DevOps - Why Should We Care?
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This presentation is addressing IT decision makers who are interested to learn the history and basic principles of DevOps and understand that whereas DevOps is primarily an organizational concept, smart technology can make the difference when implementing it. I am not the authority to judge the technical feasibility, the bits and bytes of each tool that tags itself with the DevOps label, for this kind of information you will find much more capable contributors. I would like to thank Patrik Kua, Andi Mann, Ernest Müller, Matthew Jones, Gene Kim, Puppet Labs and Information Weeks for inspiring me by making their knowledge publicly available.
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DevOps - Why Should We Care?
- 1. 1 DEVOPS – WHY SHOULD WE CARE? OCTOBER 5, 2015 / EMEA POWER HOURS / STEFAN ZUEGER, SWITZERLAND
- 2. 22 2 minutesWelcome to my DevOps Supersummary If everything seems under control, you're not going fast enough. Mario Andretti racing legend * 1940
- 3. 33 Placing a new offering on the market first is often the only way to generate margin. Before competition picks up.
- 4. 44 In today’s digital economy, new offerings are made possible or strongly supported through software.
- 5. 55 DevOps is about getting new code to the market as fast as possible.
- 6. 66 It is not a technology, it is a cultural mindshift, bringing Dev, QA and Ops very closely together.
- 7. 77 However, certain technologies and practices can be used to accelerate this process. automate integrate scale-out self service capacity on demand
- 9. 9 One of the most influental contributions to the SW-defined economy was published by Netscape- Founder Marc Andreesen four years ago, in August 2011 9 http://www.wsj.com/articles/SB10001424053111903480904576512250915629460
- 10. 10 In it, he demonstrated the growing influence and value of SW- based companies in the global economy: Amazon, Netflix, Spotify, Skype, Google, LinkedIn 10 http://www.wsj.com/articles/SB10001424053111903480904576512250915629460
- 11. 11 And he probably was right: Judging by the usage of social media services alone, we are looking at • 1.9 B users today • 2.1 B in 2016 • 2.5 B in 2018 2.5 B are a third of the Earth’s population 11 http://www.statista.com WhatsApp 900M users 100% mobile Facebook 1.5B users 78% mobile Twitter 304M users 60% mobile Spotify 75M users 15M subscribers 15% mobile Instagram 310M users 60% mobile
- 12. 12 New and existing companies choose software to disrupt the traditional way of doing business • Either by enhancing the possibilities of traditional offerings • Or by entirely substituting them 12
- 13. 13 Uber.com combines two features of the new, SW-enabled economy: • It is easy to do business with – trough easy-to- use software • Its services are provided by a crowd of individual contributors 13
- 14. 14 In December 2014, Web Strategist Jeremiah Owyang presents V2 of his “Collaborative Economy Honeycomb” Topic: The disruption of twelve industries by peer2peer business models – powered by Software 14 http://www.web-strategist.com/blog/2014/12/07/collaborative-economy-honeycomb-2-watch-it-grow/
- 15. 15© Copyright 2015 EMC Corporation. All rights reserved. What do 2.5B users collaborating on a global scale expect from the services they use? 15 https://www.emc.com/information-generation/index.htm Faster Access to Services 55% Always Access to Services 53% Access from any Device 50% Personalized Experiences 47%
- 16. 16© Copyright 2015 EMC Corporation. All rights reserved. And what capabilities does a business need to develop to remain successful? 16 https://www.emc.com/information-generation/index.htm Predictively spot new opportunities 60% Demonstrate transparency & trust 56% Innovate in an agile way 55% Deliver a unique & personalized experience 45% Always on, operating in real time 38%
- 17. 17 12% 9% 14% 11% 12% Predictively spot new opportunities Innovate in an agile way Demonstrate transparency and trust Deliver a unique and personalized experience Always on, operating in real time How well prepared are businesses for the challenges of the future? 17 https://www.emc.com/information-generation/index.htm
- 18. 1818 Innovate in an agile way 9% 89% of the Fortune 500 companies from 1955 do not exist today. http://www.aei.org/publication/fortune-500-firms-in-1955-vs-2014-89-are-gone-and-were-all-better-off-because-of-that- dynamic-creative-destruction/
- 19. 1919 Innovate in an agile way 9% This is where DevOps kicks in.
- 20. 2020 DevOps is not a technology.DevOps is a cultural and operational model that fosters collaboration to enable high-performance IT to achieve business goals.
- 21. 2121 DevOps is not a technology. It’s the principles of agile development applied to the entire IT lifecycle. http://www.agilealliance.org/the-alliance/the-agile-manifesto/ And smart technology can help DevOps.
- 22. 2222 So are we to become anarchists? http://www.agilealliance.org/the-alliance/the-agile-manifesto/
- 23. 2323 And blow up all the structures we have become fond of? Such as ITIL, (IT Infrastructure Library), the gold standard to organize IT operations in Enterprise environments?
- 25. 2525 DevOps constitutes a mindshift in understanding how Dev and Ops collaborate. IT Production Static Stable Change-resistant Long-term in defense mode
- 26. 2626 Dev, QA and Ops are understood as equal members of a production line, delivering a product to the consumer. ConsumersDev QA Ops
- 27. 27 http://www.bloorresearch.com/analysis/devops-itil-ibm-innovate/ 27 Keep the concept, drop the practice. if you separate out the logical model of ITIL from the physical “best” practices (...) beneath it, ITIL is a valuable resource
- 29. 2929 DevOps is not about application performance. DevOps is about bringing SW-based services to the market fast and in a good quality.
- 30. 3030 Developers know, what Operations need. They should use Puppet to do configuration management and automate their Datacenter. We’ll write our deployment scripts in Ruby so Operations can read what we are doing.
- 31. 3131 Operations know, what Developers need. They want push button environments. We need a system to replace all systems.
- 32. 3232 Devops is not about… Tools Automation Root Rights Silos
- 35. 3535 Timewarp!
- 36. 3636 Back in the 1940s, Toyota examined ways to improve productivity Legend has it they found the solution when visiting a supermarket Taiichi Ohno Eiji Toyoda 大野耐 豊田 英二
- 37. 3737 In a supermarket, the customer determines the speed of the replenishining process by purchasing a product. Not the Vendor.
- 38. 3838 They devised a production flow methodology focusing on the elimination of waste. The Toyota Production System. The Seven Wastes.
- 39. 39 The Seven Wastes. 39 They devised a production flow methodology focusing on the elimination of waste. The Toyota Production System. overproduction waiting transporting excess inventory movement defects overprocessing
- 43. 43 The Seven Wastes. 43 What does this mean for delivering an IT-enabled business service? overproduction waiting transporting excess inventory movement defects overprocessing
- 44. 4444 What does this mean for delivering an IT-enabled business service? transporting Deploying systems into production manually is error-prone.
- 45. 4545 What does this mean for delivering an IT-enabled business service? waiting Delays because platforms are not ready kills productivity.
- 46. 4646 What does this mean for delivering an IT-enabled business service? excess inventory Purchasing capacity now and use it in three years is poison for any business case.
- 47. 4747 What does this mean for delivering an IT-enabled business service? movement Manual labor creates delays and errors. Automate as much as you can.
- 50. 5050 No man is an island. (No woman either.) Try Pair Programming.
- 51. 5151 What did I accomplish yesterday? What will I do today? What obstacles are impeding my progress? Run Daily Standup Meetings.
- 52. 5252 Increase competence by shifting experience. Move in and out of comfort zones.Do Weekly Rotations.
- 53. 5353 Every employee has the right to stop the process if she/he perceives quality issues.Encourage Feedback.
- 54. 5454 Automate processes to reduce human error or to speed up process delivery. Automate.
- 55. 5555 Sell the vision, win the sale.Ask before you sell.
- 56. 5656 Everything you wanted to know about Software Why are your customers buying from you? Which are your true differentiators from your competition? How many of those differentiating aspects can be attributed to functionality provided by software? Do you have any plans for new, innovative offerings based on software?
- 57. 5757 Everything you wanted to know about Accounta- bility Who provides Quality Assurance? Who develops and maintains the SW code for those differentiators? Who operates your code?
- 58. 5858 Everything you wanted to know about Methodo- logies What environments are your developers working with? What methodologies are you actively promoting? How similar / different are your production from your development environments? What rules do you need to comply with when testing code a) with synthetic data / with customer data?
- 59. 5959 Everything you wanted to know about Change Rate How often do you bring new releases into production? Why (only) so few? Would doubling your release frequency interest you? Why? What is currently preventing an increase of release frequency?
- 60. 6060 Want to learn more?