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The History of DevOps (and what you need to do about it)
- 1. The History ofDevOps And what you need to do about it © DTO Solutions, Inc. Damon Edwards Managing Partner DTO Solutions, Inc.
- 2. @damonedwards Damon Edwards Link toslides is here (http://twitter.com/damonedwards)
- 3. I get tosee a lot… DevOps Consulting Operational Improvement Tools
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- 7. "10+ Deploys PerDay: Dev and Ops Cooperation at Flickr” June 23, 2009
- 8. Why isn’t thereconferences 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 Sydney2010 Mountain View 2010
- 14. The Rise ofa 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 thehistory 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 Sydney2010 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
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- 19. A cultural andprofessional movement, focused on how we build and operate high velocity organizations, born from the experiences of its practitioners.
- 20. What have welearned?
- 21. 30x 200x more frequent deployments fasterlead 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 fasterlead 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 2014/2015State of DevOps Report - https://puppetlabs.com/2015-devops-report ?!
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- 25. Faster, Better, andCheaper?
- 26. Faster, Better, andCheaper?
- 27. Faster when laboris 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”
- 28. Faster, Better, andCheaper?
- 29. Faster, Better, andCheaper?
- 30. "In the Leancommunity, 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 showsthat 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 someanecdotal proof?
- 33. But let’s nottalk unicorns…
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- 35. Nordstrom Courtney Kissler “The DevOps journeybegan when Nordstrom stopped optimizing for cost, and instead started optimizing for delivery speed.”
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- 37. Why does thiswork? Fast Feedback
- 38. Benefits of focusingon Fast Feedback • Errors are caught sooner when they are cheaper to fix (less rework)
- 39. Benefits of focusingon Fast Feedback • Errors are caught sooner when they are cheaper to fix (less rework)
- 40. Benefits of focusingon 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 dowe actually do that?
- 42. Simple System vsComplex 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 isa 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 isa 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 legacybehaviors “End” ● Same as before ● Money/time wasted ● More fear of change The “Big Bang” Transformation Reality
- 48. Your organization isa complex system2 Complex System Complex System interacting with a Big Bang “Sliver Bullet”
- 49. Start Finish Start Goal “Big Bang” ContinuousImprovement Fear Panic Abort Maybe Replace the “Big J” with “Little J’s”
- 50. Your organization isa 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 anImprovement System ● Not for your technology ● Not to build individual skills ● … but for how your organization works in the context of
- 52. Make it Repeatableand 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 afterinitial 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” ValueStream Mapping Retrospectives / Planning Service Delivery Metrics Systems Thinking Improvement Kata
- 55. Provides a mechanismto introduce new ideas Improvement System DevOps Kaizen Design Patterns
- 56. Examples of DevOpsPatterns 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
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- 58. Want to talkImprovement Systems or DevOps? @damonedwards [email protected] Link to slides is here