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Run IT Support the DevOps Way
The document discusses the implementation of IT support through DevOps practices, emphasizing the need for collaboration between development and operations teams to improve service delivery. It outlines the benefits of DevOps, including faster recovery from failures, increased deployment speed, and alignment with business needs amidst rising expectations and technological changes. Key principles, such as systems thinking and continuous learning, are highlighted as essential for fostering a culture of improvement and efficiency in IT support.
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Run IT Support the DevOps Way
- 1. How to RunIT Support the DevOps Way John Custy Managing Consultant JPC Group Sarah Khogyani Product Marketing Manager Atlassian
- 2. John Custy Service ManagementPractitioner, Consultant and Educator jpcgroup@outlook.com •Ron Muns Lifetime Achievement Award •IT Industry Legend – Cherwell Software •Distinguished Professional in IT Service Management •ITIL Expert and ITIL Accredited Trainer •ISFS, ISMAS based on ISO/IEC 27002 •ISO/IEC 20000 Consultant •DevOps Certified Instructor •KCS Verified Consultant •HDI Faculty & Certified Instructor Twitter: @ITSMNinja Facebook: John Custy LinkedIn: johncusty
- 3. DEVOPS OVERVIEW TODAY DEVOPS VALUES DEVOPSFOR SUPPORT Agenda CRITICAL SUCCESS FACTORS
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- 6. MobileCloudBig data New technologies Virtualization Agiledevelopment Today’s situation
- 7. Lots of changes,not deployed quickly enough Ops, QA, Testing, Support not aligned with development Deployment failures have risk of downtime Development and ops must work together What about IT Operations? Today’s situation
- 8. IT Challenges Visibility Continuing pressure toimprove relevance of services. Balance IT must balance the rate of change with stability. Pressure Scattered data or lack of data at all limits incident and problem understanding.
- 9. Support Challenges of allincidents are due to changes 85%-87%
- 10. Support Challenges Support isoften unaware of changes being made to services they support. What changes?
- 11. Support Challenges Duplication ofwork happens in support and across IT groups. Rework
- 12. Support Challenges Support ishidden from developers, product owners and product managers. Silo’d
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- 14. ReliableAgile High-Performing IT Organizations: Winning •60x fewer failures • Recover 168x faster • Deploy 30x faster • Lead times 200x shorter • 2x more likely to exceed profitability, market share and productivity goals Source: Puppet Labs 2014 and 2015 State of DevOps reports
- 15. Reliability What do customerscare about? New functionality
- 16. Enabling the businessand their customers by providing more reliable services. When there’s an interruption, they’re able to recover faster and minimize impact to the business. High-performing IT organizations are
- 17. Enabling the business High-PerformingIT Organizations:
- 18. What is DevOps? DevOps isa movement that advocates a collaborative working relationship between development and IT operations.
- 19. Development Operations Everyone involvedin developing software products and services. Everyone involved in delivering, managing and supporting the products and services. Agile working relationship
- 20. Where did DevOpscome from? •Processes in place today aren’t meeting business needs. •Response to bureaucratic processes
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- 22. DevOps Principles: TheThree Ways
- 23. DevOps Principles Dev Ops BusinessCustomer The first way: systems thinking
- 24. DevOps Principles Dev Ops Thesecond way: amplify feedback loops
- 25. DevOps Principles The thirdway: continual experimentation and learning Dev Ops
- 26. Agile and Lean DevOpsenablers: Agile and lean development and service management practices Automation Service Frameworks Data center automation, configuration management, monitoring, self-healing ITIL, ISO/IEC 20000, Kanban, Value stream mapping
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- 31. Culture Focus on results Understandbehaviors Good communication • Standups • Kanban boards • Hack days • Chatrooms or sharing space
- 32. Knowledge management • Knownerrors at deployment • Link articles to problems Automation End-to-end linking • Link incidents, problems and requests to changes and releases Reliable deployment • Continuous integration, continuous delivery and continuous deployment Testing • Support requirements Proactive monitoring • Visibility to support
- 33. Lean Eliminate waste • Whatam I doing that doesn’t add value? Pull vs. Push • Driven by customer demand Continuous improvement • Small iterations Failure is normal • What was learned?
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- 35. MTSR • Mean-time-to-restore • Didit increase or decrease? Metrics MTTR • Mean-time-to-repair • Did it increase or decrease? Repetitive issues • Did it increase or decrease? SLAs/OLAs • Service level agreements and operational level agreements • What is the impact of deployments to achievements of service level targets? Cost per incident Total cost of support Cost of downtime
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- 37. Outcomes Visions andgoals must be linked to business outcomes. Innovation
- 38. Outcomes Ensure categorizationsand tools enable collaboration. Sharing
- 39. Outcomes Incidents, problemsand changes are part the backlog. Process
- 40. Outcomes Continually improveservice design, service transition and service operations. Improvement
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- 42. Learning Sense of urgencyCommongoals Critical success factors: Culture change Everyone agrees to set goals. Understanding for each of these goals. People, processes and automation. A common vocabulary. Metrics Reinforce behaviors Ensure goals are set on outcomes. Reward and recognize teams.
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