How to get started with DevOps
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More and more teams are turning to DevOps as a way of working together to improve the efficiency and quality of software delivery and start adding more value to the business. But without having someone on the team with experience of putting it into practice, it's sometimes difficult to know how to get started. Redgate Software invited Steve Thair, CTO at the DevOpsGuys, to deliver a one-hour training session on 'How to get started with DevOps'. Steve gave practical tips on how you can start implementing DevOps in your own organization. The recording can be found here - https://youtu.be/ZioF58drwcA For more information about services from the DevOpsGuys visit www.devopsguys.com To find out about extending DevOps practices to the database visit www.red-gate.com/solutions
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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 •Getting started with DevOps •9 Steps to DevOps •Q&A
- 4. DevOps in 4 slides in 2 minutes Just so we’re all on the same page about this DevOps thing… Start the clock!
- 5. 5 “A set of patterns, practices and behaviours that are correlated with high-performing IT teams.” DevOps – Defined #1
- 6. 6 DevOps = Continuous Delivery + 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 highest priority 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 get started in DevOps Part 1 – Shift your Mindset to Systems Thinking
- 10. 10 Gene Kim’s “3 Ways” of DevOps
- 12. 12 Dev Ops
- 15. 15 This isn’t an easy 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 get started in DevOps Part 2 – Build the Foundations
- 17. 18 3 Foundational Practices 1. #MakeWorkVisible 2. #MeasureWhatsImportant 3. #ActOnFeedback
- 19. 20 https://communitiesinnature.wordpress.com/2012/04/10/our-gantt-chart-is-finished-westonbirt-arboretums-hidden-voices-project/ A Gannt Chart is NOT visualising work
- 21. 22 To Do Some Stuff to Do 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…
- 23. 24 4 Most Commonly Cited 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 a measure 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 of Measurement • 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 Customer Need 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
- 28. 29 Gene Kim’s “3 Ways” of DevOps
- 29. 30 Involve everybody in the feedback process Hint: Invite Ops to the retrospectives, sprint planning and backlog grooming.
- 30. 31
- 31. 32 5 Practical Ways to #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 WASTE SNAKE
- 33. 34
- 34. 35 How many times per day is the Andon Cord pulled in a typical day at a Toyota manufacturing plant? HT to @RealGeneKim for this example!
- 35. 36 3,500 times per day
- 36. 37 Should Toyota increase or decrease this number?
- 37. How to get started in DevOps Part 2 – Change how we work
- 38. 39 3 Working Practices 4. #IdentifyTheGoal 5. #BeAgile 6. #DeliveryContinuously
- 40. 41
- 41. 42 • Sprint • 2 weeks 6 18 • Month • 2 sprints Aspirational (60%) • Quarter • 3 months • Annual • 12 months 1 2 3 Vision
- 42. 43 • Sprint • 2 weeks 6 18 • Month • 2 sprints Aspirational (60%) • Quarter • 3 months • Annual • 12 months 1 2 3 Positive (70%) VisionObjectives
- 43. 44 • Sprint • 2 weeks 6 18 • Month • 2 sprints Aspirational (60%) • Quarter • 3 months • Annual • 12 months 1 2 3 Positive (70%) Considered (80%) VisionObjectivesPlan
- 44. 45 • Sprint • 2 weeks 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 not checking 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
- 49. 50 Scrum is popular Image source: State of Agile Survey, 2015
- 50. 51 Daily Stand-Ups Retrospectives Burndowns Velocity Iteration Planning Story Mapping 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 Delivers Results Image source: State of Agile Survey, 2015
- 54. 56 TIME
- 55. 57 Continuous Delivery Frequent Release Events Waterfall Rare Release Events Smoother Effort Less Risk Effort Peaks High Risk Time Time Change Change
- 56. Gene Kim’s “3 Ways” 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
- 59. 61
- 60. How to get started in DevOps Part 3 – Change our Organisation
- 61. Culture>Strategy
- 62. 64 3 Organisational Practices 7. #BuildTrust 8. #AlignToValue 9. #OptimiseFlow
- 63. #BuildTrust
- 64. 66 Highest predictor of performance The Study of Information Flow: A Personal Journey; Westrum, Ron
- 65. 67 How well do you 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.
- 67. www.devopsguys.com Phone: 0800 368 7378 | e-mail: team@devopsguys.com @TheDevMgr
- 68. 70 Organization Roles Teams Cadence Taxonomy Plan Practices Alignment Autonomy “Let’s try to give our teams three things…. Autonomy, Mastery, Purpose”
- 69. 71 Alignment Every team and business tracks scenarios and features consistently. Autonomy Every team chooses how to manage stories and/or tasks
- 70. 72 #OptimiseFlow
- 71. 73
- 72. 74 “Any optimisation not made at the constraint is an illusion” “The Phoenix Project”
- 73. 75 “Throughput is profitable, efficiency is not” The Goal
- 74. 76 Deployment Lead Time Predicts • 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 get started in DevOps Part 4 – Summary
- 77. 79 9 10 Steps To 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
- 78. Questions?
- 79. DevOps Solutions DevOps Coaching Workshops & Training DevOps Engineering Application Lifecyle Automation DevOps Consultancy DevOps, Agile & Cloud Strategy ccelerateducate ransform
- 80. Contacts Redgate Database DevOps Team databasedevops@red-gate.com DevOpsGuys team@devopsguys.com
Editor's Notes
- Remember those two words for later…
- 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
- Feedback loops game
- Work in cross-functional teams Discuss how to improve the process at every retrospective
- 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
- That is producing 2000 cars a day (so more than 1 a minute) (1440 minutes a day)
- 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!
- Is this a good metric? Metrics without context need to be treated with care.
- Not having a goal is like driving blind
- Key concept is to shorten the cycle times as much as possible.
- 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).
- 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
- Amazon model is massively inefficient