Dev to support the above?
What does DevOps consist of?
13
Reserved.

DevOps Definition
14
Reserved. https://en.wikipedia.org/wiki/DevOps#/media/File:Devops-toolchain.svg
DevOps represents a change in IT culture, focusing on rapid IT service delivery
through the adoption of agile, lean practices in the context of a system-
oriented approach. - Gartner
“minimize handoffs and waste and increase quality by thinking about the
overall system and flow” - https://devops.com/will-devops-kill-it-outsourcing-part-1/

Agenda
15
Reserved.

Devops for “Unicorns”
16
Reserved.

Agenda
• What is “Unicorn” DevOps
• How to source for Staff and Implement
• ING case study
─ From Pre-DevOps to DevOps
─ Re-Train and/or Re-Staff
─ Re-Organise
─ Re-Culture
─ Re-Tool
─ Re-Start new Processes
─ Pilot and Expand
─ Is it working for ING?
• DevOps for Outsourced Apps
17
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DevOps Ideal (DevOps for “Unicorns”)
18
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http://www.mindtheproduct.com/2016/02/what-the-hell-are-ci-cd-and-devops-a-cheatsheet-for-the-rest-of-us/
Code &
Automated Tests
“Test-driven development”
Automation
Instructions
Product Team
Automated
&
run at least
Daily
via Email / Chat
& Dashboard
( Deploy & Test)
( Deploy & Test)
( Deploy & Test / Monitor))
Where are the Ops people?
• Some embedded in Product
team to help with this process
• Others are with central Ops to
do automation work that cut
across product teams
CI = Continuous
Integration

“Unicorn” DevOps – How to source for staff &
implement?
19
Reserved.
Easier for Startups
• Hire staff with DevOps in mind
• Orient & train as required
• DevOps right from initial
development
• No legacy applications to convert to
DevOps automation
https://thefinancialbrand.com/wp-content/uploads/2010/10/ing_amsterdam_elevation_cutaway.jpg
https://www.goingplacessingapore.sg/project/2015/start-ups
What about large enterprises?
• Existing staff – possibly waterfall and
conventional Ops
• Some may have difficulty to convert
to Agile & DevOps
• Large legacy applications – huge
effort to convert to DevOps
automation

Agenda
• ING case study
─ Re-Organise
─ Re-Culture
─ Re-Tool
20
Reserved.

ING Bank – Prior to DevOps
Core Banking Apps (1)
21
Reserved.
4 Times a Year
Dev – development and
handover to Ops
Ops – release and deploy
CAB – risk management
checks
Copyright © AXELOS Limited 2011.
All rights reserved.
Material is reproduced under licence from AXELOS
CAB CAB CAB
Where does most of this
diagram come from?

ING Bank – From Pre-DevOps to DevOps
22
Reserved.
How?
• Old ING processes adapted from ITIL®
• But:
• ITIL did not specify auto or manual
• ITIL did not specify how often
• ITIL did not specify centralised process
ITIL® is a registered trade mark of AXELOS Limited
• Is this different from ITIL?
• ITIL best practices still apply

Agenda
• ING case study
─ Re-Organise
─ Re-Culture
─ Re-Tool
23
Reserved.

“Unicorn” DevOps at ING Bank
- Re-Train and/or Re-Staff
24
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Your Day-to-Day:
As a full stack Java engineer you will be part
of a technical DevOps team ....
...you will furiously automate everything
together with the rest of the team:
deployment, functional / technical
testing, and anything else that is still
done manually
... Experience in developing automated
tests with JUnit ,Cucumber and
Selenium;
...Familiarity with tools like Confluence,
JIRA, Eclipse, Crucible, Fortify, SVN/Git,
Jenkins, Maven / Gradle;
Re-Train
Re-Staff

Agenda
• ING case study
─ Re-Organise
─ Re-Culture
─ Re-Tool
25
Reserved.

- Re-Organise
26
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Devt
Pool
Main
t Pool
App
#1
App
#2
App
#3
App
#4
No clear responsibility
for speed and quality
App
#1
App
#2
App
#3
App
#4
App #1 Prod Team
App #2 Prod Team
App #3 Prod Team
App #4 Prod Team
Clear responsibility
for speed with quality
Must be well-trained and with experienced team
members (e.g. original designers of the app). Can
rotate out when other members become experienced.

Agenda
• ING case study
─ Re-Organise
─ Re-Culture
─ Re-Tool
27
Reserved.

- Re-Culture
28
• ING is no longer a bank
• a technology company operating
• in financial services business
• IT professional culture = Engineering culture
• Not just coordinate IT but be truly inspired by IT
• Proud of own engineering skills and achievements
• Just like Facebook, Google, Uber etc.
• Collaboration vs Dept silos – see QR link
• Customer-centric
• Orientation include one week working at customer call centre
• Business Outcome Centric
• Google’s QBR/OKR – Tribal Quarterly Business Review
Reserved.

Agenda
• ING case study
─ Re-Organise
─ Re-Culture
─ Re-Tool
29
Reserved.

- Re-Tool
30
Reserved.
* Below logos are just EXAMPLEs of tools in the various categories.
Categories are also examples and may not be the only categories that can be included.
http://www.tutorialspoint.com/jenkins/
Source
Version Control
Build
Test Automation
(code-based)
Test “robot”
(browser robot)
Selinium
Binary
Repository
Static Code
Analyser
Performance
Test
(simulate browsers)
CI Server Infra
as Code

Agenda
• ING case study
─ Re-Organise
─ Re-Culture
─ Re-Tool
31
Reserved.

- Re-Start New Processes
32
Reserved.
https://image.slidesharecdn.com/continuous-delivery-the-ing-story-141203103859-conversion-gate02/95/continuous-delivery-the-ing-story-improving-time-to-market-with-devops-and-continuous-delivery-56-638.jpg?cb=1457053019

Agenda
• ING case study
─ Re-Organise
─ Re-Culture
─ Re-Tool
33
Reserved.

- Pilot and Expand
• Started with Mobile Banking App
• Used the pilot to learn before expanding
• Expanded to other applications until all converted to
DevOps
• Even expanded beyond DevOps to Agile across whole
ING Bank business
Reserved.
34

Agenda
• ING case study
─ Re-Organise
─ Re-Culture
─ Re-Tool
35
Reserved.

Is ING DevOps working?
36
Reserved.
• Savings, Loans,
Current
Accounts
• 12 million
accounts
• 10 DevOps
teams
• Increasing
releases
• from 4 per
year to
• every 3
weeks
• From 30+
outages in 2013
to 0 in 2014

Agenda
• ING case study
─ Re-Organise
─ Re-Culture
─ Re-Tool
37
Reserved.

“Unicorn” DevOps – Checklist for Outsourced
Apps
• The various providers have the following to work to a
DevOps initiative?
• staff and skills
• process framework
• experience
• tools
• Willing and able to collaborate effectively with each
other and your key end-users?
• Dev vendor with Ops/Infra vendor
• App vendor with other app vendors affected by first app’s
changes (need to also change or at least test)
• Or standalone app with its own infra?
• Can your contracts allow for DevOps way of working?
• DevOps – “less wasted handoffs” – Is there a role for the IT
Dept in this sample contract?
• Does sample contract cater to collaboration with
interfacing apps?
Reserved.
38
Sample Contract
(Use this URL in browser; click here
will not work)
https://tinyurl.com/devops-contract-eg

Agenda
• ING case study
─ Re-Organise
─ Re-Culture
─ Re-Tool
39
Reserved.

“Unicorn” DevOps – The issue of Legacy
Systems
• Going back to ING Bank “Unicorn” DevOps
transformation
• Is it a high-effort major exercise with high risks?
• How to implement DevOps with most of the
“Unicorn” benefits but with much less
effort/risks?
Reserved.
40

Devops for “horses”
41
Reserved.

Agenda
42
Reserved.

DevOps for “Horses”
• Assumed starting point for “Horses”
• Waterfall development
• Deployment windows available only once a month or
longer
• Some DevOps measures for “Horses”
• Waterfall to phased/agile
• Product teams
• Risk-based anytime deployment
• Break up big releases/deployments
• Scope product team boundaries for better autonomous
management
• Automate release to deployment (without automated
testing first)
• Automate testing
• Application of Lean principles
Reserved.
43

Agenda
• Product teams
management
• Automate release to deployment (without automated testing first)
44
Reserved.

From Waterfall to Phased/Agile
Reserved.
45
Requirement
s
Design
Code
Test
Implement
Instead of a long
waterfall project
e.g. 8 months
Break into
small phases
e.g. 1.5
months each
Instead of waiting 8
months for results,
business can start getting
results in 1.5 months or
less
Or implement
Agile for
suitable
projects (or for
enhancement
backlog)

Agenda
• Product teams
management
46
Reserved.

Product Teams
47
Reserved.
Devt
Pool
Main
t Pool
App
#1
App
#2
App
#3
App
#4
No clear responsibility
for speed and quality
App
#1
App
#2
App
#3
App
#4
App #1 Prod Team
App #2 Prod Team
App #3 Prod Team
App #4 Prod Team
Clear responsibility
for speed with quality
Must be well-trained and with
experienced team members (e.g. original
designers of the app). Can rotate out
when other members become
experienced.

Agenda
• Product teams
management
48
Reserved.

Risk-based anytime deployment
49
Reserved.
Only a few fixed
deployment windows a
year
Deployment anytime
code is ready for
production
• Lump all changes into fixed
common deployment
windows
• Centralised CAB and gate-
control process
• Deployment CAB is just
before deployment
• Difficult to debug if
incidents occur
• each window too
many changes
• hard to isolate which
change was the cause
• For low to medium risks
• Each product team arrange its own CAB
(itself plus affected parties)
• Product team coordinate early on its
own change and other apps’ tests/
changes triggered by its change
• For high risks
• Additional review by external CAB
• Deployment window is de-conflicted of
other high risk changes
• Changes are spread out with less changes
per deployment
• easier to isolate cause of incidents

Agenda
• Product teams
management
50
Reserved.

Break up big releases/deployments
51
Reserved.
Release
Package
Release
Unit
Release
Unit
Release
Unit
Release
Unit
Release Units
• planned / designed to be able to deploy independently
• can avoid big-bang deployment
• even if whole release package is high-risk, the individual units may
be low risk
• allow for low-risk deployment process and
• more flexible windows
• easier to trace which changes are cause of any incidents

Agenda
• Product teams
• Scope product team boundaries for better autonomous management
52
Reserved.

Scope Product Team Boundary for Better
Autonomy
53
Reserved.
module
B
module
A
module
C
module
D
module
F
module
E
module
G
module
H
Based on the
modules and their
interfaces, where
would you draw the
boundary to split
between 2 product
teams?
What software engineering principle did you just use?
T _ _ _ _ C _ _ _ _ _ _ _ & L _ _ _ _ C _ _ _ _ _ _ _

Agenda
• Product teams
management
54
Reserved.

Automate Release to Deployment (without
automated test first)
• Ops automate the release to deployment
workflow
• esp. after the initial provisioning of Infra for the App
• Subsequent release/deployments
• triggered by Dev
• with minimal wait time for manual Ops work
• Is this already in place?
• Is your current release/deployment largely
automated?
Reserved.
55

Agenda
• Product teams
management
56
Reserved.

Automate Testing
• This is usually harder to retrofit to legacy apps
• Start where highest ROI and test cases not high volume to
automate
• frequent regression testing required
• but stable set of data for testing
• data all within app and need not depend on other apps
• Scale out to other apps as experience and expertise
grow
Reserved.
57

Agenda
• Product teams
management
58
Reserved.

Application of Lean Principles (1)
59
Reserved.

Application of Lean Principles (2)
60
Reserved.
(waste)
Waiting or
Non-used Talent
(forms of waste)
(unevenness – over time or between resources)
(smooth Work Rhythm)
(over-
burden)
Adapted from: https://pbs.twimg.com/media/B0SuBhrIgAAy9mZ.jpg

Summary (1)
• ING case study
─ Re-Organise
─ Re-Culture
─ Re-Tool
61
Reserved.

Summary (2)
• Product teams
management
• Automate release to deployment (without automated testing
first)
62
Reserved.

Why BizOps is also Important
63
Business + Operations =
IT Services
(e.g. Wifi)
Implementation
into Production
Agile Conventional
<- BizOps ->
Conventional Conventional
Nb: Above is for speed of output.
Not speed of working.
Reserved.

For further information
• Please refer to:
• http://www.iss.nus.edu.sg/
• Or email Goh Boon Nam at:
• issgbn@nus.edu.sg
• ISS courses:
• NICF - DevOps Foundation with BizOps
• https://www.iss.nus.edu.sg/executive-education/course/detail/nicf--devops-
foundation-with-bizops/it-service-management
• https://www.iss.nus.edu.sg/executive-education
Reserved.
64

Thank You!
issgbn@nus.edu.sg
65
Reserved.

Devops Intro - Devops for Unicorns & DevOps for Horses

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