DevOps unraveled - Nyenrode masterclass on Agile Management

‘DevOps unraveled’
Anko Tijman
1

Agenda
1. Introduction
2. What is DevOps anyway?
3. Stories from the trenches
4. Theories behind DevOps
5. Where is DevOps bringing us?
6. Accelerators and inhibitors of DevOps
7. DevOps unraveled
2

1. Introduction
About me…
 1997 Tester
 2001 My first Agile project
 2004 Joined Ordina
 2008 Thoughtleader Agile Testing & Author of ‘Testen2.0’
 2012 Thoughtleader Agile
 2013 DevOps PM
 2014 Agile & DevOps coach and trainer
3

1. Introduction
Ordina philosophy on Agile & DevOps
DON’T OVERCOMPLICATE,
COLLABORATE.
5

1. Introduction
Goals
6
 Uncovering what DevOps is
 Theories behind DevOps
 Why should an organization implement DevOps?
 Define what the impact of DevOps on organizations is
Note:
 DevOps is fairly new and under heavy construction

1. Introduction
Rightshifting – Bob Marshall
Where we are:
7
Where we want to go:

1. Introduction
Rightshifting – Bob Marshall
8
http://flowchainsensei.wordpress.com/

1. Introduction
Marshall model: 4 paradigms
 Ad hoc: no process or organization, focus on ad hoc situations, heavy on people
relations
− “Customer of the week”
 Analytical: Focus on processes and tasks, functional silo’s, heavy on up front
structuring of the process
− CMMI, PRINCE2, ITIL, BiSL,6 Sigma, …
 Synergetic: Teamwork, delivery, focus on results, heavy on people collaborating
towards valuable results
− Agile, Scrum, DevOps, Lean, …
− “None of us is as smart as all of us” ~Gerald M. Weinberg
 Chaordic: Innovation mindset, no formal organization, embrace volatility
− Dee Hock (‘Chaordic’): ‘Simple rules and regulations give rise to complex, intelligent
behavior. Complex rules and regulations give rise to simple, stupid behavior”
− Google Friday
9

1. Introduction
Good to know…
11

Hi, I’m Dev!
Hi, I’m Ops!

What is DevOps?
14

What do others say about DevOps?
15
Ordina:
Dev and Ops collaborating on joint business goals, striving for a maximum
of speed, quality and control in their efforts.
DevOps is “a cross-disciplinary community of practice dedicated to the
study of building, evolving and operating rapidly-changing resilient
systems at scale.” – Jez Humble

Quotes
 Jez Humble:
− “In the era of continuous deployment, you need _tons_ of communication in order to
reduce the risk of frequent delivered releases.”
− “If it hurts, do it often.”
 Gene Kim
− “You get what you design for. Chester, your peer in Development, is spending all his
cycles on features, instead of stability, security, scalability, manageability, operability,
continuity, and all those other beautiful ’ilities.”
 Jeff Hodges
− "Knowing how the system’s behavior on day 20 is different from its behavior on day 15
is the difference between successful engineering and failed shamanism."
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#NOT
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DevOps is Automation
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DevOps concepts (just a few!)
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 Infrastructure as code
− Configuration management
− Puppet, Chef
 Continuous Integration & Delivery
− Jenkins
 Continous Deployment
− Docker, Vagrant
 Monitoring
− Graphite

DevOps practices (just a few!)
 A/B testing
 Automated dashboards
 Big visible dashboards
 Blue-green deployment
 Composable deployments
 Consistent tooling
 Cross-functional skills
 Dark launching
 Deployment pipeline
 Develop for production
 Feature toggles
 Feedback from production
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 Integrated deployment planning
 Integrate production stories
 Packaged artifact
 Polyskilled experts
 Production support
 Scripted deployments
 Stop the line (Lean)
 Test-driven everything
 Version everything
 …

Elements of DevOps
22
 Collaboration

DevOps is collaboration
 Cross functional teams
− Dev and Ops 
− Dev Engineers & Ops Engineers
− Projects AND Changes AND Incidents in one team
 Same metrics
− Learning as a team
− Valuable feedback loops
 Joint tooling
− Process
− Deployments
− Monitoring
23

Elements of DevOps
24

DevOps is learning from production
 Feedback from production
− Monitoring
− Business value
− New feature / change / incident
 Impact on (current) Design and Architecture
− Not only Dev!
 Continuous improvement
− System
− Process
25

Elements of DevOps
27
Jenkins

Impact of Continuous Delivery
28

Quotes
29

30
www.ordina.nl
Visualizations
 Why should an organization
implement DevOps?
 What is the impact of DevOps
on organizations?

ING, SchubergPhilis, Chamber of Commerce

Speakers
 Evelijn van Leeuwen, ING
 Harm Boertien & Arthur van Schendel, SchubergPhilis
 Frank Verbruggen, Kamer van Koophandel (via Ordina)
32

TOC
Three Ways

Thoughtleaders
 Patrick DeBois
 Gene Kim
 Jez Humble
34

DeBois - ideas
35
 Founder of the DevOps movement
 DevOpsDays 2009, Ghent (B)
 Jedi.be

DeBois – 4 areas
36
1. Extend delivery to production
− ‘Dev and Ops collaborate to improve anything on delivering the project to production‘
− deployment pipeline
2. Extend Ops feedback to project
− ‘All information from production is radiated back to the project’
− Non-functional behavior
− dark launching
3. Embed project knowledge into Ops
− ‘When the project takes co-ownership of everything that happens in productions’
− Production support
4. Embed Ops knowledge into project
− ‘When Ops are involved from the beginning of the project’
− Develop for production / Blue-green deployment

C.A.L.M.S. (Damon Edwards, Jez Humble)
 Culture: Own the change to drive collaboration and communication
 Automation: Take manual steps out of your value chain
 Lean: Use lean principles to enable higher cycle frequency
 Measurement: Measure everything and use data to refine cycles
 Sharing: Share experiences, successful or not, to enable others to learn
37
http://www.rackspace.com/blog/quantifying-devops-capability-its-important-to-keep-calms/

C.A.L.M.S. - Culture
Own the change to drive collaboration and communication
 Yeah, but let’s do Chef first…
 Flow, flow, flow!
 Trust
 Excellence
 Craftsmanship
 Failure is an option
38

C.A.L.M.S. - Culture
39

C.A.L.M.S. - Automation
Take manual steps out of your value chain
Damon Edwards / Jez Humble
 Radically improve cycle time (months  hours)
 Automating common (!) tasks
− Let’s automate IT 
 Continuous Delivery
− “Through automation of the build, deployment and testing process, and improved
collaboration between developers, testers, and operations, delivery teams can get
changes released in a matter of hours – sometimes even minutes – no matter what the
size of a project or the complexity of its code base.”
 Database migrations
 Managing environments
40

Reliable and easy deployments
 Continuous Integration (such as Jenkins)
 Automated testing
 Build pipelines
 Automated deployments
 Config Mgt
 Orchestration
 Monitoring
 Logging
41

42
http://www.slideshare.net/KrisBuytaert/devops-devops-devops-at-froscon

C.A.L.M.S. - Lean
Use lean principles to enable higher cycle frequency
 Production line
 Eliminating waste to improve throughput
Metrics
 Quality – time to restore service, % unplanned work
 Cost – transaction cost of making a change
 Delivery – Change lead time
 Safety – make changes and experiments safe to fail
 Morale – job satisfaction is highly correlated with business
outcomes
43
Recommended sources:
- The principles of Product Development FLOW –
Donald G. Reinertsen

C.A.L.M.S. - Measurement
Measure everything and use data to refine cycles
 Capture everything
− Monitoring
− Stats
− Metric store (meta-metrics)
 Business metrics
− Revenue
− # orders
− # users
− …
45
http://www.slideshare.net/PuppetLabs/how-to-measure-
everything-a-million-metrics-per-second-with-minimal-
developer-overhead-puppetco

C.A.L.M.S. - Measurement
Measure everything and use data to refine cycles
 Ops metrics, such as
− Time To Resolve (TTR)
− Time To Detect (TTD)
− Time Between Failures (TBF)
 Make it human again 
− Visualize
− Personas
46
http://devops.com/blogs/devops-scorecard/

C.A.L.M.S. - Sharing
Damon Edwards / John Willis / Jez Humble
 Share experiences, successful or not, to enable others to
learn
 Open source model for tools and knowledge
 Learning from development  production
 Big visible charts / displays
 Collaboration = Joint goals
47

Three Ways
1. The First Way : Systems Thinking emphasizes the performance of the entire
system
2. The Second Way is about creating and amplifying the right to left feedback
loops
3. The Third Way is about creating a culture that fosters both continual
experimentation, taking risks and learning from failure; and understanding
that repetition and practice is the prerequisite to mastery.
48
1.
2.
3.

Three ways
49
1. Systems Thinking
− No longer compartimentation of processes
− One system
− How many steps are needed to deploy 1 single feature (VSM)?
2. Feedback loops
− Testing, See the whole, Graphs from production
− Understanding customers
− Fostering ownership
3. Culture of continual experimentation and learning from failure
− Safe to fail? Culture!
− Learning!
− Hackdays
1.
2.
3.
http://www.slideshare.net/jmcgarr/
implementing-devops

Theory of Constraints
A focusing process to identify the constraint and restructure
the rest of the organization around it.
 Production lines
 A company is a system
 Gathering, analyzing, solving, and implementing
(management) problems
 There is always a biggest constraint
− Continuous Improvement!
50

Theory of Constraints
 Bottleneck:
− Any resource with a capacity equal to or less than the demand placed upon it
 Constraint:
− Anything that limits the system’s performance, relative to the system goal
 ToC Tools:
− Visual diagrams
− Cause-effect thinking
− Connect intuition to logic
− Conflict Resolution Diagram
− Etc.
51

Theory of Constraints & DevOps
 Why aren’t we deploying more often?
 Why do deployments take so long?
 Why is releasing our software such a hassle?
 …
 Book: The Phoenix Project
52

53
www.ordina.nl
Visualizations
implement DevOps?
 What is the impact of DevOps
on organizations?

5. Where DevOps is bringing us

IT professional 3.0
55

Devopsenterprise.io
56

Enterprise DevOps NL
 ‘DevOps Dialogues’
 ASL BiSL, itSMF, Agile Consortium
 End user organizations: Defense, Achmea, A.S.R.,
Rabobank, Belastingdienst, ING, TenneT, CJIB en
Philips
 Vendors: Ordina, CGI, Schuberg Philis, Sogeti, Quint
Wellington Redwood, The Lifecycle Company, Xebia en
Valori
 DevOps, wat heb je eraan?
- Cultuur en DevOps
- DevOps in the enterprise
57

The organization
58
Organization
Strategy
& Policy
Finance
Quality Process
Management
People

The organization
59

60
INFOSYST
TEST
ACCEPT
IMPLEMENT
SPECIFY
BENEFIT
RUN
EVALUATE
IDENTIFY
DEVELOP
DEPLOY
USE
SUPPORT
APPLY
INNOVATE
DE-
MAND
DELI-
VERY
SER-
VICES
USER
S
IT-value loop (≠ chain)

Projects will become more rare
 Selforganized domain focused teams with a lifecycle focus
− Launches
− Redesigns
− Changes
− Incidents
 Scalable resourcing
− Scaling up / scaling down
− Adapting the processes
 Less of a demand for PM’s
61

Destination
 4 areas are reached
− Dev designs, develops & delivers for deployability
− Supportability: monitoring & logging
− Feedback throughout the lifecycle (incl. Experiments)
− Full swing test automation & harnesses
 Holistic Definition of Done
 Dev+Ops infrastructure and deployment automation
 More agility, more fun
 Measures, such as:
− Cycle time for critical fixes decreases
− Deployment/production/platform-related issues decreases
− Decrease in unplanned work for Ops
63

65
www.ordina.nl
Visualizations
implement DevOps?
 What is the impact of DevOps on
organizations?

6. Accelerators and inhibitors

Accelerators
 Cloud
 Rhineland values
− Focus on professionals
− Weggeman
 Remote working (‘HNW’)
 Common goals!
 Culture of Trust
 Agile architecture
 Startup mentality, like Apple ®
67

Inhibitors
 ‘Classic’ thinking
− Processes, detailed plans, big decisions up front etc.
 Functional silo’s
− Don’t create new ones!
 Remote working (…)
 Assurance
− From the classic paradigm
 Certification
− From the classic paradigm
68

69
www.ordina.nl
Visualizations
implement DevOps?
 What is the impact of DevOps on
organizations?

7. Promises of DevOps unraveled

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1. Seamless deployments
 Automation, automation, automation
 No process hassle
 Recoverability
 Collaboration
Results

72
2. Collaboration accomplished
 Cross functional teams
 Competence driven
 T-shaped people
Results

73
3. Continuous learning provided
 Feedback loops throughout the organization
 Teams that own business processes
 Cross departments
 Auditors: please audit THIS! 
Results

What is DevOps 75
 Collaboration

What is DevOps 76
 Collaboration

77
www.ordina.nl
Contact
Anko.Tijman@ordina.nl
@AnkoTijman

DevOps unraveled - Nyenrode masterclass on Agile Management

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