The document discusses how to better sell DevOps practices to organizations. It begins by describing the downward spiral of tensions between IT operations and development teams as applications become more fragile and difficult to deploy. It then provides suggestions for framing the problems organizations face in a way that shows how DevOps practices can help address significant business issues. The document concludes by highlighting examples of organizations successfully implementing DevOps and offers additional resources for learning more.

1. Session ID:
@RealGeneKim, genek@realgenekim.me
How Do We Better Sell DevOps?
Gene Kim

2. @RealGeneKim
Act I: IT Ops Fixing Fragile Artifacts

3. @RealGeneKim

4. @RealGeneKim
The Product Managers

5. @RealGeneKim
Act 2: The Developers

6. @RealGeneKim

7. @RealGeneKim

8. @RealGeneKim
IT Ops And Dev At War
11

9. @RealGeneKim
Nothing Left For Infosec

10. @RealGeneKim

11. @RealGeneKim
14
The Downward
Spiral…

12. Act 3:
There Must Be A Better
Way…
15

13. @RealGeneKimSource: John Allspaw

14. @RealGeneKim
Source: John Allspaw

15. How Do We Help Others
Achieve Their Own “Aha”
Moments?
30

16. @RealGeneKim

17. @RealGeneKim
Eric Passmore, former SVP Global
Engineering, AOL (2007)
32

18. The Downward Spiral
Operations Sees…
 Fragile applications are prone to
failure
 Long time required to figure out “which
bit got flipped”
 Detective control is a salesperson
 Too much time required to restore
service
 Too much firefighting and unplanned
work
 Planned project work cannot complete
 Frustrated customers leave
 Market share goes down
 Business misses Wall Street
commitments
 Business makes even larger promises
to Wall Street
Dev Sees…
 More urgent, date-driven projects
put into the queue
 Even more fragile code put into
production
 More releases have increasingly
“turbulent installs”
 Release cycles lengthen to
amortize “cost of deployments”
 Failing bigger deployments more
difficult to diagnose
 Most senior and constrained IT
ops resources have less time to
fix underlying process problems
 Ever increasing backlog of
infrastructure projects that could
fix root cause and reduce costs
 Ever increasing amount of
tension between IT Ops and
Development
These aren’t IT Operations problems…
These are business problems!

19. @RealGeneKim
Dr. Bill Lattin
34

20. @RealGeneKim
Stages Of Value Selling
 Problem
 Significance
 Solution
 Value
35

21. @RealGeneKim
Easy Lines To Get Started
 Problem
 “What’s the difference between a good day and a bad
day?”
 “What keeps you up at night?”
36

22. @RealGeneKim
Easy Lines To Get Started
 Significance
 “Does anyone really care if that bad thing happens?”
 “On a scale of 1-10, how big of a problem is this?”
 “So what?”
37

23. @RealGeneKim
Easy Lines To Get Started
 Solution
 “If you could wave a magic wand, what would you
do?”
 “If you were king/queen, what would it look like?”
38

24. @RealGeneKim
Easy Lines To Get Started
 Value
 “What’s in it for you?”
 “In six months, if all this comes true, what does life
look like for you?”
39

25. @RealGeneKim
Stages Of Value Selling
 Problem
 Significance
 Solution
 Value
40
When you do this, it should give you confidence that you’re not wasting
anyone’s time.

26. The Downward Spiral
Operations Sees…
 Fragile applications are prone to
failure
 Long time required to figure out “which
bit got flipped”
 Detective control is a salesperson
 Too much time required to restore
service
 Too much firefighting and unplanned
work
 Planned project work cannot complete
 Frustrated customers leave
 Market share goes down
 Business misses Wall Street
commitments
 Business makes even larger promises
to Wall Street
Dev Sees…
 More urgent, date-driven projects
put into the queue
 Even more fragile code put into
production
 More releases have increasingly
“turbulent installs”
 Release cycles lengthen to
amortize “cost of deployments”
 Failing bigger deployments more
difficult to diagnose
 Most senior and constrained IT
ops resources have less time to
fix underlying process problems
 Ever increasing backlog of
infrastructure projects that could
fix root cause and reduce costs
 Ever increasing amount of
tension between IT Ops and
Development
These aren’t IT Operations problems…
These are business problems!

27. More Patterns And
Members Of The Tribe We
Need To Recruit
42

28. @RealGeneKim
Gene Kim, CTO, Tripwire, Inc. (2006)
43

29. The Downward Spiral
Operations Sees…
 Fragile applications are prone to
failure
 Long time required to figure out “which
bit got flipped”
 Detective control is a salesperson
 Too much time required to restore
service
 Too much firefighting and unplanned
work
 Planned project work cannot complete
 Frustrated customers leave
 Market share goes down
 Business misses Wall Street
commitments
 Business makes even larger promises
to Wall Street
Dev Sees…
 More urgent, date-driven projects
put into the queue
 Even more fragile code put into
production
 More releases have increasingly
“turbulent installs”
 Release cycles lengthen to
amortize “cost of deployments”
 Failing bigger deployments more
difficult to diagnose
 Most senior and constrained IT
ops resources have less time to
fix underlying process problems
 Ever increasing backlog of
infrastructure projects that could
fix root cause and reduce costs
 Ever increasing amount of
tension between IT Ops and
Development
These aren’t IT Operations problems…
These are business problems!

30. @RealGeneKim
Anonymous Product Manager/UX (2011)
45

31. The Downward Spiral
Operations Sees…
 Fragile applications are prone to
failure
 Long time required to figure out “which
bit got flipped”
 Detective control is a salesperson
 Too much time required to restore
service
 Too much firefighting and unplanned
work
 Planned project work cannot complete
 Frustrated customers leave
 Market share goes down
 Business misses Wall Street
commitments
 Business makes even larger promises
to Wall Street
Dev Sees…
 More urgent, date-driven projects
put into the queue
 Even more fragile code put into
production
 More releases have increasingly
“turbulent installs”
 Release cycles lengthen to
amortize “cost of deployments”
 Failing bigger deployments more
difficult to diagnose
 Most senior and constrained IT
ops resources have less time to
fix underlying process problems
 Ever increasing backlog of
infrastructure projects that could
fix root cause and reduce costs
 Ever increasing amount of
tension between IT Ops and
Development
These aren’t IT Operations problems…
These are business problems!

32. @RealGeneKim
Anonymous Infosec (2012)
47

33. @RealGeneKim
Josh Corman (2012)
48

34. @RealGeneKim
Justin Collins, Neil Matatall and Alex
Smolen from Twitter
49

35. @RealGeneKim
Value To Infosec
 Integrate security testing into daily Dev work
 Reduce time from “find to fix”
 Reduce surface area of risk
 Non-functional requirements (Anonymous can
do 6 GB/sec DDoS: how can we survive it?)
 Enforce consistency
 Build in auditability
 Have reliance on IT Ops tools in daily use
 Traceability of production artifacts
50

36. The Downward Spiral
Operations Sees…
 Fragile applications are prone to
failure
 Long time required to figure out “which
bit got flipped”
 Detective control is a salesperson
 Too much time required to restore
service
 Too much firefighting and unplanned
work
 Planned project work cannot complete
 Frustrated customers leave
 Market share goes down
 Business misses Wall Street
commitments
 Business makes even larger promises
to Wall Street
Dev Sees…
 More urgent, date-driven projects
put into the queue
 Even more fragile code put into
production
 More releases have increasingly
“turbulent installs”
 Release cycles lengthen to
amortize “cost of deployments”
 Failing bigger deployments more
difficult to diagnose
 Most senior and constrained IT
ops resources have less time to
fix underlying process problems
 Ever increasing backlog of
infrastructure projects that could
fix root cause and reduce costs
 Ever increasing amount of
tension between IT Ops and
Development
These aren’t IT Operations problems…
These are business problems!

37. @RealGeneKim
52

38. Session ID:
@RealGeneKim, genek@realgenekim.me

39. Session ID:
@RealGeneKim, genek@realgenekim.me

40. Value And Objection
Handling
55

41. @RealGeneKim
Our Desired Future Reality
 Installs are predictable and require less time/effort than ever
 Engineering teams take decisive steps to correct bad installs (and they don’t
happen again)
 We are deploying code faster than ever, and can quickly detect and recover
 We have operational discipline to enforce a structured resolution process
 Less unexpected downtime
 Schedule and complete infrastructure improvement projects
 Bad installs rarely have a cascading effect
 Business unit releases are on schedule (vs delayed)
 Customers rarely leave
 We’re winning customers
 We exceed our 20% growth target
 Our business hitting earnings targets
 We can tackle even more projects, hire more stars, etc.
56

42. @RealGeneKim
High Performing DevOps Teams
 They’re more agile
 30x more frequent deployments
 8,000x faster cycle time than their peers
 They’re more reliable
 2x the change success rate
 12x faster MTTR
Source: Puppet Labs 2012 State Of DevOps: http://puppetlabs.com/2013-state-of-devops-infographic

43. 58
How organizations achieve high performance
• 89% have infrastructure artifacts in version control
• 82% have automated process to create environments
Source: Puppet Las 2012 DevOps Survey Of Practice

44. 59
Performance by DevOps maturity
Organizations that implemented DevOps practices over 12
months ago were 5x more likely to be high performing than
organizations that weren’t implementing DevOps at all.
Source: Puppet Las 2012 DevOps Survey Of Practice

45. @RealGeneKim
Who Is Doing DevOps?
 Google, Amazon, Netflix, Etsy, Twitter, Facebook
, Pinterest …
 BNY Mellon, Bank of America, World
Bank, Paychex, Intuit…
 The
Gap, Nordstrom, REI, Macy’s, GameStop, …
 Portland State University, Seton Hill
University, Kansas State University…
 Who else?
60

46. @RealGeneKim
Who Is Doing DevOps?
 Google, Amazon, Netflix, Etsy, Twitter, Facebook
, Pinterest …
 BNY Mellon, Bank of America, World
Bank, Paychex, Intuit…
 The
Gap, Nordstrom, REI, Macy’s, GameStop, …
 Portland State University, Seton Hill
University, Kansas State University…
 Who else?
61

47. @RealGeneKim
62

48. @RealGeneKim
Dorian Cougias
63

49. @RealGeneKim

50. @RealGeneKim
65
“This book will have a profound
effect on IT, just as The Goal did
for manufacturing.” --Jez
Humble, co-author Continuous
Delivery
“This is the IT swamp draining
manual for anyone who is neck
deep in alligators.” --Adrian
Cockroft, Cloud Architect at
Netflix
“This is The Goal for our
decade, and is for any IT
professional who wants their life
back.” --Charles Betz, IT
architect, author “Architecture
and Patterns for IT”

51. Why Do I Think This Is
Important?
113

52. @RealGeneKim
114
The Downward
Spiral…

53. @RealGeneKim

54. @RealGeneKim
116

55. @RealGeneKim
If I Could Wave A Magic Wand, Everyone Will…
 Be energized about how practitioners can
contribute in this organizational journey
 Leave with some concrete steps to get some
great outcomes
 Help create the coalition that starts putting
DevOps practices into place
117

56. @RealGeneKim
119
“Some books you give to
friends, for the joy of sharing a
great novel.
“Some books you recommend to
your colleagues and
employees, to create common
ground.
“Some books you share with your
boss, to plant the seeds of a big
idea.
“The Phoenix Project is all three.”
--Jeremiah Shirk, Integration &
Infrastructure Manager at
Kansas State University

57. @RealGeneKim
Our Mission: Positively Impact The Lives Of
One Million IT Workers By 2017
 Free 170 page
excerpt:http://itrevolution.com/the-
phoenix-project-excerpt/
 http://slideshare.net/realgenekim
 DevOps Defensive Audit Toolkit
 Enterprise DevOps Case Studies
 Early draft of upcoming “DevOps
Cookbook”
(Allspaw, DeBois, Edwards, Humble, Kim
, Orzen)
 Email me at genek@realgenekim.me

58. Session ID:
@RealGeneKim, genek@realgenekim.me

59. Session ID:
@RealGeneKim, genek@realgenekim.me