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Modernising Change Management with Enterprise DevOps
1. Modern change management is often slow, heavy, and siloed, with large changes delivered infrequently and slow feedback cycles. 2. The best change management involves small, frequent batches that are fast to deploy, remediate, and provide feedback through self-service and metrics. It also involves early stakeholder involvement. 3. Enterprise DevOps principles like continuous learning, measurement and feedback, and automation can help modernize change management by examining processes, amplifying feedback, and automating configuration, testing, compliance and security.
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Modernising Change Management with Enterprise DevOps
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- 2. Your hosts Nigel Kersten, FieldCTO, Puppet Nick Moore, Senior Technical Account Manager, Puppet
- 3. The primary problem wesee over and over again...
- 4. IT Changes arefar too often like this: • Big, heavy changes • With lots of manually provided context • Delivered into inconsistent environments • With slow feedback cycles • At every step in the process • In a highly siloed organisation • With poor communication
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- 6. The best changemanagement is: • Small batches delivered frequently • Fast to deploy • Fast to remediate • Fast feedback cycles • Driven by self-service • Pervasive metrics • Early stakeholder involvement
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- 8. Which DevOps principleshelp here? ● Measurement and Systems Thinking ○ Examine and measure the performance of the whole system ● Create and Amplify Feedback Loops ○ Give all participants a way to provide feedback ○ Collect the feedback ○ Act upon it ● Continuous Learning ○ Re-examine processes for optimisation opportunities ● Automation ○ Underpins everything...
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- 10. Automation enables the futureof change management • Automated Provisioning • Automated Configuration Management • Automated Testing • Automated Compliance • Automated Security Policies Yet automation alone is insufficient!
- 11. At the endof the day, it’s always about improving how people interact
- 12. Automation can serveto codify a social contract between teams
- 13. Automation can serveto codify a social contract between teams
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- 15. Slow and heavy approvalprocesses • Often slow because approval requires going up the management hierarchy • Often heavy because the approver needs to be provided with all the context • Often contain unnecessary steps that were instituted due to historical incidents • IT request approvals are often a huge problem here – firewall changes, hardware, patching, procurement.
- 16. As a leader,resist the urge to put yourself in the approval chain
- 17. As much aspossible, approval should be done by people who already have the appropriate context
- 18. Even better, driveyour teams to automate the verification processes for approval!
- 19. Focus on ITRequest Fulfilment - it impacts everything
- 20. Lack of parity betweentest and prod environments • Without automation, pre-production rarely ever matches production • If production is completely inaccessible to the people developing the software – parity is even more critical! • Long-lived shared testing environments are a strong predictor of failure
- 21. Use automation and infrastructure-as-codeto create parity between production and pre-production
- 22. Investing in realistictest data is critical
- 23. Too many changes requireapproval from too few approvers • Your developers will always outnumber your approvers • Your approvers will always err on the side of caution - that’s their job!
- 24. Involve approvers andauditors in designing automation - early in the delivery lifecycle
- 25. Start with automatingthe inputs to your manual change processes
- 26. 1. Continuously Re-examine processesfor optimisation 2. Automate the software delivery pipeline end to end - infrastructure and apps 3. Push approvals down to the people who already have the context 4. Automate approvals, compliance and security policy controls 5. Encourage Collaboration between approvers, auditors and IT early in the delivery lifecycle 6. Optimize IT request fulfilment.
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