This document discusses ING's adoption of DevOps practices like Scrum and continuous delivery to achieve faster delivery of software, higher quality, and better customer satisfaction. It provides an overview of ING's deployment pipeline and principles like deploying every change to production-like environments. The execution of DevOps at ING involved forming cross-functional teams, improving automation, dashboards for visibility, and challenges around organization and distance between locations. Personal recommendations include automating routine tasks, pairing, and always finding time for improvement.

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@MielDonkers
DEVOPS
GEMEENTE ROTTERDAM

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INTRODUCTION
Miel Donkers
Developer
@mieldonkers

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OVERVIEW
 Goal (why DevOps)
 Execution
 Personal recommendations

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ING‘S GOAL
 Faster in production
 Quality
 Customer satisfaction

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2010: Scrum

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2011: Continuous Delivery

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CONTINUOUS DELIVERY - DEPLOYMENT PIPELINE
Release
 Every change results in a trigger of the deployment process
 Software is build once and only once
 The same deployment process for every environment
 Deployment in production-like environments
Commit
Automated
Acceptance Test
Automated
Capacity Test
Manual
Testing
Fast Feedback
Trust in Application Stability
Done

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PRINCIPLE
if it hurts
do it more often!

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DEPLOYMENT ENVIRONMENTS
1
2
3

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OperationsDevelopmentBusiness
SILOS

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Business
Agile
DevelopmentProduct Owner
Operations
SILOS WHEN DOING SCRUM

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Operation
s
Developmen
t Legal
…
Operation
s
…
Security
Security
…
Business
Product Owner
ING DEPARTMENTS

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Overlooked problem

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Change vs. Stability

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Business DevOps
Product Owner
DEVOPS TEAMS
Securit
y
Dev
Ops
Test
…

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TEAMWORK
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Prod
OPS
Local
Build
Intermediate
build
Release
build
OPS
Acc
TESTDEV

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RESPONSIBILITIES
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Apps / Services
/ Components
Application
Configuration
Middleware
Middleware
Configuration
Operating
System
OS Configuration
Hardware
FULL STACK

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PRINCIPLE
Continuous Improvement

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!= DEVOPS
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 No specific ‚way of working‘ or methodology
 No job title or group name
 No Devs doing Ops‘ tasks

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Execution

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THE GOOD
 Good composition of team members
 Cooperation and task division

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Dashboards

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ToDo In Progress
Done
Fast Lane
DevOps
• Way of Working
• Fast Lane
• Work in de sprints
IIIn Sprint
• % Ops tasks for the
team
• % Ops tasks outside the
team
I
SPRINT BOARD

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Automation

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THE BAD
 Many (Ops) tasks not visualized
 Organisation
 Many impediments
 Distance between locations / offices

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Product Backlog

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24/7 Support

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THE UGLY
 Change of team composition after
3 months (by management)

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Automate routine tasks

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Pairing

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Time to improve

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AGREEMENTS
 Between team and product owner about:
 How to handle production incidents
 How to handle bugs
 When to upgrade
 Non-functional requirements

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CONTINUOUS DELIVERY
THANK YOU FOR YOUR ATTENTION