The Grand Unified Theory of DevOps
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Andrew Phillips, VP of DevOps Strategy at XebiaLabs, gives his keynote presentation at the DevOps Leadership Summit in Boston MA.
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The Grand Unified Theory of DevOps
- 1. The Grand Unified Theory of DevOps Andrew Phillips | KEYNOTE VP of DevOps Strategy, XebiaLabs
- 2. 2 The Vocabulary of Modern IT Attempting a Unification Practical Consequences Unified Intelligence
- 3. The Vocabulary of Modern IT 3 Microservices Reactive Architecture Agile Spotify Model Continuous Delivery Cloud, Containers, Serverless DevOps Customer Obsession
- 4. The Vocabulary of Modern IT 4
- 5. The Vocabulary of Modern IT 5 Image of bridge in space or some very futuristic bridge
- 6. The Vocabulary of Modern IT 6 GRAVITATIONAL FORCE WEAK FORCE ELECTROMAGNETIC FORCE STRONG NUCLEAR FORCE
- 7. more energy UNIFICATION ELECTROWEAK FORCE GRAND UNIFIED THEORY (GUT) SUPER GRAVITY (QUANTUM GRAVITY) The Vocabulary of Modern IT 7 GRAVITATIONAL FORCE WEAK FORCE ELECTROMAGNETIC FORCE STRONG NUCLEAR FORCE
- 8. Attempting a Unification I believe the answer is yes. 8
- 9. The Vocabulary of Modern IT 9 DevOps Containers Spotify Model Customer Obsession
- 10. more energy UNIFICATION The Vocabulary of Modern IT 10 DevOps Containers Spotify Model Customer Obsession ?
- 11. Attempting a Unification The ability for software teams to quickly and autonomously ship useful software on an ongoing basis. 11
- 12. Attempting a Unification “maximal flow” 12
- 13. Attempting a Unification 13 Requires a DevOps mentality The ability for software teams to quickly and autonomously ship useful software on an ongoing basis.
- 14. Attempting a Unification 14 The ability for software teams to quickly and autonomously ship useful software on an ongoing basis. Requires self-service infrastructure
- 15. Attempting a Unification 15 The ability for software teams to quickly and autonomously ship useful software on an ongoing basis. Requires an iterative development methodology and Continuous Delivery processes and automation
- 16. Attempting a Unification 16 The ability for software teams to quickly and autonomously ship useful software on an ongoing basis. Implies a Spotify-style model and requires customer obsession
- 17. Attempting a Unification 17 Leads to microservices and decoupled, event-driven architecture The ability for software teams to quickly and autonomously ship useful software on an ongoing basis.
- 18. Practical Consequences Transformation projects need to be conceived of holistically 18
- 19. Practical Consequences Technical capability without autonomy improves efficiency …. fails drive innovation 19
- 20. Practical Consequences Autonomous teams require decoupled architectures 20
- 21. Practical Consequences Teams must embrace customer obsession 21
- 22. Practical Consequences Unified data and unified intelligence 22
- 26. 26 Unified Intelligence Autonomy Innovation Profit
Editor's Notes
- Design note: can we turn these into a tag cloud that builds?
- Once might say: “these are (part of) the vocabulary of modern IT” But discussion of them is usually fragmented We’ll talk Agile with a development manager, microservices with an architect, the Spotify Model with the VP Engineering etc. And if and when organizations try to implement them, it’s usually also in a fragmented manner
- Continuing on the theme of physical analogies, it feels a bit as though we’re here: Image: http://abyss.uoregon.edu/~js/images/unification.gif
- Continuing on the theme of physical analogies, it feels a bit as though we’re here: Image: http://abyss.uoregon.edu/~js/images/unification.gif Those of you with a physics background might guess where this is going… Question: Can we identify a common unifying principle that underlies all the various facets of modern IT? Question: Can such a unifying principle help us to more effectively design, plan and implement the kind of organizational transformation most companies are attempting?
- Continuing on the theme of physical analogies, it feels a bit as though we’re here: Image: http://abyss.uoregon.edu/~js/images/unification.gif Those of you with a physics background might guess where this is going… Question: Can we identify a common unifying principle that underlies all the various facets of modern IT? Question: Can such a unifying principle help us to more effectively design, plan and implement the kind of organizational transformation most companies are attempting?
- Continuing on the theme of physical analogies, it feels a bit as though we’re here: Image: http://abyss.uoregon.edu/~js/images/unification.gif Those of you with a physics background might guess where this is going… Question: Can we identify a common unifying principle that underlies all the various facets of modern IT? Question: Can such a unifying principle help us to more effectively design, plan and implement the kind of organizational transformation most companies are attempting?
- Continuing on the theme of physical analogies, it feels a bit as though we’re here: Image: http://abyss.uoregon.edu/~js/images/unification.gif Those of you with a physics background might guess where this is going… Question: Can we identify a common unifying principle that underlies all the various facets of modern IT? Question: Can such a unifying principle help us to more effectively design, plan and implement the kind of organizational transformation most companies are attempting?
- That’s a bit of a mouthful, so let’s call it:
- MFFEE = Maximal Flow For Everyone Else, a spin on GIFEE (see https://www.wired.com/2013/08/coreos-the-new-linux/) To achieve the spectacular results of the well-known case studies in this space (“MFFEE”, if you will), transformation projects need to be conceived of holistically
- Providing technical capability without enabling autonomy can improve efficiency but will fail to drive innovation
- MFFEE = Maximal Flow For Everyone Else, a spin on GIFEE (see https://www.wired.com/2013/08/coreos-the-new-linux/)
- The mindset shift that is required goes substantially further than “just” learning to eliminate the boundary between Dev and Ops – teams must embrace customer obsession
- All of the above requires unified data and, especially, unified intelligence
- In a top-down organization, intelligence – knowledge of priorities, customer needs, large-scale system behaviour etc. – can be kept in the minds of the executive team, product management, the enterprise architecture board etc.
- In an organization aspiring to maximal flow, this information needs to be made accessible to all teams Responsibility for only a few products means that there is still a bounded context for each team This requires a reimagination of the role and scope of reporting and analytics, and a much broader scope of integration of data than before
- “Performance metrics for Ops, unit test results for Dev and conversion numbers for the Business Analysts” doesn’t work anymore We need to think beyond “Operational Intelligence” or “Process Metrics” – we need Unified Intelligence Encompassing everything from product requirements and customer usage data to development and delivery process metrics to operational monitoring and production incident tracking
- Unified Intelligence drives Autonomous Teams
- I have one more duty before we close – we have the unique opportunity to see many, many companies throughout the year and the work they to advance software delivery and DevOps in their organizations. I would like to take a short moment to recognize some companies who have done some exceptional work in the DevOps space. First….