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Voxxed Days Belgrade 2017 - How not to do DevOps

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Voxxed Days Belgrade 2017 - How not to do DevOps

  1. 1. How not to do DevOps
  2. 2. Hello! • Zoltan, 39, geek • Married, father of two • With Ustream since 2010 • Dev, Ops, Management
  3. 3. Our background •Online video since 2007 •San Francisco / Budapest •Freemium / Pro / Enterprise •IBM acquisition in 2016 •Cloud Video / Watson Media •Budapest Lab •10 million lines of code •Hundreds of servers, dozens of different services / applications
  4. 4. Portfolio – IBM Cloud Video Streaming Products Ustream Live and on-demand video platform Streaming Manager Advanced video streaming solution Streaming Manager for Enterprise Secure video sharing for teams and enterprises Enterprise Content Delivery Network Scale internal video delivery with ECDN Media Products Video Distribution and Workflow Simplify ingesting and compiling metadata OTT Video Management Empower creation of video asset catalogs Solutions Watson Video Enrichment Apps LiveAd Production services Developer APIs
  5. 5. The DevOps Transition
  6. 6. What is DevOps? You build it, you run it Continuous Integration Continuous Deployment Cross-functional teams Next Agile Automate all the things!
  7. 7. Cultural Change Eliminate Silos Mixing Teams Trust & Communication Ownership & Responsibility Knowledge sharing Redefine Roles Everyone on Duty
  8. 8. Tooling CI / CD Pipeline Automation Metrics & Dashboards Monitoring & Alerting Infrastructure as Code Microservices Audit trail
  9. 9. The ”DevOps Team” Problem
  10. 10. What can go wrong? We are Devs, we can do monitoring only if some other team builds the tools for us We are Ops, why would we give you root? As Auditors, we expect to have Ops to interview about deployment, processes, logs, etc We had an Ops team, what will they do now? We are Android / iOS developers, what do we Operate? We have UX, Product, QA, BI embedded in the team. Can’t we simply have Ops too?
  11. 11. Typical Team Setups
  12. 12. Typical Team Setups
  13. 13. How to solve this? Share knowledge, build ownership No dedicated DevOps person, no dedicated DevOps team, but everyone should do DevOps Having a team build tools is nice (but not required) You should keep your Ops team (Infrastructure team) We all row in the same boat
  14. 14. Our Team Setup
  15. 15. The ”By the Book” Problem
  16. 16. Rules, rules, rules There is a single way to do it right, isn’t there?
  17. 17. Avoid Cargo Culting Repeat: ”We are not Spotify” (Daniel Bryant) No solution will fit all teams Focus on the goal, the idea itself Experiment Measure outcomes, improve continuously
  18. 18. Organizational Challenges
  19. 19. Top-down Change Good intentions don’t matter if you dictate No super leader has all information Refuse / resist / revolt / ignore Can’t build ownership without autonomy
  20. 20. Within a bigger organization No solution will fit all teams Size does matter Internal competition More teams, more diversity, more ways Communication issues – distance, time zones Corporate politics and priorities change Lead by example
  21. 21. Wrapping Up
  22. 22. Takeaways Build trust Share responsibility Stay open Focus on the goal Involve everyone Be flexible
  23. 23. Books Continuous Delivery (Jez Humble, David Farley) The Phoenix Project (Gene Kim, Kevin Behr, George Spafford) The DevOps Handbook (Gene Kim, Patrick Debois, John Willis, Jez Humble)
  24. 24. Image credits Droids - Credit: Flickr/donsolo, CC BY-NC-SA Mac w Code - 11a8b8a52b5f Take Away - Tools - Ninjas - Lord Business - Rules -
  25. 25. 👏👏👏 Thank you! Questions?

Editor's Notes

  • LOC comparable to Firefox, almost double of Linux kernel
  • Agile 2008: “Agile infrastructure”
    DevOps Days, from 2009 Belgium
    The set of cultural norms and technical practices that enable organizations to have a fast flow of work from development through test and deployment, while preserving world-class reliability, availability, and security. (Gene Kim)
    Customer first
  • Containers, Cloud, Serverless
    Static analysis
  • Blue devs, green ops. Permissions and roles may vary but everybody is waiting for ops.
    If the ops team becomes devops (monitoring, infrastructure as code, etc), that’s just a part of the solution.
  • No central knowledge, everyone builds their kubernetes cluster differently etc etc
    One guy handles all server installations deployments etc // rather should spread the knowledge
  • Infrastructure team example responsibilities: scaling, platform, central db, storage
  • Everybody does devops, there is a team for Infrastructure, EET
  • SCRUM training in Ustream as example
    Take over to Cargo Cult
  • Daniel Bryant @ Craft 2017: “Microservices and the Macro Organisation: The People Impact”
    Team autonomy / let them choose their way as long as they achieve the goal