CloudOps Summit 2013, Frankfurt, 25.09.2013 Track 3 - DevOps by Andreas Hankel, Immobilien Scout GmbH

1. www.immobilienscout24.dewww.immobilienscout24.de
devops in the real world
ImmobilienScout24
Cloudops Summit 2013 | Andreas Hankel – VP Technology

2. What is ImmobilienScout24?
“My best decisions all
around my real estate”
we are Germany’s by far most used property portal
we connect real estate seekers and listers
Seite 2
Our mission:
Discover. Decide. Live.

3. Seite 3

4. The „million“ Numbers!
We have a reach of over 20 million visitors per month (35% mobile)
33,000 Professional real estate listers per month
73,000 Private real estate listers / FSBO*1 per month
1,5 million listings per year
Real estate seekers spend 332 million minutes per month on our web portal
More than 60 million visits per month (47% mobile) *2
More than 250 million Exposé views pe month (47% mobile) *2
More than 2,6 million vendor contacs (25% mobile)*2
Seite 4
*1 For sale by owner
*2 August2013 Quelle ImmobilienScout24

5. IT Facts & Figures
Breadth and depth
more than 12.000 web pages on IS24 domain
2 Mobile Web Apps
9 iOS apps & 6 android apps & 1 Win Mobile app
More than 1900 Server >230 Server Types
More than 2,5 million lines of code
IT Operations / Infrastructure
Two datacenters (Berlin, Hamburg)
Four Uplink Providers
Akamai CDN
Technology stack
Redhat Enterprise Linux 5.X und 6.X, Scientific Linux 6.X
Java JDK 6/7, Ruby, Grails, Python
Spring MVC, Spring Webflow, Hibernate, JPA
Oracle RAC Database, Mongo DB, MySQL, Hadoop, elasticsearch
Seite 5
August2013 Quelle ImmobilienScout24

6. Agile Product Development
Agile - Organization
Scrum since 2008 & Kanban since 2010
~160 employees (IT)
35 teams (small, cross-functional)
Dedicated scrum masters / agile coaches
2-3 weeks sprints
Speed
1-weekly release cycle for core Application - 20 minutes as fast
200 stories per month
2000 defects in 2012 - 90/98% closed in 7/21 days
Less then 100 currently open bugs
Seite 6
August2013 Quelle ImmobilienScout24

7. Who am I?
I am responsible for developing, delivering and operations
I am a change manager
I am a mentor
I enable business
I search for innovation
I remove barriers and build bridges
I am the hedgehog in our IT wallet
I am a father
I am a horseman
Seite 7

8. What problem do we have to
solve?
the classic DEV vs. OPS problem
Seite 8
DEV:
developing new features
will be able to change everything
will be fast and independent
Testing features in DEV
use all the new tech stuff
OPS:
keep the platform stable
Have to wake up at 02:00 am
Have to know what changed
OPS is not a test stage
be able to fix everything
the DEV stage doesn’t look like the OPS stage

9. Think & Talk
Seite 9

10. Core Principles
 think big and learn to break things (disruption)
 Understand which markets, industries, service are not transparent or efficient
 Reduce complexity in the core of the respective market/industry/service
 customer value driven
 Stop doing things customers do not value – value is decided by the customer not by us
 based on insights or hypothesis’ test/learning
 start small and learn fast
 start small with a minimum viable product (MVP)
 Done is better than done perfect
 Measure to learn and learn fast – kill quickly
 speed
 independent services & technology layers
 continuous deployment
 optimize for speed and flexibility not only efficiency
 end-2-end responsible teams
 reduce handovers and
 enable multidisciplinary actions
 independent and autonomous teams
buildlearn
mea-
sure
dis-
cover
Seite 10

11. OK, but how to get there?
We have to change our mindset and behavior
Seite 11
We have to set the right goals for DEV
and OPS (at best the same!)
We have to ensure transparency
We have to share the tools
We have to share the pain
We have to share the success
We should think DEVOPS

12. I am a Manager,
not a DEV or OPS
I am the man in the middle between DEV and OPS
I can make change happen
I have to change my role from classic “command and control” management
into servant leadership
I have to decide if I want to remain the manager or
if I want to be the coach of the team
Seite 12

13. I am not the only Manager
I am part of a manager team
I have a team of (change)managers
They have to change their own role from command and control
into servant leadership
I have to empower them to become a coach
Seite 13
Organize people
to match
the business

14. What to do?
Define clear goals and communicate them
Define clear constraints
Offer assistance, and be available when needed!
Communicate our commitment
find right minded employees
Use the speed of trust
Seite 14

15. Devops & Agile
Agile has become mainstream for product
development
It is necessary to involve ALL other teams in Agile
Try to become a Agile company, not only a Agile IT
Be able to concentrate on how to build a feature
If you be Agile in a right way, you only have to scale
your business
Seite 15

16. Where arewe now?
Seite 16
We do continuous integration
We do automated testing
We do automated deployment
We do continuous live delivery
We are there.
We share the tools
We work on our transparency
We have shared the pain
We have shared the success

17. Continuous delivery
Seite 17
ideas products

18. Devops:
Seite 18
Is not a tool, but a method
Is not a team, but skill
Is a community movement
You can exemplify it
You should allow it

19. leadership:
Seite 19
Inspired by Jim Collins
People
Mindset
Acting
Technology

20. www.immobilienscout24.de
Kontakt:
Immobilien Scout GmbH
Andreasstraße 10
10243 Berlin
Fon: +49 (0)30 243 01-1645
Email: andreas.hankel@immobilienscout24.de
URL: www.immobilienscout24.de
Vielen Dank für Ihre
Aufmerksamkeit!

21. Seite 21
Quellenangaben
Bilder:
Seite 0 - Fotolia_52303849_S_© James Thew - Fotolia.com
Seite 9 - Fotolia_51109165_S_© alphaspirit - Fotolia.com
Seite 11 - Fotolia_40298094_XS_© yuryimaging - Fotolia.com
Seite 12 – Fotolia_51716101_S_© alphaspirit - Fotolia.com
Seite 13 – Fotolia_51155523_XS_© lassedesignen - Fotolia.com
Seite 16 – 2012 James Shore and Diana Larsen
Seite 17 - 7G -Tronic - © 2013 Daimler Benz AG