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A DevOps Journey - CDK Global

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Brian Garofola's presentation at "DevOps: The Key to Delivery Applications and Services Faster and Better" InformationWeek event in Chicago on December 3, 2014.

CDK Global is the largest global provider of integrated information technology and digital marketing solutions to the automotive retail industry. Brian Garofola, Engineering Director at CDK Global, talks about the journey towards increasing the flow of value to customers by constantly improving the people, processes, and tools in the delivery pipeline.

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A DevOps Journey - CDK Global

  1. 1. A DevOps Success Story Journey Brian Garofola Engineering Director, CDK Global
  2. 2. 9,000 total associates 40 years in business 26,000 customers worldwide $2 billion annual revenue 1,400 associates in R&D Headquartered in Hoffman Estates, IL CDK Global is the largest global provider of integrated information technology and digital marketing solutions to the automotive retail industry.
  3. 3. Enter Presentation Name via Insert Tab > Header & Footer Page 3 So what is DevOps?
  4. 4. DevOps is having everyone pulling in the same direction by sharing common goals and priorities, sharing responsibility for successes and failures, and constantly improving communication, processes, and tools to increase the flow of value to customers
  5. 5. A Textbook DevOps Problem • 12 - 18 month release cycles • Manual and error prone deployments • Snowflake infrastructure • ~45 days from request to working environment • Traditional QA team performing manual tests • Different reporting lines to the executive level for R&D and IT • Over 100 different products on a variety of platforms Enter Presentation Name via Insert Tab > Header & Footer Page 5
  6. 6. • Quarterly meeting with leaders from R&D and IT • Rate ourselves across 20 operational perspectives • Identify high risk areas to focus on • Track our progress and read out to executives Page 7 Operational heat map FY’14 Q2 FY’14 Q1 FY’14 Q1 FY’14 Q2
  7. 7. Take control so that you can start improving
  8. 8. • Critical stakeholders talking daily • Delivery was consistent • Peer-level accountability kept velocity up • Morale spike immediately upon seeing rapid progress Enter Presentation Name via Insert Tab > Header & Footer Page 9 Operationalization scrums R&D NOC Product Systems DBA
  9. 9. You don’t need a revolution; you need to introduce an evolutionary capability
  10. 10. Principles of Continuous Delivery • If something is painful or difficult, do it more often • Automate everything • Everyone is responsible for releasing and operating • Quality must be built in Enter Presentation Name via Insert Tab > Header & Footer Page 11 Cultivate a new mindset A product owner could request that the current development version of the application be delivered to production at a moment's notice — and nobody would bat an eyelid, let alone panic. -Martin Fowler
  11. 11. Celebrate the small wins; they add up to accomplish big things
  12. 12. Enter Presentation Name via Insert Tab > Header & Footer Page 13 Introducing tools
  13. 13. Tools can drive culture, which, in turn, can drive better tools
  14. 14. The ALM Team • Catalog of standard offerings • Pulled by users, on-demand and self service • Implementation details not required for normal use • ALM team spends their time building services and coaches users What’s in the catalog? What’s coming? Enter Presentation Name via Insert Tab > Header & Footer Page 15 • Project management • SCM • Build • Deploy • Code analysis • Functional test • Performance test • Security scan • Infrastructure provisioning • Monitoring
  15. 15. Create an internal service provider to offer cross-cutting concerns as-a-service
  16. 16. • Continue to break down silos • Increase self-service operations to deliver full environments as a service • Increase empathy that R&D has for IT by sharing accountability for systems configuration management • Expanding the use of operationalization scrums and creating a definition of done for infrastructure Enter Presentation Name via Insert Tab > Header & Footer Page 17 What next?
  17. 17. • Take control so that you can start improving • You don’t need a revolution; you need to introduce an evolutionary capability • Celebrate the small wins; they add up to accomplish big things • Tools can drive culture, which, in turn, can drive better tools • Create an internal service provider to offer cross-cutting concerns as-a-service Enter Presentation Name via Insert Tab > Header & Footer Page 18 In Summary
  18. 18. Thank you! Brian.Garofola@cdk.com @BrianGarofola

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