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DevOps topologies

Which team structure will enable DevOps to flourish ?

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DevOps topologies

  1. 1. z DevOps Topologies Sushma Chakkirala, Program Director, Secure DevOps @GTS Labs IBM
  2. 2. z DevOps Transformation and Culture Continuous Innovation, Feedback and Improvements DevOps Lifecycle Monitor & OptimizeRelease & DeployPlan & Measure Develop & Test IBM defines DevOps as an essential Enterprise capability for continuous software delivery and management that enables organizations to innovate rapidly to capitalize on new market opportunities, and reduce the cycle time to collect and react to customer feedback DevOps is a movement that requires a cultural and organizational change. DevOps practitioners should also consider culture which is a hard thing to transform. There is strong co-relation between team topology to team chemistry, individual performance, organizational capability and effectiveness of software delivery process
  3. 3. z How Team Topology impacts culture “Conway’s Law“ states that “Organizations which design systems … are constrained to produce designs which are copies of the communication structures of these organizations.” Alignment between business goals, system and team structure and collaboration structure is critical for becoming truly agile. Silo Attributes Heavy handoffs, conflicting goals, resistance, friction, order taker & givers, defensive, blame game Collaborative Attributes Simple or no handoffs, shared responsibility, trust, self-service, autonomous, open communication channels, mutual respect
  4. 4. z DevOps Team Topologies Framework There are many types of topologies that can effect DevOps transformation. Each topology comes with its pros and cons. Matthew Skelton and Manuel Pais documented common team topologies used by organisations. See http://devopstopologies.com/ for catalogue of team patterns and anti-pattenrs Which team structure will best fit my organization given the current skills and culture? Which structure will enable DevOps to flourish in my organization? How to transition from ‘now’ to the ‘nirvana’ structure?
  5. 5. z Personas & Roles & Responsibilities These are not separate, but interdependent entities that have to come together to put software into production. Seamless handoffs, Collaboration and Shared ownership of common areas needed to design systems and continuously improve ‘production readiness’. Dev - Plan, Code, Build, Test. Specialty includes coding, testing, algorithms, application design Ops – Deploy, Monitor, Operate, Release, support. Specialty in Infrastructure, OS administration, HA, On- call support, incident management
  6. 6. z DevOps Patterns and Anti-patterns Anti-patterns A. Dev vs Ops: D-O B. DevOps Team Silo: D-DO-O C. No Ops Needed: D.DO-O(0) D. Tools Team: D-O(T) E. SysAdmin: D-O(S) F. Embedded Ops: D(DO)-O G. Dev vs DBA: D-O(DBA) Patterns 1. Dev+Ops: D+O 2. Shared Ops: DO 3. Ops as IaaS: D.DO-O 4. DevOps-as-a-Service: D..DO..O 5. Temp DevOps Team: D-DOT-O 6. DevOps Evangelists: D-DOE-O 7. SRE Team: D-SRE-O 8. Container-Driven: D©-O© 9. DB Capability: DO(DBA)-O A pattern can become an anti-pattern when the team and the leaders exhibited siloed attributes Potential “To-Be” Team patterns for the future
  7. 7. z Type 1: Dev and Ops Collaboration - D-O Characteristics  Dev leans on Ops for operational concerns and includes Ops  Ops must be comfortable pairing with Dev and asking difficult questions on performance, reliability and rejecting deployments  Both have shared goals and mutual respect Effectiveness: High Suitability: Technical leadership and team
  8. 8. z Type 2: Fully shared Dev and Ops - DO Characteristics  Embedded Dev and Ops  No visible Ops team – NoOps  Context switching, product focus, mix of skill set  Budgetary constraints, startup mode Effectiveness: High Suitability: Web based product & Bootstrap
  9. 9. z Type 3: DevOps as IaaS(Platform) – D.DO-O Characteristics  Team within dev provides thought leadership on operational features, metrics, monitoring, provisioning  This team communicates to IaaS  Less collaboration, easy to implement Effectiveness: Medium Suitability: Traditional IT Operations and use of public cloud
  10. 10. z Type 4: DevOps as a External Service – D..DO..O Characteristics  Orgs that don’t have finances to invest in operational aspects  Dev team reaches out to external provider to build test environments, automation, monitoring, advice on Ops features Effectiveness: Medium Suitability: small organizations who don’t want to invest in Operational expertise
  11. 11. z Type 5: DevOps team with an expiry date – D-DOT-O Characteristics  Temporary team to bridge between Ops speak and Dev speak  Temporary virtual team  Translate to Operational aspects such as SSL offloading, LBs Effectiveness: High Suitability: Precursor to lead to Type 1
  12. 12. z Type 6: DevOps as Evangelists D-DOE-O Characteristics  Facilitating DevOps practices  Spreading awareness  Keeps Dev and Ops talking  Goal is to become redundant by enabling the org Effectiveness: Medium to High Suitability: Orgs where the Dev and Ops tend to drift apart
  13. 13. z Type 7: DevOps as SRE – D-SRE-O Characteristics  Explicit handoff model  Dev team has to provide evidence that SW is of production quality with metrics, logs  If SRE team is happy with the code and agrees to support in production  SRE can reject the SW and ask Development to improve the code Effectiveness: Low to High Suitability: High engineering and organization maturity
  14. 14. z Type 8: Container driven collaboration- D©-O© Characteristics  Containers minimize the need for collaboration  Encapsulate deployment and runtime requirements of application to container Effectiveness: Medium to High Suitability: Works very well but beware of the ‘just deploy’ mindset
  15. 15. z Thank you!!