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The History of DevOps
And what you need to do about it
© DTO Solutions, Inc.
Damon Edwards
Managing Partner
DTO Solutions, Inc.
@damonedwards
Damon Edwards
Link to slides is here
(http://twitter.com/damonedwards)
I get to see a lot…
DevOps Consulting
Operational Improvement
Tools
2007
A B
OpsDev
“Agile
Infrastructure”
"10+ Deploys Per Day: Dev and
Ops Cooperation at Flickr”
June 23, 2009
Why isn’t there conferences
were Dev and Ops gets together
to talk about their problems?
Dev
October 30 - 31, 2009: Ghent, Belgium
# OpsDays
*and many more!
DevOps Days
Ghent 2009
Sydney 2010
Mountain View 2010
The History of DevOps (and what you need to do about it)
The History of DevOps (and what you need to do about it)
The History of DevOps (and what you need to do about it)
The Rise of a New IT Operations
Support Model
By 2015, DevOps will evolve from a niche strategy employed
by large cloud providers into a mainstream strategy employed
by 20% of Global 2000 organizations
Why DevOps will emerge:
!DevOps is not usually driven from
Why DevOps will not emerge:
!Cultural changes are the hardest to
by 20% of Global 2000 organizations.
!DevOps is not usually driven from
the top down and, thus, may be
more easily accepted by IT
operations teams.
!Cultural changes are the hardest to
implement, and DevOps requires a
significant rethinking of IT
operations conventional wisdom.
!ITIL and other best practices
frameworks are acknowledged to
have not delivered on their goals,
enabling IT organizations to look for
!There is a large body of work with
respect to ITIL and other best
practices frameworks that is already
accepted within the industry enabling IT organizations to look for
new models.
!The growing interest in tools such
as Chef, Puppet, etc., will help
accepted within the industry.
!Open source (OSS) management
tools, which are more aligned with
this approach, have not seen pp p
stimulate demand for OSS-based
management
pp
significant enterprise market share
traction.
March 18, 2011
The History of DevOps (and what you need to do about it)
Why is the history important?
• from practitioners, by practitioners
• not a product, specification, job title
• an experience-based movement
• decentralized and open to all
It reminds us that DevOps is...
DevOps Days
Ghent 2009
Sydney 2010
DEVOPS
DAYS
Hamburg 2010
São Paulo 2010
Boston 2011
Mountain View 2011
Melbourne 2011
Bangalore 2011
Gothenburg 2011
Manilla 2011
Austin 2012
Tokyo 2012
Mountain View 2012
+62 more (and 19 in 2016)
Mountain View 2010
http://devopsdays.org
Patrick has handed off
organizing leadership to
group of community
members
Culture
Automation
Measurement
Sharing
A cultural and professional movement,
focused on how we build and operate
high velocity organizations, born from
the experiences of its practitioners.
What have we learned?
30x 200x
more frequent
deployments
faster lead
times
60x 168x
the change
success rate
faster mean time to
recover (MTTR)
2x 50%
more likely to
exceed profitability,
market share &
productivity goals
higher market
capitalization growth
over 3 years*
Recent IT Performance Data is Compelling
High performers compared to their peers…
Data from 2014/2015 State of DevOps Report - https://puppetlabs.com/2015-devops-report
30x 200x
more frequent
deployments
faster lead
times
60x 168x
the change
success rate
faster mean time to
recover (MTTR)
2x 50%
more likely to
exceed profitability,
market share &
productivity goals
higher market
capitalization growth
over 3 years*
Recent IT Performance Data is Compelling
High performers compared to their peers…
Faster
Higher

Quality
More

Effective
Data from 2014/2015 State of DevOps Report - https://puppetlabs.com/2015-devops-report
Data from 2014/2015 State of DevOps Report - https://puppetlabs.com/2015-devops-report
?!
Fast
CheapGood
“Pick Two!”
Conventional Wisdom
Faster, Better, and Cheaper?
Faster, Better, and Cheaper?
Faster when labor is our largest cost
1
Start 12 mo.
1 111111111 1 1 1 1 1 1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1
Assumptions: Both groups are 30 people at $100/hr; backlogs are identical
Group

A
Group

B
8 “Units of Work”

$6M total cost

$750,000 per unit
24 “Units of Work”

$6M total cost

$250,000 per unit
45 days per “unit”
15 days per “unit”
Faster, Better, and Cheaper?
Faster, Better, and Cheaper?
"In the Lean community, there is a deeply held belief that
lead time is one of the best predictors of quality,
customer satisfaction and employee happiness. And
what we found in our benchmarking work of over 20,000
IT professionals is that it is absolutely true for the
technology value stream, as well.”
Gene Kim
"The data shows that throughput and stability metrics
move in tandem — effectively not supporting ITIL claims
that tradeoffs should be made in throughput in order to
get stability. The pattern of needing to trade throughput
for stability simply doesn't appear in the data.”
Nicole Forsgren
How about some anecdotal proof?
But let’s not talk unicorns…
devopsenterprise.ioLet’s talk horses
Nordstrom
Courtney

Kissler
“The DevOps journey began when
Nordstrom stopped optimizing for
cost, and instead started
optimizing for delivery speed.”
CSG
Scott

Prugh
Why does this work?
Fast Feedback
Benefits of focusing on Fast Feedback
• Errors are caught sooner when they are
cheaper to fix (less rework)
Benefits of focusing on Fast Feedback
• Errors are caught sooner when they are
cheaper to fix (less rework)
Benefits of focusing on Fast Feedback
• Encourages working in smaller batches (less
simultaneous moving parts.. quick diagnosis and fix)
• Encourages getting really good at getting
through the lifecycle (lower the “transaction” cost)
• Organization learns faster at all levels (“good at
getting better”)
Faster feedback leads to… higher quality, less
rework, shorter cycle times, and lower costs.
• Errors are caught sooner when they are
cheaper to fix (less rework)
But how do we actually do that?
Simple System vs Complex System
•Can’t be understood by
reducing it to a set of simpler
understandable parts

•Can’t have complete /
prefect information about it

•Can’t perfectly predict
behavior and consequences
of changes
•Can be understood by
reducing it to a set of
simpler parts

•Can have complete
information about it

•Can perfectly predict
behavior and consequences
of changes
Your organization is a complex system2
Complex
System
Complex
System
interacting with a
Silos are the #1 enemy of throughput and quality
Dev Release OpsPlanning
Application Knowledge
Operational Knowledge
Business Intent
Handoff
!
Handoff
!
Handoff
!
Ownership
but limited
Accountability
Accountability
but no
Ownership
Your organization is a complex system2
Complex
System
Complex
System
interacting with a
Start
Goal
The “Big Bang” Transformation Dream
Start
Goal
Fear
Panic
Abort
Maybe
People revert to
legacy behaviors
“End”
● Same as before
● Money/time wasted
● More fear of change
The “Big Bang” Transformation Reality
Your organization is a complex system2
Complex
System
Complex
System
interacting with a
Big Bang

“Sliver Bullet”
Start
Finish
Start
Goal
“Big Bang” Continuous Improvement
Fear
Panic
Abort
Maybe
Replace the “Big J” with “Little J’s”
Your organization is a complex system2
Complex
System
Complex
System
interacting with a
The only way to fix a sufficiently complex
system is to create the conditions for the
system to fix itself.
You need an Improvement System
● Not for your technology
● Not to build individual skills
● … but for how your organization works
in the context of
Make it Repeatable and Sustainable
•Scale quickly
•Span multiple organizational boundaries
•Keep improvement efforts aligned
•Work with substantial numbers of legacy
technologies
•Develop existing staff in mass
•Be self-funding after initial seed investment
Improvement System is going to have to…
Be self-funding after initial seed investment
1 1 1 1
1 1 1 1 1 1
1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
...x n
Demand Work: 4
Improvement Work: 0
Demand Work: 4
Improvement Work: 1
Demand Work: 6
Improvement Work: 2
Demand Work: 12
Improvement Work: 4
Assumptions:
● Fixed Length of Each Period
● Fixed Size of Units of Work
● Fixed Headcount
Period 1
Period 2
Period 3
Period n
Upfront additional investment to
create initial improvement capacity
Improvements "steal back time" that
can be invested into more improvement
1
Continuous improvement is an
ongoing, self-sustaining program
Improvements increase both capacity
and responsiveness for the business
Example: “DevOps Kaizen”
Value Stream Mapping
Retrospectives / Planning
Service Delivery
Metrics
Systems Thinking
Improvement
Kata
Provides a mechanism to introduce new ideas
Improvement System
DevOps Kaizen
Design Patterns
Examples of DevOps Patterns
Continuous Delivery
Everything in SDLCTesting in Production
Infrastructure as Code Blameless Post Mortems
Service Aligned Org
Ops as a Service ChatOps Prod-like Dev Environments
Recommended Reading
Want to talk Improvement Systems or DevOps?
@damonedwards
damon@dtosolutions.com
Link to slides is here

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The History of DevOps (and what you need to do about it)

  • 1. The History of DevOps And what you need to do about it © DTO Solutions, Inc. Damon Edwards Managing Partner DTO Solutions, Inc.
  • 2. @damonedwards Damon Edwards Link to slides is here (http://twitter.com/damonedwards)
  • 3. I get to see a lot… DevOps Consulting Operational Improvement Tools
  • 7. "10+ Deploys Per Day: Dev and Ops Cooperation at Flickr” June 23, 2009
  • 8. Why isn’t there conferences were Dev and Ops gets together to talk about their problems?
  • 9. Dev October 30 - 31, 2009: Ghent, Belgium # OpsDays *and many more!
  • 10. DevOps Days Ghent 2009 Sydney 2010 Mountain View 2010
  • 14. The Rise of a New IT Operations Support Model By 2015, DevOps will evolve from a niche strategy employed by large cloud providers into a mainstream strategy employed by 20% of Global 2000 organizations Why DevOps will emerge: !DevOps is not usually driven from Why DevOps will not emerge: !Cultural changes are the hardest to by 20% of Global 2000 organizations. !DevOps is not usually driven from the top down and, thus, may be more easily accepted by IT operations teams. !Cultural changes are the hardest to implement, and DevOps requires a significant rethinking of IT operations conventional wisdom. !ITIL and other best practices frameworks are acknowledged to have not delivered on their goals, enabling IT organizations to look for !There is a large body of work with respect to ITIL and other best practices frameworks that is already accepted within the industry enabling IT organizations to look for new models. !The growing interest in tools such as Chef, Puppet, etc., will help accepted within the industry. !Open source (OSS) management tools, which are more aligned with this approach, have not seen pp p stimulate demand for OSS-based management pp significant enterprise market share traction. March 18, 2011
  • 16. Why is the history important? • from practitioners, by practitioners • not a product, specification, job title • an experience-based movement • decentralized and open to all It reminds us that DevOps is...
  • 17. DevOps Days Ghent 2009 Sydney 2010 DEVOPS DAYS Hamburg 2010 São Paulo 2010 Boston 2011 Mountain View 2011 Melbourne 2011 Bangalore 2011 Gothenburg 2011 Manilla 2011 Austin 2012 Tokyo 2012 Mountain View 2012 +62 more (and 19 in 2016) Mountain View 2010 http://devopsdays.org Patrick has handed off organizing leadership to group of community members
  • 19. A cultural and professional movement, focused on how we build and operate high velocity organizations, born from the experiences of its practitioners.
  • 20. What have we learned?
  • 21. 30x 200x more frequent deployments faster lead times 60x 168x the change success rate faster mean time to recover (MTTR) 2x 50% more likely to exceed profitability, market share & productivity goals higher market capitalization growth over 3 years* Recent IT Performance Data is Compelling High performers compared to their peers… Data from 2014/2015 State of DevOps Report - https://puppetlabs.com/2015-devops-report
  • 22. 30x 200x more frequent deployments faster lead times 60x 168x the change success rate faster mean time to recover (MTTR) 2x 50% more likely to exceed profitability, market share & productivity goals higher market capitalization growth over 3 years* Recent IT Performance Data is Compelling High performers compared to their peers… Faster Higher
 Quality More
 Effective Data from 2014/2015 State of DevOps Report - https://puppetlabs.com/2015-devops-report
  • 23. Data from 2014/2015 State of DevOps Report - https://puppetlabs.com/2015-devops-report ?!
  • 27. Faster when labor is our largest cost 1 Start 12 mo. 1 111111111 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 Assumptions: Both groups are 30 people at $100/hr; backlogs are identical Group A Group B 8 “Units of Work” $6M total cost $750,000 per unit 24 “Units of Work” $6M total cost $250,000 per unit 45 days per “unit” 15 days per “unit”
  • 30. "In the Lean community, there is a deeply held belief that lead time is one of the best predictors of quality, customer satisfaction and employee happiness. And what we found in our benchmarking work of over 20,000 IT professionals is that it is absolutely true for the technology value stream, as well.” Gene Kim
  • 31. "The data shows that throughput and stability metrics move in tandem — effectively not supporting ITIL claims that tradeoffs should be made in throughput in order to get stability. The pattern of needing to trade throughput for stability simply doesn't appear in the data.” Nicole Forsgren
  • 32. How about some anecdotal proof?
  • 33. But let’s not talk unicorns…
  • 35. Nordstrom Courtney Kissler “The DevOps journey began when Nordstrom stopped optimizing for cost, and instead started optimizing for delivery speed.”
  • 37. Why does this work? Fast Feedback
  • 38. Benefits of focusing on Fast Feedback • Errors are caught sooner when they are cheaper to fix (less rework)
  • 39. Benefits of focusing on Fast Feedback • Errors are caught sooner when they are cheaper to fix (less rework)
  • 40. Benefits of focusing on Fast Feedback • Encourages working in smaller batches (less simultaneous moving parts.. quick diagnosis and fix) • Encourages getting really good at getting through the lifecycle (lower the “transaction” cost) • Organization learns faster at all levels (“good at getting better”) Faster feedback leads to… higher quality, less rework, shorter cycle times, and lower costs. • Errors are caught sooner when they are cheaper to fix (less rework)
  • 41. But how do we actually do that?
  • 42. Simple System vs Complex System •Can’t be understood by reducing it to a set of simpler understandable parts •Can’t have complete / prefect information about it •Can’t perfectly predict behavior and consequences of changes •Can be understood by reducing it to a set of simpler parts •Can have complete information about it •Can perfectly predict behavior and consequences of changes
  • 43. Your organization is a complex system2 Complex System Complex System interacting with a
  • 44. Silos are the #1 enemy of throughput and quality Dev Release OpsPlanning Application Knowledge Operational Knowledge Business Intent Handoff ! Handoff ! Handoff ! Ownership but limited Accountability Accountability but no Ownership
  • 45. Your organization is a complex system2 Complex System Complex System interacting with a
  • 46. Start Goal The “Big Bang” Transformation Dream
  • 47. Start Goal Fear Panic Abort Maybe People revert to legacy behaviors “End” ● Same as before ● Money/time wasted ● More fear of change The “Big Bang” Transformation Reality
  • 48. Your organization is a complex system2 Complex System Complex System interacting with a Big Bang “Sliver Bullet”
  • 49. Start Finish Start Goal “Big Bang” Continuous Improvement Fear Panic Abort Maybe Replace the “Big J” with “Little J’s”
  • 50. Your organization is a complex system2 Complex System Complex System interacting with a The only way to fix a sufficiently complex system is to create the conditions for the system to fix itself.
  • 51. You need an Improvement System ● Not for your technology ● Not to build individual skills ● … but for how your organization works in the context of
  • 52. Make it Repeatable and Sustainable •Scale quickly •Span multiple organizational boundaries •Keep improvement efforts aligned •Work with substantial numbers of legacy technologies •Develop existing staff in mass •Be self-funding after initial seed investment Improvement System is going to have to…
  • 53. Be self-funding after initial seed investment 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 ...x n Demand Work: 4 Improvement Work: 0 Demand Work: 4 Improvement Work: 1 Demand Work: 6 Improvement Work: 2 Demand Work: 12 Improvement Work: 4 Assumptions: ● Fixed Length of Each Period ● Fixed Size of Units of Work ● Fixed Headcount Period 1 Period 2 Period 3 Period n Upfront additional investment to create initial improvement capacity Improvements "steal back time" that can be invested into more improvement 1 Continuous improvement is an ongoing, self-sustaining program Improvements increase both capacity and responsiveness for the business
  • 54. Example: “DevOps Kaizen” Value Stream Mapping Retrospectives / Planning Service Delivery Metrics Systems Thinking Improvement Kata
  • 55. Provides a mechanism to introduce new ideas Improvement System DevOps Kaizen Design Patterns
  • 56. Examples of DevOps Patterns Continuous Delivery Everything in SDLCTesting in Production Infrastructure as Code Blameless Post Mortems Service Aligned Org Ops as a Service ChatOps Prod-like Dev Environments
  • 58. Want to talk Improvement Systems or DevOps? @damonedwards damon@dtosolutions.com Link to slides is here