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Concur, an SAP Company
De-Centralizing Operations with APM
Kevin Evans, VP of DevOps and Cloud Services, Concur
Angus Claus, Director Service Management, Concur
Donnell Baker, Sr. Manager SRE, Concur
Concur, an SAP Company
De-Centralizing Operations with APM
Kevin Evans, VP of DevOps and Cloud Services
Angus Claus, Director Service Management and SRE
Donnell Baker, Sr. Manager SRE
November 2016
DevOps @ Concur
A very brief review of the Concur service
delivery journey
SDLC* methodology
Release cadence
Architecture
Ops model
* Systems development lifecycle
2003
Waterfall
9 – 18 months
On premise
as a service
IT  ops
2008
Mixed
waterfall / agile
Initial: 4 months
Eventual: 1 month
Monolithic hybrid
Centralized
hosted ops
2014
Agile
Initial: 1 month
Eventual: 1 day
Microservice aspirations
Evolving
End 2 End
DevOps
Foundational principles
• SaaS == Software as a Service
– We are building a service, not just software
• Decentralization and empowerment
– Decompose system into a set of services
– Dedicated team owns each service
– Team is enabled and responsible for every aspect of that service
• Simplicity, simplicity, simplicity
Motivation for transitioning to the DevOps model
Why?
Innovation
velocity
Operational
accountability
Architecture
change
Core Practices
• Automation is Key to everything – Pets vs. Cattle
– Scale, Consistency, Velocity, Manageability
• Engineering vs. Administration
– Centralized group focus moves from managing servers and infrastructure to building
tools that enable others to do this work
• Frictionless and the lesson of the free Market
– Mandates don’t exist. Make the desired path the easiest to achieve compliance
• Build Culture where Everyone is accountable to the Service
– Direct ownership enables teams to be accountable for their service
• Learn from Others
– We are not the first ones to travel this path, what have other companies done to solve
the problems. How can we take these learning's, adjust, and apply
What does DevOps mean at Concur?
End-to-end (E2E) teams
High degree of freedom
• Technology
• Velocity of release
Self-service for operational services
Operationally accountable for service
• Performance
• Availability
• Security
• Quality
• Cost of Ownership
Customers Auditors Go to Market
E2E
Teams
E2E
Teams
E2E
Teams
E2E
teams
E2E
Teams
E2E
Teams
E2E
Teams
E2E
teams
E2E
Teams
E2E
Teams
E2E
Teams
E2E
teams
Limited
centralized
ownership
Delivery pipeline
SecurityQE
Cloud
Service
s
Production environments
Enabling DevOps with New Relic
10© 2015 SAP SE or an SAP affiliate company. All rights reserved. 10© 2015 SAP SE or an SAP affiliate company. All rights reserved. 10© 2015 SAP SE or an SAP affiliate company. All rights reserved.
How We Champion APM
Empowered
Teams
Expert
Services
The
“Rails”
Customer
Success
Why Do Rails Matter?
Our Strategy - The “Rails”
Centralized Control and Standardization
• Standard Naming Convention
– App Names
– Labels
• Developers are First Class Citizens
– API Driven Configuration
• Centralized services
– Plug-in Abstraction
Our coverage
UI
MT
DB
4 Billion Transactions/Month
460+ Unique logins from 96 Agile
teams
New Relic charts and data used in
weekly Service Reviews
99%+ of Major incidents reference New
Relic data
8,700+ of Alerts/Month
40,000+
519 Servers
80 Apps
2 Plug-ins
436 Servers
29 Apps
1 Plug-ins
4 Plug-ins
The Future of APM @ Concur
Minimum Bar
• Automated operational maturity
Zero Touch Configuration
• Provide - Configuration as Code:
– Role Type
– SLA KPIs (Apdex Thresholds)
– Escalation Path (Pagerduty)
• You get Out of Box:
– Default Alarm / Notification Channel Set Up
– Basic Alarming
– Monitored SLA (Apdex)
– Dashboards
• Custom:
– Bespoke Alarms – Error Rates, Response Times, Min / Max Throughput
– Error Code Exclusion
– Auto Remediation
What Will Keep Us Successful?
• Role Based Access Control (RBAC)
• Pipeline Delivery (Control Plane)
– Build
– Ship
– Run
Q&A

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De-Centralizing Operations with APM [FutureStack16]

  • 1. Concur, an SAP Company De-Centralizing Operations with APM Kevin Evans, VP of DevOps and Cloud Services, Concur Angus Claus, Director Service Management, Concur Donnell Baker, Sr. Manager SRE, Concur
  • 2. Concur, an SAP Company De-Centralizing Operations with APM Kevin Evans, VP of DevOps and Cloud Services Angus Claus, Director Service Management and SRE Donnell Baker, Sr. Manager SRE November 2016
  • 4. A very brief review of the Concur service delivery journey SDLC* methodology Release cadence Architecture Ops model * Systems development lifecycle 2003 Waterfall 9 – 18 months On premise as a service IT  ops 2008 Mixed waterfall / agile Initial: 4 months Eventual: 1 month Monolithic hybrid Centralized hosted ops 2014 Agile Initial: 1 month Eventual: 1 day Microservice aspirations Evolving End 2 End DevOps
  • 5. Foundational principles • SaaS == Software as a Service – We are building a service, not just software • Decentralization and empowerment – Decompose system into a set of services – Dedicated team owns each service – Team is enabled and responsible for every aspect of that service • Simplicity, simplicity, simplicity
  • 6. Motivation for transitioning to the DevOps model Why? Innovation velocity Operational accountability Architecture change
  • 7. Core Practices • Automation is Key to everything – Pets vs. Cattle – Scale, Consistency, Velocity, Manageability • Engineering vs. Administration – Centralized group focus moves from managing servers and infrastructure to building tools that enable others to do this work • Frictionless and the lesson of the free Market – Mandates don’t exist. Make the desired path the easiest to achieve compliance • Build Culture where Everyone is accountable to the Service – Direct ownership enables teams to be accountable for their service • Learn from Others – We are not the first ones to travel this path, what have other companies done to solve the problems. How can we take these learning's, adjust, and apply
  • 8. What does DevOps mean at Concur? End-to-end (E2E) teams High degree of freedom • Technology • Velocity of release Self-service for operational services Operationally accountable for service • Performance • Availability • Security • Quality • Cost of Ownership Customers Auditors Go to Market E2E Teams E2E Teams E2E Teams E2E teams E2E Teams E2E Teams E2E Teams E2E teams E2E Teams E2E Teams E2E Teams E2E teams Limited centralized ownership Delivery pipeline SecurityQE Cloud Service s Production environments
  • 10. 10© 2015 SAP SE or an SAP affiliate company. All rights reserved. 10© 2015 SAP SE or an SAP affiliate company. All rights reserved. 10© 2015 SAP SE or an SAP affiliate company. All rights reserved.
  • 11. How We Champion APM Empowered Teams Expert Services The “Rails” Customer Success
  • 12. Why Do Rails Matter?
  • 13. Our Strategy - The “Rails” Centralized Control and Standardization • Standard Naming Convention – App Names – Labels • Developers are First Class Citizens – API Driven Configuration • Centralized services – Plug-in Abstraction
  • 14. Our coverage UI MT DB 4 Billion Transactions/Month 460+ Unique logins from 96 Agile teams New Relic charts and data used in weekly Service Reviews 99%+ of Major incidents reference New Relic data 8,700+ of Alerts/Month 40,000+ 519 Servers 80 Apps 2 Plug-ins 436 Servers 29 Apps 1 Plug-ins 4 Plug-ins
  • 15. The Future of APM @ Concur
  • 16. Minimum Bar • Automated operational maturity
  • 17. Zero Touch Configuration • Provide - Configuration as Code: – Role Type – SLA KPIs (Apdex Thresholds) – Escalation Path (Pagerduty) • You get Out of Box: – Default Alarm / Notification Channel Set Up – Basic Alarming – Monitored SLA (Apdex) – Dashboards • Custom: – Bespoke Alarms – Error Rates, Response Times, Min / Max Throughput – Error Code Exclusion – Auto Remediation
  • 18. What Will Keep Us Successful? • Role Based Access Control (RBAC) • Pipeline Delivery (Control Plane) – Build – Ship – Run
  • 19. Q&A

Notes de l'éditeur

  1. Bullet points Acronyms Caps
  2. Distributed and diverse teams Part of the solution versus a consumer Mention beta and early adopters like Infra -
  3. Average with bumpers is 65-70
  4. Note on min bar reqs
  5. We want to automate this to facilitate the E2E implementation through a delivery pipeline Because – highly distributed topology with many inter dependencies Manual implementation doesn’t scale
  6. Image: http://www.womansday.com/life/travel-tips/a51303/10-things-you-never-knew-about-roller-coasters/ - Getty