Ce diaporama a bien été signalé.
Le téléchargement de votre SlideShare est en cours. ×

Kriss Rochefolle: "How to Convince Your Boss to Say "Yes!" to Chaos Engineering" - Chaos Conf 2018

Plus De Contenu Connexe

Kriss Rochefolle: "How to Convince Your Boss to Say "Yes!" to Chaos Engineering" - Chaos Conf 2018

  1. 1. « We will break everything in production, and that will be fun! » The «coming with big clogs — Gros Sabots» way
  2. 2. Experienced IT executive providing tech & organization to improve #quality & #agility for IT systems, #ChaosEngineering fan Co-author of French DevOps book Who am I ?
  3. 3. French National Railway Company Founded in 1938. First e-Commerce website in France IT Leader in mobility, transform your journey into an amazing experience Where is my playground ? 99,997% SLA availability OUR RECORD 39 TICKETS SOLD by SECOND SPEED RECORD 574.8 KM/H
  4. 4. Our story of Chaos Engineering 2015 2016 2018 Birth of an ambition : Chaos Monkey EXPERIMENTATION INDUSTRIALIZATION All critical applications run Chaos experiment 2017 OUR BESTIARY IS BORN IN OCTOBER 1ST DAYS OF CHAOS Detection : 87% Diagnostic : 73% Resolution : 45% RUN IN PRODUCTION First Chaos Monkey in production… …and production is still up 2ND DAYS OF CHAOS 3RD DAYS OF CHAOS To follow our experiment, birth of the
  5. 5. How to convince your boss and make them say “Yes!” to Chaos Engineering?
  6. 6. ROI Way… …rational way
  7. 7. Rational way is not enough…
  9. 9. Influence Strategies
  10. 10. Step #1 Make it sound familiar
  11. 11. In front of unknown 3 choices : Fight Freeze Fly away.
  12. 12. Use social network to spread the news
  13. 13. Step #2 Identify your players
  14. 14. Adjust your story to the different directors of your executive board Sociodynamics
  15. 15. Foes Mutineer, Moaners and Opponents They are a handful. However they have the ability to cause great damage to the synergy within the project team. Opponents and Mutineers are against your project for various reasons and they take any opportunity to antagonize the project delivery. This handful of individuals may rally those on the fence to be antagonistic towards the project. Established who they are, their concerns and evaluate if they can be resolved e.g. do they want to be more involved. If not, contain their impact on the passives as they would sway against you.
  16. 16. Friends These are a dream as they are Promoters. They go out of their way to support the project. They are dedicated to their task, quick to provide resources and aid in issue resolution. It is important to know these individuals and maintain them as allies. Ensure you understand what is critical to them to make the delivery. Zealots and Influencers
  17. 17. They define 40–80% of the stakeholders. Despite ones excellent inter personal skills you may not be able to reach all your stakeholders. A key asset in winning the masses is using influencers who run your campaign and positively influence the passives. As passives are impressionable they are easily swayed based on the feel in your project and it’s important they moved in your preferred direction. Winning the passives increase the synergy with your project team and increase the chances of project success. They need to feel part and parcel of the project i.e. are consulted and informed in what is going on. Fence Passives & Waverers
  18. 18. Step #3 The right story for your players
  19. 19. Very simple view of our brain, it is far more complex. Once the conditions of a serene exchange are here and the players identified, it is possible to proceed to the next step. MacLean Triune brain Our target
  20. 20. Play with emotions
  21. 21. … like fear : major outage happens so fast
  22. 22. … and may cost a lot
  23. 23. Sometimes… it is just a matter of time It is during this type of incident that you should not hesitate to be opportunistic to advance your pawns, to propose new practices that will limit the impact in future incidents.
  24. 24. Werner Vogels VP & CTO at Amazon.com “Everything fails all the time” The main point is no more to avoid failures, but to limit impact of those failures.
  25. 25. Resilience « Did not even hurt me ! » One of the best way to deal with impact is resilience —Ability to recover quickly from difficulties.
  26. 26. Better experiment in production during day time with everyone available, thus training teams and limit impact, …instead of react during night outage with sleepy people and limited resources. The final goal of Chaos Engineering is to sleep like a log, without worrying about issues. Sleep like a log
  27. 27. Red Queen hypothesis Proposed in 1973 by Leigh Van Valen The Red Queen Hypothesis in evolutionary biology states that to survive an evolving system, one must co-evolve with the best traits to survive that system. As the economy declines and evolves, your role as entrepreneur is to develop survival skills to keep your business in the running.
  28. 28. It’s all new, but not really #disasterRecovery #incidentManagementSystem #CrisisManagement
  29. 29. You are not alone… https://goo.gl/qshh4K
  30. 30. …and it is just the beginning Evolution of “Chaos Monkey” vs “Chaos Engineering” since June 2010 on Google Trends Chaos Engineering au sein du Technology Radar de ThoughtWorks
  31. 31. For the more adventurous, highlight the innovative side and precursors of these practices. Even if we are more and more, it is a discipline that remains to be explored. Explore a new playground
  32. 32. The right story for your players
  33. 33. Wait ! Still not convinced
  34. 34. ROI Influence tactics to engage
  35. 35. engagement : 3% engagement : 31% *We do not suffer pressure, we drink it !
  36. 36. https://days-of-chaos.slack.com Paris Chaos Engineering Meetup http://meetu.ps/c/3BMlX/xNjMx/f https://chaosengineering.slack.com http://days-of-chaos.com/ https://medium.com/paris- chaos-engineering- community

Notes de l'éditeur

  • You may start by telling them you will break everything in production, and that will be fun! We call this in French “coming with big clogs — Gros Sabots”. They will see you coming from far, but except for noises, there is few chances you will hit the target.
  • Zoom la prochaine, comment on y est passé
  • They will probably ask for Return of Investment (R.O.I.). By arranging number of incidents, outage by year, cost of outage, and some hypothesis to reduce them, you may easily build a proposition with 2–3 years R.O.I.
  • However, between a project with new revenue and one which will maybe avoid losses, if they have to choose, the first one will be probably chosen first.
    The rational approach is not the best one for a subject like Chaos Engineering. You must review your influence strategies.
  • It is not only your boss you have to convince, it should be the whole board of director.
  • You must review your influence strategies.
  • Biologist Henri Laborit wrote in 1976: “Faced to unknown experience, man has only three choices: fight, do nothing or flee “. This subject is quite new, with few visibility, it is important to allow your boss to discover the concept at his speed, to avoid instinctive rejection.
  • To be able to adjust your story to the different directors of your executive board, you need to identify the kind of players they are, among other things using sociodynamics. You will be able to focus by adapting your strategy and identifying the way they move and act. Using your energy on the right priorities to make them allies.
    What are their major challenges?
    What they may win or lose by collaborate with you?
    What are their influences on other players?
    Take time to identify the key issues at stake with decision-takers, as well as the brakes and leverages in relation to your subject. Concerns and objections are only excuses for your opponents to test you, but may also be real blocking points. You will win them by studying and including their views, but not necessarily during formal meeting…
    Changing the global dynamic can take many forms. Sometimes it will be enough to change the views of some player on the subject …
  • Once you have identified your players, you should be adapt your story to their concerns, questions or objections. Never hesitate to play with emotions, they are a major factor in decision making.
  • The most obvious emotion to play with is fear: fear of major outage. The one which will impact your revenue.
  • For instance, 5-minute outage represent around one million dollars for Google/Alphabet, one hundred thousand dollars for Netflix and 3 million for Apple
  • Moreover, it is during this type of incident that you should not hesitate to be opportunistic to advance your pawns, to propose new practices that will limit the impact in future incidents.
  • Werner Vogels, Vice President & Chief Technology Officer at Amazon, introduce this subject by explaining that with size and continuous evolution of our system: “Everything fails all the time”.
  • Taken from Lewis Carroll's Through the Looking Glass, the Red Queen tells Alice as they run a race against each other, "It takes all the running you can do, to keep in the same place. If you want to get somewhere else, you must run at least twice as fast as that!"
  • You may also point out links with actual practice. For business continuity plan, you already do experiments in production, disaster recovery testing. This type of experiment is at the heart of the Chaos Engineering approach, the main difference is that we don’t want to do it once, manually. We want to do it automatically and continuously.
  • For the most concerned, do not hesitate to show that experiments of this type exist in more and more companies, as you can see in this mind map:
    · Cloud and hosting companies: Amazon, Azure, Google, Digital Ocean, Pivotal Cloud Foundry, Twillio, Dropbox …
    · Companies for final users: Netflix, Facebook, LinkedIn, Uber, OUI.sncf,…
    · And even bank: Fidelity Investments.
  • In summary, as in the parable of the blind men and the elephant, every member of your executive board will see the point that will make them confident or even enthusiast.
  • If you still think that R.O.I is the only way that will work for you, and that this article is just bullshit, please have a look at Gary Yukl “Leadership in Organization”.

    Rational persuasion like R.O.I only provides 23% of engagement whereas inspiration tactics (90%), consultation (55%) and personal appeals (42%) are far more efficient.
  • In any case, buying a beer (31%) is always better than pressure (3%). In French, we say that we do not suffer pressure, we drink it, as pressure (“pression” in French) is a synonym for beer.
  • Pioneers are brilliant people. They are able to explore never before discovered concepts, the uncharted land. They show you wonder but they fail a lot. Half the time the thing doesn't work properly. You wouldn't trust what they build. They create 'crazy' ideas. Their type of innovation is what we call core research. They make future success possible. Most of the time we look at them and go "what?", "I don't understand?" and "is that magic?". In the past, we often burnt them at the stake. They built the first ever electric source (the Parthian Battery, 400AD) and the first ever digital computer (Z3, 1943).
    Settlers are brilliant people. They can turn the half baked thing into something useful for a larger audience. They build trust. They build understanding. They make the possible future actually happen. They turn the prototype into a product, make it manufacturable, listen to customers and turn it profitable. Their innovation is what we tend to think of as applied research and differentiation. They built the first ever computer products (e.g. IBM 650 and onwards), the first generators (Hippolyte Pixii, Siemens Generators). 
    Town Planners are brilliant people. They are able to take something and industrialise it taking advantage of economies of scale. This requires immense skill. You trust what they build. They find ways to make things faster, better, smaller, more efficient, more economic and good enough. They build the services that pioneers build upon. Their type of innovation is industrial research. They take something that exists and turn it into a commodity or a utility (e.g. with Electricity, then Edison, Tesla and Westinghouse). They are the industrial giants we depend upon.