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How to get started with DevOps
The document outlines practical advice for initiating a DevOps transformation, structured into four parts focusing on mindset shift, foundational practices, organizational culture, and actionable steps. It emphasizes the importance of systems thinking, continuous delivery, automation, and collaboration across teams to enhance IT performance and customer satisfaction. Key strategies include making work visible, measuring important metrics, and fostering a culture of trust and agile methodologies to achieve successful transformation.
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How to get started with DevOps
- 2. www.devopsguys.com | Phone:0800 368 7378 | e-mail: team@devopsguys.com | 2017 How to get started in DevOps Practical advice on your DevOps Transformation in 82 slides in 45 minutes…
- 3. 3 Agenda •DevOps 101 re-cap •Gettingstarted with DevOps •9 Steps to DevOps •Q&A
- 4. DevOps in 4slides in 2 minutes Just so we’re all on the same page about this DevOps thing… Start the clock!
- 5. 5 “A set ofpatterns, practices and behaviours that are correlated with high-performing IT teams.” DevOps – Defined #1
- 6. 6 DevOps = ContinuousDelivery + Operability Agile Software Development + Continuous Integration + Test Automation + Release Automation = Continuous Delivery DevOps = Agile ++ OPERABILITYScalability Deployability Resilience Monitoring Alerting Disaster Recovery Supportability Maintainability +
- 7. 7 Continuous Delivery “Our highestpriority is to satisfy the customer through early and continuous delivery of valuable software”
- 8. 8 The DevOps “CALMS”model • Culture • Automation • Lean • Measurement • Sharing
- 9. How to getstarted in DevOps Part 1 – Shift your Mindset to Systems Thinking
- 10. 10 Gene Kim’s “3Ways” of DevOps
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- 15. 15 This isn’t aneasy Transformation… From… Key Success Factor To… Command & Control Management Style Autonomous Conservative Attitude to Change Experimental Silo Organisation Structure Collaborative Project-focussed Delivery Focus Product-centric Waterfall Delivery Model Iterative (Agile) Large (Huge) Batch size Smallest possible Monolithic Systems Architecture Loosely coupled Proprietary Technology Open (Source) Manual Processes Automated
- 16. How to getstarted in DevOps Part 2 – Build the Foundations
- 17. 18 3 Foundational Practices 1.#MakeWorkVisible 2. #MeasureWhatsImportant 3. #ActOnFeedback
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- 21. 22 To Do Some Stuff toDo Ready Stuff Ready to Action In- Progress This is what I’m doing right now! Done Done and signed off by everyone. “Done Done.” Sticky Label Design "© Copyright Showeet.com" And it’ll be done when it’s done… So stop bugging me for status updates and go check the board…
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- 23. 24 4 Most CommonlyCited DevOps Metrics • Deployment Frequency • MTTR – Mean Time to Recover • Change Failure Rate • Lead Time & Process Time 2016 State of DevOps Report | presented by Puppet + DORA Wait Time Process Time Lead Time (Start to Finish)
- 24. 25 Goodhart’s Law “When ameasure becomes a target, it ceases to be a good measure.” “If a measurement can’t be used to improve the system (via feedback) then it’s useless” – Steve’s Corollary https://en.wikipedia.org/wiki/Goodhart%27s_law
- 25. 26 3 Levels ofMeasurement • Customer Satisfaction – measure what matters to them (and not what you THINK matters to them) • Capability – internal capability measures aligned to customer demands • Process – measuring the value stream of processes that create that capability “The Vanguard Guide to Using Measures for Performance Improvement” (2001)
- 26. 27 Example of metrics CustomerNeed Customer Measure Capability Metric Process Metrics • Features delivered quickly • % Feature delivered as agreed • Average Lead Time • % availability of Test environments • % of re-work required • Monthly cloud hosting spend
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- 28. 29 Gene Kim’s “3Ways” of DevOps
- 29. 30 Involve everybody inthe feedback process Hint: Invite Ops to the retrospectives, sprint planning and backlog grooming.
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- 31. 32 5 Practical Waysto #ActOnFeedback 1. Ensure Operability requirements have equal weight as Functional requirements 2. Use Pull Requests & Code Reviews – they are a quick and effective feedback loop! 3. Have regular retrospectives – create tickets to track your retro actions 4. Track Technical Debt and set a “debt ceiling” – new work stops when the Tech Debt ceiling is exceeded 5. Reserve 20% of effort for process improvement
- 32. 33 FEED THE WASTESNAKE
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- 34. 35 How many timesper day is the Andon Cord pulled in a typical day at a Toyota manufacturing plant? HT to @RealGeneKim for this example!
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- 36. 37 Should Toyota increaseor decrease this number?
- 37. How to getstarted in DevOps Part 2 – Change how we work
- 38. 39 3 Working Practices 4.#IdentifyTheGoal 5. #BeAgile 6. #DeliveryContinuously
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- 41. 42 • Sprint • 2weeks 6 18 • Month • 2 sprints Aspirational (60%) • Quarter • 3 months • Annual • 12 months 1 2 3 Vision
- 42. 43 • Sprint • 2weeks 6 18 • Month • 2 sprints Aspirational (60%) • Quarter • 3 months • Annual • 12 months 1 2 3 Positive (70%) VisionObjectives
- 43. 44 • Sprint • 2weeks 6 18 • Month • 2 sprints Aspirational (60%) • Quarter • 3 months • Annual • 12 months 1 2 3 Positive (70%) Considered (80%) VisionObjectivesPlan
- 44. 45 • Sprint • 2weeks 6 18 • Month • 2 sprints Aspirational (60%) • Quarter • 3 months • Annual • 12 months 1 2 3 Positive (70%) Considered (80%) Confident (95%) VisionPlanTasks Objectives
- 45. 46 “Success is notchecking a box. Success is having an impact. If you complete all tasks and nothing ever gets better, that's not success.” Christina Wodtke, OKR Coach
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- 49. 50 Scrum is popular Imagesource: State of Agile Survey, 2015
- 50. 51 Daily Stand-Ups Retrospectives Burndowns Velocity Iteration Planning StoryMapping Planning Poker
- 51. 52 The Agile Manifesto •Individuals and interactions over processes and tools • Working software over comprehensive documentation • Customer collaboration over contract negotiation • Responding to change over following a plan
- 52. 54 Being Agile DeliversResults Image source: State of Agile Survey, 2015
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- 55. 57 Continuous Delivery Frequent ReleaseEvents Waterfall Rare Release Events Smoother Effort Less Risk Effort Peaks High Risk Time Time Change Change
- 56. Gene Kim’s “3Ways” of DevOps
- 57. 59 Automation is important Comprehensive,fast and reliable test and deployment automation Trunk-based development & continuous integration Application code and app and system configuration all in version control Together, the factors on the left model Continuous Delivery which leads to… Lower levels of deployment pain Higher levels of IT performance (higher throughput & stability) Lower change fail rates Higher levels of org performance (productivity, market share, profitability) https://papers.ssrn.com/sol3/papers.cfm?abstract_id=2681909
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- 60. How to getstarted in DevOps Part 3 – Change our Organisation
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- 62. 64 3 Organisational Practices 7.#BuildTrust 8. #AlignToValue 9. #OptimiseFlow
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- 64. 66 Highest predictor ofperformance The Study of Information Flow: A Personal Journey; Westrum, Ron
- 65. 67 How well doyou identify with? • On my team, information is actively sought. • On my team, failures are learning opportunities, and messengers of them are not punished. • On my team, responsibilities are shared. • On my team, cross-functional collaboration is encouraged and rewarded. • On my team, failure causes enquiry. • On my team, new ideas are welcomed.
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- 67. www.devopsguys.com Phone: 0800 3687378 | e-mail: team@devopsguys.com @TheDevMgr
- 68. 70 Organization Roles Teams Cadence Taxonomy Plan Practices Alignment Autonomy “Let’s try togive our teams three things…. Autonomy, Mastery, Purpose”
- 69. 71 Alignment Every team and businesstracks scenarios and features consistently. Autonomy Every team chooses how to manage stories and/or tasks
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- 72. 74 “Any optimisation notmade at the constraint is an illusion” “The Phoenix Project”
- 73. 75 “Throughput is profitable, efficiencyis not” The Goal
- 74. 76 Deployment Lead TimePredicts • Ability for Dev and Ops to share a “common source of truth” • Effectiveness of our automated testing in the deployment pipeline • Ability to quickly deploy into production without causing chaos and disruption • Ability to detect and correct problems through monitoring • Ability for Dev and Ops to work together in a way that is “win / win” • How quickly developers can get feedback on their work • Testing, deploying, production outcomes, customer outcomes
- 75. 77 Thousands of teams+ Micro services Architecture + Continuous Delivery = 50 MILLION DEPLOYMENTS/YEAR 136K DEPLOYS/DAY
- 76. How to getstarted in DevOps Part 4 – Summary
- 77. 79 9 10 StepsTo Getting Started in DevOps 0. #SystemsThinking 1. #MakeWorkVisible 2. #MeasureWhatsImportant 3. #ActOnFeedback 4. #IdentifyTheGoal 5. #BeAgile 6. #DeliverContinuously 7. #BuildTrust 8. #AlignToValue 9. #OptimiseForFlow 9 Steps To Getting Started in DevOps
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- 79. DevOps Solutions DevOps Coaching Workshops& Training DevOps Engineering Application Lifecyle Automation DevOps Consultancy DevOps, Agile & Cloud Strategy ccelerateducate ransform
- 80. Contacts Redgate Database DevOpsTeam databasedevops@red-gate.com DevOpsGuys team@devopsguys.com
Editor's Notes
- #8 Remember those two words for later…
- #12 Stop talking about Business versus IT like you’re two separate countries. Our colleagues in Sales Our Colleagues in Marketing Or better – Sally our product owner from Finance, or Dave our product owner from Merchandising
- #30 Feedback loops game
- #31 Work in cross-functional teams Discuss how to improve the process at every retrospective
- #34 Write a post-it Describe something you consider to be wasteful Add it to the snake at the end of the chain Discuss in the retrospective
- #36 That is producing 2000 cars a day (so more than 1 a minute) (1440 minutes a day)
- #37 Why would Toyota do something so disruptive as stopping the production line thousands of times per day? And when the supervisor comes over the first thing he says to the worker is… “Thank You” – thank you for your commitment to quality and thank you for the opportunity to learn how to improve! “Is the only way we can build 2,000 vehicles per day – that’s one every 55 seconds” At a level of quality – otherwise we’re producing 2000 sh*t vehicles that need re-work!
- #38 Is this a good metric? Metrics without context need to be treated with care.
- #41 Not having a goal is like driving blind
- #57 Key concept is to shorten the cycle times as much as possible.
- #58 It’s very common to see “person-years” of effort in a release. Which would you rather debug – a small, single feature change or person-years worth a stuff dumped on your at once (MTTR reduction is the goal too).
- #67 Pathological organisations are characterized by large amounts of fear and threat. People often hoard information or withhold it for political reasons, or distort it to make themselves look better. Bureaucratic organisations protect departments. Those in the department want to maintain their “turf,” insist on their own rules, and generally do things by the book — their book. Generative organisations focus on the mission. How do we accomplish our goal? Everything is subordinated to good performance, to doing what we are supposed to do
- #78 Amazon model is massively inefficient