www.devopsguys.com | Phone: 0800 368 7378 | e-mail: team@devopsguys.com | 2017
How to get started in DevOps
Practical advice on your DevOps Transformation
in 82 slides in 45 minutes…

3
Agenda
•DevOps 101 re-cap
•Getting started with DevOps
•9 Steps to DevOps
•Q&A

DevOps in 4 slides in 2 minutes
Just so we’re all on the same page about this DevOps
thing…
Start the clock!

5
“A set of patterns, practices and
behaviours that are correlated with
high-performing IT teams.”
DevOps – Defined #1

6
DevOps = Continuous Delivery + Operability
Agile Software
Development + Continuous
Integration +
Test Automation +
Release Automation
= Continuous Delivery
DevOps = Agile
++
OPERABILITYScalability
Deployability
Resilience
Monitoring Alerting
Disaster Recovery
Supportability
Maintainability
+

7
Continuous Delivery
“Our highest priority is to satisfy the customer through
early and continuous delivery of valuable software”

8
The DevOps “CALMS” model
• Culture
• Automation
• Lean
• Measurement
• Sharing

How to get started in DevOps
Part 1 – Shift your Mindset to Systems Thinking

10
Gene Kim’s “3 Ways” of DevOps

11
The
Business
I.T.

12
Dev Ops

13
Systems Thinking
Society
Customer
Business
I.T.
Dev
Ops

14
Business
Department
Team
You
Values
Policies
Procedures
Behaviours
Culture
“Thewaythingsaredonearoundhere”

15
This isn’t an easy Transformation…
From… Key Success Factor To…
Command & Control Management Style Autonomous
Conservative Attitude to Change Experimental
Silo Organisation Structure Collaborative
Project-focussed Delivery Focus Product-centric
Waterfall Delivery Model Iterative (Agile)
Large (Huge) Batch size Smallest possible
Monolithic Systems Architecture Loosely coupled
Proprietary Technology Open (Source)
Manual Processes Automated

How to get started in DevOps
Part 2 – Build the Foundations

18
3 Foundational Practices
1. #MakeWorkVisible
2.
#MeasureWhatsImportant
3. #ActOnFeedback

19
#MakeWorkVisible

20
https://communitiesinnature.wordpress.com/2012/04/10/our-gantt-chart-is-finished-westonbirt-arboretums-hidden-voices-project/
A Gannt Chart
is NOT
visualising
work

21
https://leankit.com/learn/kanban/kanban-board-examples-for-development-and-
A KANBAN
Board *IS*
Visualising Work

22
To Do
Some Stuff
to Do
Ready
Stuff Ready
to Action
In-
Progress
This is what
I’m doing
right now!
Done
Done and
signed off by
everyone.
“Done Done.”
Sticky Label Design "© Copyright Showeet.com"
And it’ll be
done when it’s
done…
So stop
bugging me for
status updates
and go check
the board…

23
http://www.thebeardly.com/2011/08/measuring-shirt.html
#MeasureWha
tsImportant

24
4 Most Commonly Cited DevOps Metrics
• Deployment Frequency
• MTTR – Mean Time to Recover
• Change Failure Rate
• Lead Time & Process Time
2016 State of DevOps Report | presented by Puppet + DORA
Wait Time Process Time
Lead Time (Start to Finish)

25
Goodhart’s Law
“When a measure becomes a
target, it ceases to be a good
measure.”
“If a measurement can’t be used to improve the system
(via feedback) then it’s useless” – Steve’s Corollary
https://en.wikipedia.org/wiki/Goodhart%27s_law

26
3 Levels of Measurement
• Customer Satisfaction – measure
what matters to them (and not
what you THINK matters to them)
• Capability – internal capability
measures aligned to customer
demands
• Process – measuring the value
stream of processes that create
that capability
“The Vanguard Guide to Using Measures for Performance Improvement” (2001)

27
Example of metrics
Customer Need
Customer
Measure
Capability Metric
Process Metrics
• Features delivered quickly
• % Feature delivered as agreed
• Average Lead Time
• % availability of Test environments
• % of re-work required
• Monthly cloud hosting spend

28
#ActOnFeedback

29
Gene Kim’s “3 Ways” of DevOps

30
Involve everybody in the feedback process
Hint: Invite Ops to the
retrospectives, sprint planning and
backlog grooming.


31

32
5 Practical Ways to #ActOnFeedback
1. Ensure Operability requirements have equal weight as
Functional requirements
2. Use Pull Requests & Code Reviews – they are a quick and
effective feedback loop!
3. Have regular retrospectives – create tickets to track your
retro actions
4. Track Technical Debt and set a “debt ceiling” – new work
stops when the Tech Debt ceiling is exceeded
5. Reserve 20% of effort for process improvement

33
FEED THE WASTE SNAKE

34

35
How many times per day is the Andon
Cord pulled in a typical day at a
Toyota manufacturing plant?
HT to @RealGeneKim for this example!

36
3,500 times per day

37
Should Toyota increase or
decrease this number?

How to get started in DevOps
Part 2 – Change how we work

39
3 Working Practices
4. #IdentifyTheGoal
5. #BeAgile
6. #DeliveryContinuously

40
#IdentifyTheGoal

41

42
• Sprint
• 2 weeks
6 18
• Month
• 2 sprints
Aspirational
(60%)
• Quarter
• 3
months
• Annual
• 12 months
1 2 3
Vision

43
• Sprint
• 2 weeks
6 18
• Month
• 2 sprints
Aspirational
(60%)
• Quarter
• 3
months
• Annual
• 12 months
1 2 3
Positive
(70%)
VisionObjectives

44
• Sprint
• 2 weeks
6 18
• Month
• 2 sprints
Aspirational
(60%)
• Quarter
• 3
months
• Annual
• 12 months
1 2 3
Positive
(70%)
Considered
(80%)
VisionObjectivesPlan

45
• Sprint
• 2 weeks
6 18
• Month
• 2 sprints
Aspirational
(60%)
• Quarter
• 3
months
• Annual
• 12 months
1 2 3
Positive
(70%)
Considered
(80%)
Confident
(95%)
VisionPlanTasks Objectives

46
“Success is not checking a box.
Success is having an impact.
If you complete all tasks and
nothing ever gets better,
that's not success.”
Christina Wodtke, OKR Coach

47
#BeAgile
https://s-media-cache-
ak0.pinimg.com/originals/a5/1f/30/a51f3037feaab79713a0df591f0988a8.gif

48
#BeAgile
http://cubiclebot.com/wp-content/uploads/2012/10/1.gif

49
Scrum
Lean
Kanban
XP
DSDM
SAFe

50
Scrum is popular
Image source: State of Agile Survey,
2015

51
Daily Stand-Ups
Retrospectives
Burndowns
Velocity
Iteration Planning
Story Mapping
Planning Poker

52
The Agile Manifesto
• Individuals and interactions over processes and tools
• Working software over comprehensive documentation
• Customer collaboration over contract negotiation
• Responding to change over following a plan

54
Being Agile Delivers Results
Image source: State of Agile Survey,
2015

#DeliverContinuously

56
TIME

57
Continuous Delivery
Frequent Release Events
Waterfall
Rare Release Events
Smoother Effort
Less Risk
Effort Peaks
High Risk
Time Time
Change
Change

Gene Kim’s “3 Ways” of DevOps

59
Automation is important
Comprehensive, fast and
reliable test and deployment
automation
Trunk-based development &
continuous integration
Application code and app
and system configuration all
in version control
Together, the factors on the
left model
Continuous Delivery
which leads to…
Lower levels of deployment
pain
Higher levels of IT
performance (higher
throughput & stability)
Lower change fail rates
Higher levels of org
performance (productivity,
market share, profitability)
https://papers.ssrn.com/sol3/papers.cfm?abstract_id=2681909

60
https://xebialabs.com/periodic-table-of-devops-tools/

61

How to get started in DevOps
Part 3 – Change our Organisation

Culture>Strategy

64
3 Organisational Practices
7. #BuildTrust
8. #AlignToValue
9. #OptimiseFlow

#BuildTrust

66
Highest predictor of performance
The Study of Information Flow: A Personal Journey; Westrum, Ron

67
How well do you identify with?
• On my team, information is actively sought.
• On my team, failures are learning opportunities, and messengers of them
are not punished.
• On my team, responsibilities are shared.
• On my team, cross-functional collaboration is encouraged and rewarded.
• On my team, failure causes enquiry.
• On my team, new ideas are welcomed.

68
#AlignToValue
http://www.reactiongifs.com/r/conga-line

www.devopsguys.com
Phone: 0800 368 7378 | e-mail: team@devopsguys.com
@TheDevMgr

70
Organization
Roles
Teams
Cadence
Taxonomy
Plan
Practices
Alignment
Autonomy
“Let’s try to give our teams three things….
Autonomy, Mastery, Purpose”

71
Alignment
Every team and
business tracks
scenarios and features
consistently.
Autonomy
Every team chooses how to
manage stories and/or tasks

72
#OptimiseFlow

73

74
“Any optimisation not made at
the constraint is an illusion”
“The Phoenix Project”

75
“Throughput is
profitable, efficiency is
not”
The Goal

76
Deployment Lead Time Predicts
• Ability for Dev and Ops to share a “common source of truth”
• Effectiveness of our automated testing in the deployment pipeline
• Ability to quickly deploy into production without causing chaos and
disruption
• Ability to detect and correct problems through monitoring
• Ability for Dev and Ops to work together in a way that is “win / win”
• How quickly developers can get feedback on their work
• Testing, deploying, production outcomes, customer outcomes

77
Thousands of teams +
Micro services Architecture +
Continuous Delivery
= 50 MILLION DEPLOYMENTS/YEAR
136K DEPLOYS/DAY

How to get started in DevOps
Part 4 – Summary

79
9 10 Steps To Getting Started in DevOps
0. #SystemsThinking
1. #MakeWorkVisible
2. #MeasureWhatsImportant
3. #ActOnFeedback
4. #IdentifyTheGoal
5. #BeAgile
6. #DeliverContinuously
7. #BuildTrust
8. #AlignToValue
9. #OptimiseForFlow
9 Steps To Getting Started in DevOps

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