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DevOps para Enterprises
The document discusses the evolution of software delivery processes at Microsoft, highlighting changes in team structures and management approaches over the years. It emphasizes the shift from long planning cycles to more agile methodologies, including three-week sprints and continuous customer engagement. Ultimately, the new strategy has led to a significant increase in feature delivery and overall team effectiveness.
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DevOps para Enterprises
- 1. D E LI V E R I N G S O F T WA R E
- 2. BRANDÃO, EMMANUEL G. • www.egomesbrandao.com.br •twitter.com/egomesbrandao • linkedin.com/in/egomesbrandao • github.com/egomesbrandao • slideshare.net/egomesbrandao • XBox live: egomesbrandao • pt.stackoverflow.com/users/14094/egomesbrandao • 39 anos, • Consultor DevOps • na Lambda3, • Trekker, • Automatizar é minha vida “Ajudo times de desenvolvimento de software entregarem com mais produtividade”
- 4. PROCESSO DE TRABALHO Analista de Negócio Gerente deProjeto Time de Desenvolvimento Time de Testes Operações Solicitações de Mudança Cenários Requisitos de Negócio Bugs Tarefas Erros em Produção Builds Implantação
- 5. CONFLITOS ENTRE DEV,OPS, E NEGÓCIOS
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- 8. 3,500 The Developer Divisionat Microsoft
- 9. 800 The VSTS team…spread out across 40 feature teams
- 10. Team Foundation Server (TFS) VisualStudio Team Services (VSTS)
- 11. 3 weeks Team FoundationServer (TFS) Visual Studio Team Services (VSTS)
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- 13. What did itlook like before?
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- 16. Planning M1 M2 Specs Weknew exactly what to build… and we knew it was right!
- 17. Code Test &Stabilize Code Complete We wrote all the code months before we shipped.
- 18. Planning M1 M2 Wehad a perfect schedule and knew exactly when it would be ready!
- 19. Planning Customer feedback –we should change the way a feature works. We didn’t get it quite right… … but we’re booked solid already. M1
- 20. “Great feedback. Thanks!We’ll take a look in planning for the next release. We should get it to you…. in a few years.”
- 21. Sprint 1 August 2010 Sprint124 September 2017 Team Rooms August 2010 1ES Spring 2014 DRI Duty October 2013 Combined Engineering December 2014 Test Conversion December 2016 Service Brought Online April 2011 Service Preview June 2012
- 22. A: Very wellin the era in which it was born. But… Q: How did it work?
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- 24. 3-week sprints Vertical teams Teamrooms Continual Planning & Learning PM & Engineering Continual customer engagement Everyone in master 8-12 person teams Publicly shared roadmap Zero debt Specs in PPT Open source Flattened organization hierarchy User satisfaction determines success Features shipped every sprint 4-6 month milestones Horizontal teams Personal offices Long planning cycles PM, Dev, Test Yearly customer engagement Feature branches 20+ person teams Secret roadmap Bug debt 100 page spec documents Private repositories Deep organizational hierarchy Success is a measure of install numbers Features shipped once a year
- 25. Culture eats strategyfor breakfast.“ ” Peter Drucker
- 26. Let’s try togive our teams three things…. Autonomy, Mastery, and Purpose.
- 27. Group A • Businessplan • Established in the market • Well funded • Hiring the best people Group B • Working for free • In their spare time • Because they want to
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- 31. Let’s look atsome of the notable changes…
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- 34. Program Management EngineeringService DeliveryUX UE Service Delivery is integrated directly into our organization.
- 35. Program Management isresponsible for: WHAT we’re building, and WHY we’re building it Engineering is responsible for HOW we’re building it, and that we’re building it with QUALITY
- 36. Cross discipline 10-12 people Selfmanaging Clear charter and goals Intact for 12-18 months Physical team rooms Own features in production Own deployment of features
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- 40. How do teamsstay connected?
- 41. Week 1 Week2 Week 3 Week 1 Week 2 Week 3Week 2 Week 3 Sprint 114Sprint 113 Sprint 115
- 42. Week 1 Week2 Week 3 Week 1 Week 2 Week 3Week 2 Week 3 Sprint 114Sprint 113 Sprint 115 At the end of a sprint, all teams send a “sprint mail” … communicating what they’ve accomplished in the sprint, and what they’re planning to accomplish in the next sprint.
- 43. Value delivered during thesprint Video demonstrating the value What the team is planning to accomplish in the next sprint
- 44. Dwight Eisenhower Plans areworthless, but planning is everything. “ ”
- 45. Strategy 12 months Plan 3 sprints 3 Sprint 3weeks 1 Season 6 months 6 Teams are responsible for the detail Leadership is responsible for the big picture
- 46. Strategy Features Stories Tasks Alignment The big picturein light of our business goals Autonomy The detail about what we’ll deliver to achieve our business goals
- 47. Q1 Q2 Q3Q4 Q1 Q2 Q3 Q4 Strategy FY18
- 48. Q1 Q2 Q3Q4 Q1 Q2 Q3 Q4 6 month plan FY18 H1 Strategy
- 49. Q1 Q2 Q3Q4 Q1 Q2 Q3 Q4 6 month plan Strategy
- 50. Q1 Q2 Q3Q4 Q1 Q2 Q3 Q4 6 month plan Strategy
- 51. Q1 Q2 Q3Q4 Q1 Q2 Q3 Q4 6 month plan Strategy
- 52. Q1 Q2 Q3Q4 Q1 Q2 Q3 Q4 6 month plan Strategy
- 53. Q1 Q2 Q3Q4 Q1 Q2 Q3 Q4 6 month plan Strategy
- 54. Strategy Q1 Q2 Q3Q4 Q1 Q2 Q3 Q4 6 month plan
- 55. 6 month plan Eachteam comes in and reviews with leadership three things: 1. What is the plan for the next 3-sprints? 2. Is the team healthy? 3. Any risks or issues to highlight?
- 56. Too good tobe true?
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- 61. How do weknow it’s working?
- 62. We are deliveringvalue to customers and an increased velocity. • More features in the 2016 calendar year (262 features)… • Than the previous 4 years combined (256 features). • 249 features already in 2017… with three months left. https://www.visualstudio.com/en-us/articles/news/features-timeline 22 58 65 111 262 249 2012 2013 2014 2015 2016 2017
- 63. 2 Stop celebratingactivity… start celebrating results. 3 Embrace the new normal. Build the culture you want… and you’ll get the behavior you’re after.5 4 You can’t cheat shipping. 1 Get good at the science… but don’t be overly prescriptive.
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Editor's Notes
- #9 We use what we sell & we sell what we use!"