DOES14 - Courtney Kissler - Nordstrom - Transforming to a Culture of Continuous Improvement

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Courtney Kissler, Vice President of E-Commerce and Store Technologies, Nordstrom Link to video: https://www.youtube.com/watch?v=0ZAcsrZBSlo We started our technology transformation about 2 years ago. It started with a move to “agile”. I’d love to share what we learned from the experience and where we are on that journey. We went from agile transformation to focusing on a leadership development program (which then became an exercise in defining our culture) to a technology strategy story which includes creating a culture of continuous improvement. We have varying maturity levels within our organization. I’d like to share our customer mobile story as a case study in CD/DevOps and continuous flow. I can also share where other teams are at and how we’ve approached the challenge. Scaling this is another challenge we are currently discussing. I can share our plans for how we are approaching it and what we have learned so far.

Retail

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• 63,000 employees
(1,800 technology)
• $12.5B in revenue

3
Context: Our Business & Technology Challenge
Our business ambitions have dramatically increased in terms of complexity, scale &
speed and technology is increasingly critical in all parts of our business
.com
CUSTOMER CUSTOMER
.com
Technology as The Key Enabler

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Quality & Throughput
June 13 Sep 13 Dec 13 Mar 14 June 14
Bugs
Features per month
Sep 14

Release 1
= BEFORE
= NOW
Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec
Release 2
RESULTS:
DEPLOYMENT/RELEASE
FREQUENCY

STORY: RESTAURANT RE-CONCEPTS
Some context:
• 11 re-concepts completed in 2013
• 44 planned in 2014
• 30+ high impacting incidents in 2 months
Business leader phone call – “you need to triple
the size of your team….”
My response – “that’s one way to solve it….”

RESULTS: RESTAURANT CONTINUOUS IMPROVEMENT

What I want to leave you with….
• PEOPLE - #1 asset
• Everything we build should be about the customer –
ask ourselves “would the customer value that?”
• Passionate belief in continuous improvement as a
critical component of how we get work done in the
future – need to create a learning culture
• Be persistent….”keep going”
• Leaders HAVE to evolve

If I could wave a magic wand, every leader in the
organization would….
• Honor Reality
• Become a student - Go & See
• Become a teacher – Learning Culture
• Problem Solving
• Improvement Kata
• Lead by Example (actions matching words)
• Ask Why and Articulate Why

I could use help with….
• Measurement, specifically throughput
• Case studies
• Stories (good & bad)

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In my previous years’ talks at DevOps Enterprise Summit, I spoke about starting and scaling of DevOps at Capital One; importance of Open Source, Open Technology and Innovations in DevOps. This year, I will present Capital One’s journey of maturing in DevOps and Continuous Delivery. My presentation will cover our current areas of focus: Delivery Pipeline, Flow and Measurements. I will also share some of the problems we faced and what we did to solve them.

DOES SFO 2016 - Cornelia Davis - DevOps: Who Does What?

Gene Kim

Within the IT organizational structures that have dominated the last several decades roles and responsibilities are fairly standardized. But with the dramatic changes that DevOps practices and supporting toolsets bring, many are left feeling a bit off balance - it’s no longer clear who is responsible for even things as “straight-forward” as development or operations. In this talk I will take traditional roles that are distributed across fairly standard IT structures and sort them into a new organizational context. What is the role of the Enterprise Architect? Who does capacity planning and how? How can change management step out of the way all while still satisfying the requirements of safe deployments? How do agile teams interface with personnel responsible for maintaining legacy systems? I’ll leave the audience with a blueprint for a new organizational structure.

DOES SFO 2016 - Avan Mathur - Planning for Huge Scale

Gene Kim

Installing one CI server or configuring a deployment pipeline for a specific application might be easy enough. However, as enterprises look to scale their DevOps adoption and optimize their software delivery practices across the organization (to support additional teams, product lines, application releases, processes and infrastructure) -- software delivery pipeline(s) need to scale to support enterprise workloads. For some enterprises, this means having a pipeline that can withstand the velocity and throughput of thousands of product releases, supporting tens of thousands of developers and distributed teams, hundreds of thousands of infrastructure nodes, multitudes of inter-dependent application components, or millions of builds and test-cases. This scale poses unique challenges and implications for your pipeline design. This talk covers best practices for analyzing and (re)designing your software delivery pipeline – regardless of your chosen tool-set or technologies. Obtain tips and tools for ensuring your pipelines and DevOps infrastructure have the right architecture and feature-set to support your software production as it scales, while also ensuring manageability, governance, security, and compliance. Learn best practices for how to: 1) Plan for scale: how to project for the types of performance indicators/vectors you’d need to scale across. 2) How to design of your pipeline and supporting infrastructure and operations (such as data retention, artifact retrieval, monitoring, etc.). 3) Design your pipeline workflows and processes to allow reusability and standardization across the organization, while also enabling flexibility to support the needs of specific teams/apps. 4) Design your pipeline in a way that enables fast rollout- easy onboarding thousands of applications, across hundreds of teams 5) Incorporate security access controls, approval gates and compliance checks as part of your pipeline and have them standard across all releases 6) Ensure your architecture support HA, DR and business continuity.

DOES SFO 2016 - Chris Fulton - CD for DBs

Gene Kim

As organizations invest in DevOps to release more frequently, there’s a need to treat the database tier as an integral part of your automated delivery pipeline – to build, test and deploy database changes just like any other part of your application. However, databases (particularly RDBMS) are different from source code, and pose unique challenges to Continuous Delivery - especially in the context of deployments. Often, code changes require updating or migrating the database before the application can be deployed. A deployment method that works for installing a small database or a green-field application may not be suitable for industrial-scale databases. Updating the database can be more demanding than updating the app layer: database changes are more difficult to test, and rollbacks are harder. Furthermore, for organizations who strive to minimize service interruption to end users, database updates with no-downtime are a laborious operation. Your DB stores the most mission-critical and sensitive data of your organization (transaction data, business data, user information, etc.). As you update your database, you’d want to ensure data integrity, ACID, data retention, and have a solid rollback strategy - in case things go wrong … This talk covers strategies for database deployments and rollbacks: • What are some patterns and best practices for reliably deploying databases as part of your CD pipeline? • How do you safely rollback database code? • How do you ensure data integrity? • What are some best practices for handling advanced scenarios and backend processes, such as scheduled tasks, ETL routines, replication architecture, linked databases across distributed infrastructure, and more. • How to handle legacy database, alongside more modern data management solutions?

DOES SFO 2016 - Marc Priolo - Are we there yet?

Gene Kim

2 years ago at DOES14, I presented “Vision Versus Execution: Implementing Continuous Delivery”. I shared how we achieved a big Continuous Delivery win – increasing software test coverage and delivery velocity and efficiency. Since then, we have been busy scaling DevOps, Continuous Delivery and Lean principles across teams and practices throughout Urban Science. This rollout included both a cultural aspect, as well as an implementation of a centralized, shared, self-service automation solution for our teams – enabling them to “opt-in” to an automated pipeline. In this talk I will present anecdotes and learnings gathered through our experience over the past two years and discuss the challenges and the value of scaling DevOps across the organization.

DOES SFO 2016 - Steve Brodie - The Future of DevOps in the Enterprise

Gene Kim

DOES SFO 2016 - Aimee Bechtle - Utilizing Distributed Dojos to Transform a Wo...

Gene Kim

Aimee Bechtle of Capital One’s Card Technology Advanced Engineering team will share how they have utilized Distributed Dojos to transform to a workforce skilled in DevOpsSec, public cloud and automation. Their Distributed Dojo strategy was formed when they needed to quickly and efficiently meet the challenges of a large cloud migration but were limited by local resources. Reaching out to a prominent retail chain they learned how draw from their engineering talent to form short-term, highly focused delivery teams. These teams now work cohesively across multiple locations to solve the challenges introduced when migrating such a large-scale, complex infrastructure to the cloud. They will explain how within weeks several Dojo teams were formed and releasing automation that not only supported Card Technology’s DevOpsSec and cloud mission, but provided associates with new skills that could be proliferated throughout the company.

DOES SFO 2016 - Ray Krueger - Speed as a Prime Directive

Gene Kim

Speed as a Prime Directive Ray Krueger, Vice President of Engineering, Hyatt Hotels Corporation Hyatt is transforming into a technology company that delivers digital experiences in the Hospitality industry. We're applying Continuous Delivery in order to achieve our goals faster. In the process, we are simplifying and abstracting legacy environments and building a hospitality technology platform.

DOES SFO 2016 - Paula Thrasher & Kevin Stanley - Building Brilliant Teams

Gene Kim

After an initial DevOps transformation as a company, we had to grapple with how to scale and grow the talent and workforce to build a NextGen DevOps-minded company of 18,000+ people. We have built a number of programs to expand awareness, encourage growth mindsets, and drive workforce development. We will share the different ways we are working to "Build Brilliant Teams" to drive our DevOps transformations.

DOES SFO 2016 - Kevina Finn-Braun & J. Paul Reed - Beyond the Retrospective: ...

Gene Kim

At DOES15, we presented the work we'd done at Salesforce to take their SRE teams to the "blameless cloud." We worked with various roles in the SRE teams so they could start asking the right questions about failure, and through the postmortem and retrospective process, begin to make lasting changes in _how_ Salesforce worked with and remediated identified failures. But DevOps espouses less siloed thinking and more shared responsibilities, so we found postmortems within the SRE organization weren't enough. As Salesforce was moving toward a model of "service ownership," teams along the entire software delivery value stream needed to start to understand their roadblocks to remediation and what aspects of the complex system they worked in were impeding their ability to "own their service." We'll discuss the second phase of our work in helping these operations _and product_ teams gain a deeper understanding of service ownership, and why just "DevOps'ing it up" wasn't quite enough on its own to help. plus we'll introduce an expanded model from last year's talk that incorporates human factors and complexity theory. These additions helped prime the teams to more effectively grapple with the challenges facing them on the road to true service ownership.

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DOES14 - Courtney Kissler - Nordstrom - Transforming to a Culture of Continuous Improvement

1. Photo by Louis K. - Creative Commons Attribution-ShareAlike License https://www.flickr.com/photos/49644719@N06 Created with Haiku Deck

2. • 63,000 employees (1,800 technology) • $12.5B in revenue

3. 3 Context: Our Business & Technology Challenge Our business ambitions have dramatically increased in terms of complexity, scale & speed and technology is increasingly critical in all parts of our business .com CUSTOMER CUSTOMER .com Technology as The Key Enabler

4. Photo by zilverbat. - Creative Commons Attribution-NonCommercial License https://www.flickr.com/photos/25228175@N08 Created with Haiku Deck

5. Photo by 401(K) 2013 - Creative Commons Attribution-ShareAlike License https://www.flickr.com/photos/68751915@N05 Created with Haiku Deck

6. Photo by zombieite - Creative Commons Attribution License https://www.flickr.com/photos/78593866@N00 Created with Haiku Deck

7. Photo by umjanedoan - Creative Commons Attribution License https://www.flickr.com/photos/8271124@N03 Created with Haiku Deck

9. Photo by amishsteve - Creative Commons Attribution-NonCommercial-ShareAlike License https://www.flickr.com/photos/61414741@N00 Created with Haiku Deck

10. Quality & Throughput June 13 Sep 13 Dec 13 Mar 14 June 14 Bugs Features per month Sep 14

11. Release 1 = BEFORE = NOW Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec Release 2 RESULTS: DEPLOYMENT/RELEASE FREQUENCY

12.

13. STORY: RESTAURANT RE-CONCEPTS Some context: • 11 re-concepts completed in 2013 • 44 planned in 2014 • 30+ high impacting incidents in 2 months Business leader phone call – “you need to triple the size of your team….” My response – “that’s one way to solve it….”

14. RESULTS: RESTAURANT CONTINUOUS IMPROVEMENT

15. What I want to leave you with…. • PEOPLE - #1 asset • Everything we build should be about the customer – ask ourselves “would the customer value that?” • Passionate belief in continuous improvement as a critical component of how we get work done in the future – need to create a learning culture • Be persistent….”keep going” • Leaders HAVE to evolve

16. If I could wave a magic wand, every leader in the organization would…. • Honor Reality • Become a student - Go & See • Become a teacher – Learning Culture • Problem Solving • Improvement Kata • Lead by Example (actions matching words) • Ask Why and Articulate Why

17. I could use help with…. • Measurement, specifically throughput • Case studies • Stories (good & bad)

18. QUESTIONS?

DOES14 - Courtney Kissler - Nordstrom - Transforming to a Culture of Continuous Improvement

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