From Bricks and Mortar to Virtual ITSM

This was presented at Pink18 in Florida on Feb 19th, 2018, it covers Auto Trader UK's 10+ years journey with ITIL and moving into the DevOps arena following a massive change in business culture, giving more control to the developers, working closely with Operations, improving release flow and overall success rate.

Transcript

2. Section title 2 From Bricks and Mortar to Virtual ITSM No ITSM Traditional ITSM Virtual ITSM AutoTrader Journey
3. Section title 3 About AutoTrader
4. AutoTrader history timeline 4 1977 1995 UK national coverage of Auto Trader magazines 2007 Implements digital transition strategy Digital revenue = Print revenue 2010 Websites for Retailers Launches apps 2013 Closure of print magazines 2013 100% digital business in UK and Ireland Magazine Business 1996 Start of online operations - Launch of autotrader.co.uk Diversification Transition to Digital Fully Digital Business 1994 2007 2013
5. 92% 4x 80% Of consumers know who we are and what we do in the UK Larger consumer audience compared to our nearest competitor Of UK car dealers advertise on Auto Trader 5 Stats that make us proud
6. Section title 6 Dave Whyte Operations Engineering Lead
7. Section title 7 216 Physical Servers 3K Virtual Servers > 4M Page Views / Hour > 250 Live Applications 2 x Data Centres 83 Releases / Week
8. Section title 8 No ITSM Traditional ITSM Virtual ITSM
9. Section title 9 No business value Cut, cut, cut A mysterious black hole Print business
10. Section title 10 Two IT support departments Operationally similar to an ISP Applications developed in-house
11. Section title 11 Incidents not logged No trend analysis or event management Multiple high impacting, long lasting incidents No governance Preventable incidents
12. Section title 12 Waterfall model Large bundled releases Slow turnarounds Lots of impact Regular back outs Operations an afterthought Not focused on quality
13. Section title 13 Flawed change process Lack of governance New Change Manager CAB Good start, still painful
14. 14 No release process ‘Wild West’ Slow & Laborious Service impacting Human error No governance
15. Section title 15 Operational monitoring Poor visibility Limited coverage Thresholds in need of tuning Monitoring via Customers
16. Section title 16 Silos everywhere The ‘Goldfish Bowl’ Face of doom ‘That’s someone else’s problem’
17. Section title 17 ‘Blockers’ Slowing the business down
18. Section title 18 Limited ITIL awareness Training for everyone in Operations Solid foundation
19. Section title 19 No ITSM Traditional ITSM Virtual ITSM
20. Section title 20 ITSM Team formed Documentation Governance Training Forward-thinking Business engagement
21. Section title 21 New toolset needed What did we want? Project to implement Set up Roll out Feedback Today
22. Section title 22 CAB process change Opening up the barriers Flow overhaul Pragmatic solution Tedious & Frustrating, not AGILE Cumbersome change flow
23. Section title 23 Release team Auto Deploy Failed release retro Powerful stats Opening up change windows
24. Section title 24 Collaboration with resolving teams Out with the old! Incident Management Incidents being logged Problem Management contributed to Incident reduction
25. Section title 25 Outside looking in Pain point visibility Root Cause analysis Trend analysis Major Incident reviews Tenacious action chasing
26. Section title 26 Mature processes In a good place PinkSCAN audit Not a coincidence Circulate results to business Peter Hubbard Pink Elephant Head of Product Portfolio Biannual Audit Mutually beneficial relationship
27. Monitoring Revolution! Conferences Shared visibility Traditional monitoring Graphite Graph overload
28. Section title 28 Operations still blockers Unorganised workflow Kanban & Stand-ups Long turnarounds Investing in the future
29. Section title 29 No ITSM Traditional ITSM Virtual ITSM
30. Section title 30 Virtual ITSM Still a process owner Catch-up’s Request fulfilment using Trello
31. Section title 31 MISSION: Most admired digital company in the UK Open plan & Transparent Bringing IT & the Business together Removal of contract army
32. Squad Model Small, multi-disciplinary team Basedaround a Purpose Autonomous Led by Tech and Product experts https://labs.spotify.com/2014/03/27/spotify-engineering-culture-part-1/ Squad
33. Tribe Structure Tribe 1 Tribe 2 Tribe 3
35. TRIBE – Technology & Infrastructure Operations
36. Section title 36 Private Cloud From Blocker to Enabler! ‘Fail Fast’, Learn Enabling Experimentation Shippr Facilitating ’Speed to Market’
37. Section title 37 ‘Outside of the Box’ Still lots of graph overload Dev & Ops working together
38. 38 Dozor > 13 Million tests every day! Game changer
39. 39 Release Dashboard Product squad manage releases Operational awareness IT FSC Governance & Retros
40. Release Success Using Continuous Delivery 40 Release Volume Release Success Total Failures
43. People – You need the right people to succeed, they need to be forward thinking, pragmatic, collaborate outside their sphere and show drive to challenge the normal. These people will help make changes to benefit all. Monitoring – I believe one of the main keys to dev/ops is shared monitoring, this gives one source of truth and a common language when discussing performance or stability. The Journey – To get to where we are today has taken a large investment in time and effort, there are NO short cuts, NO magic bullets. 43 Takeaways
45. Section title 45 Dave Whyte Operations Engineering Lead AutoTrader dave.whyte@autotrader.co.uk