National DevOps conference 2016
•Download as PPTX, PDF•
1 like•131 views
The document discusses concepts related to DevOps including agility, continuous delivery, culture and tools. It notes that organizations with agile practices rank highly in organizational health metrics. Continuous delivery principles are outlined emphasizing keeping software deployable throughout its lifecycle. The importance of culture for talent acquisition is highlighted. A case study describes how an online gambling company scaled its deployment processes through automation to support 30% yearly growth while ensuring compliance.
Recommended
More Related Content
Similar to National DevOps conference 2016
Similar to National DevOps conference 2016 (20)
Recently uploaded
Recently uploaded (20)
National DevOps conference 2016
- 1. 1 | © Forest Technologies Ltd. All rights reserved t: @foresttechltd
- 2. 2 | © Forest Technologies Ltd. All rights reserved t: @foresttechltd What we think about when we think of DevOps
- 3. 3 | © Forest Technologies Ltd. All rights reserved t: @foresttechltd "People don’t want to buy a quarter-inch drill. They want a quarter-inch hole.” Harvard Business School professor Theodore Levitt DevOps? Success / Value?
- 4. 4 | © Forest Technologies Ltd. All rights reserved t: @foresttechltd The McKinsey Organizational Health Index (OHI) Stability and Agility Combined Predict Success Source: Why Agility Pays? (McKinsey Quarterly Number 2015)
- 5. 5 | © Forest Technologies Ltd. All rights reserved t: @foresttechltd Seventy percent of agile companies rank in the top quartile of organizational health. Source: Why Agility Pays? (McKinsey Quarterly Number 2015)
- 6. 6 | © Forest Technologies Ltd. All rights reserved t: @foresttechltd 10 Practices that Differentiate the Agile from the Rest Source: Why Agility Pays? (McKinsey Quarterly Number 2015)
- 7. 7 | © Forest Technologies Ltd. All rights reserved t: @foresttechltd “Innovators focus on principles, imitators focus on practices, and idiots focus on tools” Andrew Clay Shafer
- 8. 8 | © Forest Technologies Ltd. All rights reserved t: @foresttechltd Continuous Delivery - Principle • Your software is deployable throughout its lifecycle • Your team prioritizes keeping the software deployable over working on new features • Anybody can get fast, automated feedback on the production readiness of their systems any time somebody makes a change to them • You can perform push-button deployments of any version of the software to any environment on demand Source: Martin Fowler http://martinfowler.com/bliki/ContinuousDelivery.html
- 9. 9 | © Forest Technologies Ltd. All rights reserved t: @foresttechltd Does Culture Matter? Source: Nicole Forsgren / Jez Humble http://papers.ssrn.com/sol3/papers.cfm?abstract_id=2681909
- 10. 10 | © Forest Technologies Ltd. All rights reserved t: @foresttechltd CIPD Report Stats • Half Of CEO’s say Talent Acquisition is top priority • More than 75% experienced recruitment difficulties this year • Employer brand and Organizational Values are Key Why Culture Matters?
- 11. 11 | © Forest Technologies Ltd. All rights reserved t: @foresttechltd
- 12. 12 | © Forest Technologies Ltd. All rights reserved t: @foresttechltd 1. Who owns the culture? 2. Everyone has a tool 3. Is there an app for that? 4. Cloud + Legacy 5. Networking (is a drag) 6. Marginalized budgets
- 13. 13 | © Forest Technologies Ltd. All rights reserved t: @foresttechltd
- 14. 14 | © Forest Technologies Ltd. All rights reserved t: @foresttechltd Challenge • Highly competitive market demands daily roll outs of new features of innovation • Existing manual and scripted approaches don’t scale to the number and complexity of deployments that business growth demands • Highly regulated industry requires complex and time-consuming compliance reporting. Action • Understand the business objectives in terms of growth and agility, the culture of internal resources and non-functional requirements. • Recommended ARA tool which is proven to scale as customer required. • Conducted POC integration both Dev tools and ITSM tools with ARA tool. Custom integration development required. Result • Scalable and auditable deployment processes that enable 30% YOY business growth. • Over 90% of deployments automated • 60-80 updates deployed daily, architected for significantly higher. • Deployment scale increased 100% and architected for significantly higher. • Improvement in raw deployment time. • Full audit trail for compliance reporting. One of the world's leading online gambling companies “A scalable & auditable deployment process is key when you execute 50 million bets each day and are experiencing 30% YOY growth.”
- 15. 15 | © Forest Technologies Ltd. All rights reserved t: @foresttechltd Forest Technologies Helping companies worldwide maximise their potential through the adoption of DevOps and Continuous Delivery
- 16. 16 | © Forest Technologies Ltd. All rights reserved t: @foresttechltd andy@forest-technologies.co.uk @foresttechltd https://www.linkedin.com/company/3034693 forest-technologies.co.uk/blog www.forest-technologies.co.uk Thank you
Editor's Notes
- Spend 15-20 minutes What DevOps really is AND if it’s what companies really need Is it a thing, an outcome, a value? Significant buzz around, conferences, job titles, meetups etc. So let’s look at the “thing” of DevOps
- You will have all seen something similar to this. A pictorial representation of the DevOps challenge: Separate teams Separate objectives / Directives Processes and tools Dev push for Change Ops for stability Companies struggle to reconcile Consumerisation of IT and the IoT is driving speed Which is why we need DevOps right? I’d like to take a look at what businesses really want
- Great quote Ever been asked to deliver “DevOps”? CIO survey “couldn’t go to board an ask for £500k for DevOps” “Focus on high deployment numbers out of context. why do I want 50 deploys per day? Finance team don’t want that, they work on monthly cycles so improving to monthly deployments would be awesome.” In this analogy is DevOps the drill (although it’s not a tool in the traditional sense) and business success/value the hole? Let’s look at some of the research into successful companies
- McKinsey has being maintaining this Organizational Health Index since 1964. Their index is built by surveying executives and employees at large size organizations on a variety of topic and scoring them relative to others OHI has been a great predictor of success for many years, since 2013 it also includes questions specifically around “agility” for both executive and employees again Discuss Quadrants (Q4 2015 report). 161 leading companies with 365,000 employees. X is stability, Y is speed Would not expect sluggish companies to thrive or companies at break neck speed that do not stabilise processes and structures Many assume speed & stability pull in opposite directions and are negatively correlated How do those companies in Agile quadrant rank for OHI?
- 70% of the agile companies have top quartile OHI. Myth of speed and stability being negatively correlated disproved Big question is are all these companies doing DevOps? Did they buy a magic toolkit to give them this advantage or characteristic? NO. But they share certain characteristics which differentiate them from the non-agile companies
- Pick out a a few of these practices that you would not typically associate with DevOps. Role Clarity. Not full stack developer as common in DevOps. This isn’t wrong but there a large group of successful companies that separate Dev and Ops yet motivate using role clarity. Top down innovation / Inspirational leaders: again not typically associated with DevOps. We’ve established businesses that want to succeed want Agility and this is achieved through Continuous Delivery. Often confused with DevOps but in fact very well defined.
- Few know more about DevOps and Agile and their associated benefits than Andrew Clay Shafer Co Founder of Puppet, then worked at Cloudscaling, Rackspace, Openstack and now Pivotal Focus on and select principles Underpin with best practices and tools become interchangeable Let’s look at the principle of Continuous Delivery
- Martin Fowler defines very nicely how you know IF you’re doing CD Remember CD has no lineage to DevOps There is an emphasis on cultural elements. Priorities, fast feedback, knowledge sharing. How important is culture to performance
- Source - SODR 2015 Organisatonal Culture has a higher impact on performance than IT Significant impact on burnout which is a key contributor to losing staff Retention is important. Anyone hiring? If like us you are you won’t be surprised by this…
- Source CIPD Resourcing & Talent planning report 2015 Professional body for HR and People Development 50% of CEOs have talent management as a top priority. Over 75% find recruiting difficult with tech specialists the most difficult Employment brand & Org values are key to attracting and retaining Trying to establish passion for the company and a sense of ownership
- We’ve discussed (1) Principles of Digital Org transformation, (2) Agile from a business perspective and how McKinsey measure it, (3) Martin Fowlers definition of CD Begs question, why is there no DevOps manifesto? Who owns culture? Everyone has a tool, who’s willing to us another teams instead of their favourite?
- After everything I’ve said there is a DevOps movement It’s massive, we’re part of it. Our key takeaway for this talk is to focus on the target objective, your end goal rather the means to get there Forest been helping to implement many of the principles we’ve discussed since 2003, long before DevOps was coined. Spend last minute giving an example of a recent customer success story
- Scale was their number 1 issue. Performance number 2 Most important understanding business objectives to align scalable architecture to support the growing business!