The document outlines the successful application of DevOps and Agile principles at scale, significantly reducing development costs from $100 million to $55 million annually, and increasing product development capacity by 140%. It emphasizes continuous improvement, the importance of feedback, and enhancing deployment stability, while also highlighting the cultural shifts necessary within organizations to achieve these objectives. Ultimately, it showcases the transformation leading to a substantial increase in innovation capacity from approximately 5% to 40%.

1. Leading the Transformation
“Applying DevOps and Agile Principles at Scale”
Gary Gruver

2.  FW no longer a bottleneck for
the business
 Development costs reduced
from $100M/yr. to $55M/yr.
 140% increase in the number
of products under development
 Capacity for innovation
increased from ~5% to ~40%

3. Requirements Scheduling Development
Integration &
Qualification
Waterfall Development Model
Resources
Waterfall Approach:
Do enough up front planning
to lock in all three corners
ScheduleScope

4. Requirements Scheduling Development
Integration &
Qualification
Waterfall Development Model
Resources
Waterfall Approach:
Do enough up front planning
to lock in all three corners
ScheduleScope
Waterfall Reality:
Discoveries during
development and difficulties
with integration/qualification
results in frequent and
costly schedule slips

5. Agile Development Model
Plan
Qual Dev
• Fully qualified code drops on a fixed schedule
• Frequent small integrations
• Short planning and development cycles
• Delivering to a well prioritized product backlog
Plan
Qual Dev
Plan
Qual Dev
Plan
Qual Dev
Drops of Working
Complete Code on
A Fixed Interval

6. Scrum Agile≠

7. Water Scrum Fall

8. Planning & Prioritized
Backlog
Applying DevOps
Principles at Scale
Leading the Transformation
Enterprise Level
Continuous
Improvement
Business
Objectives

9. Business Objectives (Don’t “Do Agile”)
Define
your value
proposition
Understand your
cost & cycle-time
drivers
Either automate, eliminate, or engineer out the
drivers that aren’t key to the value prop

10. Enterprise Level Continuous Improvement
Mini-milestone
Objectives
Cascading Objectives
to Track Progress
ConversationsLearnings
Agile Adjustments

11. Long Term Predictability for SW Schedules
100%
Accuracy
Planning Investment

12. Locking in Capacity Over Time
100%
Capacity
Time Horizon
Long-range commitments < ~50% of Capacity
Mid-range commitment < ~80% of Capacity
Delivery

13. Business
Objectives
Planning & Prioritized
Backlog
Applying DevOps
Principles at Scale
Leading the Transformation
Enterprise Level
Continuous
Improvement

14. Business Objectives for Applying DevOps at Scale
Increase the quality and frequency of feedback
Reduce the time and resources between release branch & production
Improve deployment repeatability/env. stability
Testing in an Operational like environment as close to dev. as possible

15. Finding the offending code
What Code?
When? Are you
sure it wasn’t Bob?

16. Developing on Trunk

17. Automated system test architecture
• Component based approach to the automated test architecture
Data Magic
Navigation
Page Objects

18. CD - Picking the Right Tool for the Job
Orchestrator
Trigger Scripted
Env
Deploy
ment
EDD
Auto
Testing

19. Scripting Environments - Variances
MY SERVICES PRE-PROD PERFORMANCE PRODUCTION
Common Script Common Script Common ScriptCommon Script
Environment descriptors

20. Finding the offending component quickly improves productivity
Configure Servers/Routing Device1:
Deploy Code2:
Run a System Test3: ? ? ? ? ? ? ? ? ? ? ? ?

21. Finding the offending component quickly improves productivity
Configure Servers/Routing
Device and Validate Data
1:
Deploy Code & Validate
Successful Deployment
2:
Run a System Test3: Code Validated

22. Building up a Large SW System
ServiceVirtualization
Agile
Comp 1
Agile
Comp 2
Agile
Comp 3
Agile
Comp 4
Agile
Comp 5
Agile
Comp 6
Legacy
Waterfall
IT 1
Legacy
Waterfall
IT 2
Legacy
Waterfall
IT 3
Agile
Comp 1

23. Auto-revert/Gated Commits

24. Building up the Enterprise
Gating at the
Application or Artifact
InterfaceTestSimulatorInterfaceTestSimulator
Gating at the SCM
Gating at the SCM

25. Building Up
the Enterprise
System

26. Application Gating

27. Understanding the Work

28. Farming the Build Acceptance tests
40
50
60
70
80
90
100
8/1/14
8/2/14
8/3/14
8/4/14
8/5/14
8/6/14
8/7/14
8/8/14
8/9/14
8/10/14
8/11/14
8/12/14
8/13/14
8/14/14
P
a
s
s
R
a
t
e
%
Daily Component Regression Graph
Component 1
Component 2
Component 3
Component 4
Component 5
Component 6
Component 7

29. Shifting the Culture
• Getting developers to ensure every check-in to trunk is stable in a
production like environment as job #1.
• Getting development and operation teams using common tools and
environments so they share common objectives.
• Getting the entire organization to agree that the definition of done at
the release branch.
• Embrace the unique characteristics of software and design a
planning process that takes advantage of its flexibility.

30.  FW no longer a bottleneck for
the business
 Development costs reduced
from $100M/yr. to $55M/yr.
 140% increase in the number
of products under development
 Capacity for innovation
increased from ~5% to ~40%

31. Leading the Transformation
“Applying DevOps and Agile Principles at Scale”
E-mail: gbgruver@gmail.com
Blog: largescaleagile.com
Twitter: @GRUVERGary