DevOpsDays Cuba 2017: Workshop - Essential DevOps

Author: Mike Rosado
Summary: Essential DevOps is a half day interactive workshop that provides a detailed overview of DevOps including cultural, automation and emerging practices that are delivering real business value in real organizations. The session will also look at how DevOps leverages existing frameworks such as Agile, Lean and ITSM to increase the delivery pipeline.

The course is divided into several modules including “Why DevOps, Why Now”, Cultural Considerations, DevOps Practices and Principles, Integration with Other Frameworks and Getting Started.

Transcript

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2. The DevOps Institute is the global learning
   community for emerging DevOps practices.
   DOI’s enterprise grade DevOps education,
   training and certification is delivered worldwide
   through our Registered Education Partners.
   Mike Rosado
   @mikerostx
   DevOps Enthusiast, Technical Evangelist, and also
   work as an Independent Consultant, active
   trainer, ScrumMaster, and DevOpsDays Global
   Core Team Organizer.
   

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3. • Gain a high level understanding of the reasoning,
   values, practices and benefits of DevOps
   • Hear and share real life scenarios
   • Earn credits
   – PMPs earn 4 PDUs
   • Have fun!
   

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5. A cultural and professional movement that
   stresses communication, collaboration and
   integration between software developers
   and IT operations professionals while
   automating the process of software
   delivery and infrastructure changes.
   Wikipedia
   While there are many interpretations of DevOps, the most commonly agreed definition is
   

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6. • A title
   • A team
   • A tool
   • Only culture
   • Only automation
   • NoOps
   • The wild west DevOps is coming to life through
   emerging practices that are delivering
   real value in real organizations.
   

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8. The outcome economy is a shift from
   competing by selling products and services to
   competing by selling measurable results
   important to the customer.
   It's an economy where buyers are looking to
   buy an outcome and the sellers are selling a
   promise of an outcome.
   Alan Alter, Accenture
   

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9. - What is your organization’s promised outcome?
   - How do you know if you are delivering it?
   

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10. – Every business has become a tech business
    – IoT is rapidly increasing
    – Consumers have developed “app” mentalities
    – Customers value outcomes, not products
    – Time to value is replacing time to market
    – Intelligent data must shape direction quickly
    – Customer delight is more important than
    customer satisfaction
    Your biggest competitor may be a start-up
    

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11. IT no longer needs to align with the business, IT is the business
    – Every business has become a tech business
    – IoT is rapidly increasing
    – Consumers have developed “app” mentalities
    – Customers value outcomes, not products
    – Time to value is replacing time to market
    – Intelligent data must shape direction quickly
    – Customer delight is more important than
    customer satisfaction
    

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12. • Internal IT challenges
    – IT must go faster, faster, faster without risking quality
    – Prior investments aren’t delivering end to end value
    • Agile SW development is good but isn’t delivering full value
    • ITSM processes are good but aren’t delivering full value
    • New automation is good but isn’t delivering full value
    – IT’s silo culture is constraining the value stream
    DevOps must continuously deliver
    outcomes by bridging and improving
    almost every aspect of IT.
    High performing IT organizations have common internal characteristics.
    

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13. Peer-reviewed
    change
    approval
    process
    Proactive
    monitoring
    Version
    control for all
    production
    artifacts
    High-trust
    organizational
    culture
    Win-win
    relationship
    between Dev
    and Ops
    Source: 2014 State of DevOps Report – Puppet Labs, IT Revolution Press and ThoughtWorks
    

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14. • Organizations are more agile
    – Code is shipped 30 times faster
    – Deployments are completed 8000
    times faster
    Source: 2013 State of DevOps Report – Puppet Labs and IT Revolution Press
    • Services are more reliable
    – There are 50% fewer failures
    – Service is restored 12 times faster
    Organizations that implemented DevOps practices were up to
    five times more likely to be high performing.
    

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15. “I'm not sure anyone gets to do more
    with less these days but we can do more
    with less effort.”
    Gene Kim
    

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16. • Web Pioneers
    – Netflix
    – Etsy
    • Recognize these?
    – Disney
    – Microsoft
    – Ticketmaster
    • Insurance companies
    – Nationwide
    – Travelers
    • Financial Institutions
    – BNY Mellon
    – Bank of America
    – World Bank
    • Retailers
    – Target
    – Nordstrom
    – Sherwin Williams
    – Macy’s
    and many, many more…
    DevOps adoption is spanning international vertical markets
    

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17. By 2016, DevOps will evolve from a niche to a
    mainstream strategy employed by 25 percent of
    Global 2000 organizations.
    Technology that supports the DevOps toolchain is
    predicted to grow 21 percent worldwide.
    Gartner, 2015
    http://www.gartner.com/newsroom/id/2999017
    

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18. DevOps
    Values
    Culture
    Automation
    Lean
    Measurement
    Sharing
    

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19. “Culture eats strategy for breakfast.”
    Peter Drucker
    

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20. The values and behaviors that contribute to the unique social
    and psychological environment of an organization.
    www.businessdictionary.com
    “You can’t directly change culture.
    But you can change behavior, and behavior becomes culture.”
    Lloyd Taylor
    

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21. • Think of one word that describes your
    organizational culture today?
    • Now think of one word that would describes
    your organizational culture of tomorrow?
    

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22. • Shared vision, goals and
    incentives
    • Open communication
    • Collaboration
    • Pride of workmanship
    • Respect and trust
    • Transparent
    • Safe
    • Continuous improvement
    • Experimentation
    • Intelligent risk taking
    • Learning and practicing
    • Data-driven
    • Recognition
    • Reflective
    Organizational culture is one of the strongest predictors of
    both IT and organizational performance.
    

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23. Cultural debt occurs when cultural considerations are
    disregarded or deferred in favor of growth and innovation.
    DEV OPS
    IT’s silo culture and other organizational challenges are a direct
    result of disregarding cultural considerations in favor of rapid
    increases in corporate technology. The due date is today!
    

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24. • You cannot change people – they can only change themselves
    • People will only change when they are ready to change
    • Change likely takes longer and costs more than expected
    

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25. Innovators
    2.5%
    Early
    Adopters
    13.5%
    Early
    Majority
    34%
    Late
    Majority
    34%
    Laggards
    16%
    Time to Adopt New Ideas or Technology
    Critical
    Mass
    Adoption means that a person does something
    differently than before.
    

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26. Shock
    Denial
    Anger
    Resistance
    Resignation
    Exploration
    Acceptance
    Building
    Commitment
    Status Quo
    Time
    Morale and Competence
    The Stages of Change Acceptance
    

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27. One thing is for sure: we cannot
    “greenfield” human beings the way
    we can tear down an application and
    rebuild it in another environment.
    Mandi Walls
    

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29. • Repeatable and reliable deployment processes
    • A robust, stable and resilient delivery pipeline tool chain
    • Treating infrastructure as code
    • Continuous integration, testing and QA
    • On-demand creation of development, test, staging and
    production environments
    • Proactive monitoring
    

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30. Source: © Cloudbees
    

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31. Automation enables agility, consistency, speed and reliability.
    and many more…
    Source: © Cloudbees
    While many of these tools are open source, how they
    are adapted and integrated into your delivery pipeline
    will determine their value.
    

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32. • Automation supports
    • Faster lead times
    • More frequent releases
    • Less turbulent releases
    • Fewer errors
    • Higher quality
    • Faster recovery
    • Business and customer
    satisfaction
    • Automation gives rote tasks
    to computers and allows
    people to
    • Weigh evidence
    • Solve problems
    • Make decisions based
    on feedback
    • Use their skills, experience and
    judgment
    

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33. Success is not delivering a feature; success is
    learning how to solve the customer’s problem.
    Mark Cook, Kodak
    

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34. The goal of lean thinking is to create more value for customers with
    fewer resources and less waste.
    Waste is any activity that does not add value to the process.
    

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35. • Defects
    • Overproduction
    • Inventory
    • Over-processing
    • Motion
    • Transportation
    • Waiting
    

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36. Value is
    defined by
    the customer.
    

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38. Culture
    • Retention
    • Satisfaction
    • Callouts
    Process
    • Idea-to-cash
    • MTTR
    • Deliver time
    Quality
    • Tests passed
    • Tests failed
    • Best/worst
    Systems
    • Throughput
    • Uptime
    • Build times
    Activity
    • Commits
    • Tests run
    • Releases
    Impact
    • Signups
    • Checkouts
    • Revenue
    Source: Splunk 2016
    

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39. • What measurements does IT use to assess IT’s
    performance?
    • What measurements does the business use to
    assess IT’s performance?
    

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41. • Actively sharing tools, knowledge, discoveries and lessons
    learned helps Dev and Ops to
    – Identify new collaboration opportunities
    – Avoid redundant work and overcome silo cultures
    – Create common vocabularies and mindsets
    – Create active exchanges of ideas and innovation
    – Respect each other’s skills, expertise and commitment
    Games, hackathons, common
    workspaces and other innovations
    are helping to encourage sharing.
    

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42. DEV OPS
    

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43. DEV OPS
    Area 4: Embed Operations
    knowledge into project
    Area 2: Extend operations
    feedback to project
    Area 1: Extend delivery
    to production
    Area 3: Embed project
    knowledge into Operations
    SD 1
    BO
    B
    

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44. • The First Way – Flow
    – Increase the flow of work (left to right)
    • The Second Way – Feedback
    – Shorten feedback loops for continuous improvement (right to left)
    • The Third Way – Continuous experimentation and
    learning
    – Create a culture that fosters
    • Experimentation, taking risks and learning from failure
    • Understanding that repetition and practice leads to mastery
    The Theory of Constraints is an important element of the Three Ways.
    

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45. Individuals
    and interactions
    Processes
    and tools
    Working
    software
    Comprehensive
    documentation
    Customer
    collaboration
    Contract
    negotiations
    Responding
    to change
    Following a plan
    While there is value in the items on the right,
    we value the items on the left more.
    OVER
    

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46. • Scrum is
    – The most commonly applied Agile practice
    – Deceptively simple yet difficult to master
    – Not a process or a technique for building products
    Scrum increases the ability to release more frequently.
    Scrum is a simple framework for effective team collaboration on
    complex projects. Scrum provides a small set of rules that
    create “just enough” structure for teams to be able to focus their
    innovation on solving what might otherwise be an
    insurmountable challenge.
    Scrum.org
    

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47. – Software is deployable throughout its
    lifecycle
    – The team prioritizes keeping the software
    deployable over working on new features
    – Anybody can get fast, automated feedback
    on the production readiness of their systems
    any time somebody makes a change to them
    – You can perform push-button deployments
    of any version of the software on demand
    Continuous delivery is an approach to delivering software that reduces
    the cost, time, and risk of delivering incremental changes to users.
    Source: Jez Humble
    Always
    Deployable
    

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48. • A software development
    practice where
    – Members of a team code
    separately but integrate their
    work at least daily
    – Each integration goes through an
    automated build and test to
    detect errors and defects
    – The team collectively builds the
    software faster with less risk
    

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49. • Functional
    – Unit tests, API, integration, system testing
    • Non-functional
    – Performance, security, compliance, capacity
    Automated testing is a key aspect of
    Continuous Integration and Continuous Delivery.
    Continuous testing is the process of executing automated tests as part of
    the software delivery pipeline to obtain immediate feedback on the
    business risks associated with a software release candidate.
    

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50. • Engages Security into the Dev and Ops
    relationship (SecDevOps)
    • Ensures security and risk management
    practices are embedded into DevOps
    and the continuous delivery pipeline to
    • Leverages automation for resilience,
    testing, detection and audit
    “Rugged” describes software development organizations which
    have a culture of rapidly evolving their ability to create available,
    survivable, defensible, secure, and resilient software.
    www.ruggedsoftware.org
    

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51. • Makes work visible
    • Makes policies explicit
    • Limits work in progress (WIP) to capacity
    • Visualizes and manages workflow
    • Measures velocity (quantity of work done in an iteration)
    • Is deceptively simple
    Kanban measures include lead time and cycle time.
    

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52. • Improves collaboration between teams
    • Brings the environment into the chat
    • Supports faster incident detection and
    resolutions
    ChatOps is a somewhat new approach to communication that
    allows teams to collaborate and manage not only aspects of their
    infrastructure and code, but a wide variety of functions within an
    organization, all from the comfort and safety of a chat room.
    Jason Hand, VictorOps
    

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53. Agile
    SM
    ITIL
    Lean
    Kanban
    Scrum
    – Adapts Agile practices to ITSM
    process design
    – Implements service management in
    small, integrated increments
    – Ensures ITSM processes reflect
    Agile values from initial design
    through CSI
    Agile Service Management does not reinvent ITSM – it modernizes the approach.
    Agile Service Management (Agile SM) ensures that ITSM processes
    reflect Agile values and are designed with “just enough” control and
    structure in order to effectively and efficiently deliver services that
    facilitate customer outcomes when and how they are needed.
    Agile Service Management Guide
    

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55. Desired skills %
    Coding or scripting 84%
    People skills – communication and collaboration 60%
    Process reengineering (e.g., using agile and lean practices) 56%
    Experience with specific tools 19%
    The demand for DevOps skills is rapidly rising.
    Source: 2013 State of DevOps Report – Puppet Labs and IT Revolution Press
    

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56. • More organizations are establish DevOps teams that
    – Have Dev and Ops report to same management
    – Build on an agile small team approach
    – Are successfully applying DevOps principles
    • The pros and cons of this approach are not clear
    – Are they doing anything noticeably different than other IT
    departments?
    – Are they creating new silos?
    16% of 2014 survey respondents had or were creating DevOps departments.
    These were mostly departments with 20-499 employees but the trend is
    growing.
    Source: 2014 State of DevOps Report – Puppet Labs, IT Revolution Press and ThoughtWorks
    

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58. • Starts with a single step
    • Has no finish line
    • Recognizes the unique skills and
    experience of each contributor
    • Expects discipline and
    commitment from all levels
    • Takes time and patience
    • Learns from success and failures
    

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59. • Designate Dev and Ops representatives to
    – Understand and communicate organizational outcomes
    – Analyze the end-to-end value stream
    – Identify obvious workflow constraints and waste
    – Review feedback loops and communications
    – Assess automation opportunities and APIs
    – Compare scope requirements from each team
    – Agree on shared goals and accountabilities
    – Take the first step
    

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60. “DevOps is not only possible, it is
    necessary in the new world of
    business technology.”
    Forrester Research
    

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61. Coming in 2017
    ➢Continuous Delivery
    Architect (CDA)℠
    ➢DevOps Test Engineer
    (DTE)℠
    ➢DevSecOps Engineer
    (DSOE)℠
    ➢DevOps Leader℠
    ➢DevOps Professional
    (DO PRO)℠
    Want to learn more?
    

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62. • www.devopsinstitute.com
    • www.devops.com
    • www.devopsconnect.com
    • www.devopsdays.org
    • www.itrevolution.com
    • www.itsmprofessor.net
    • www.puppetlabs.com
    • www.devopsenterprise.io
    Websites
    

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63. • 2013-2015 State of DevOps Report.
    Puppet Labs, IT Revolution Press
    • The Phoenix Project. G. Kim, et al, IT
    Revolution Press, 2013
    • 7 Habits of Successful DevOps.
    Forrester Research, 2013
    • Continuous Delivery. J. Humble, et
    al. Addison-Wesley Professional,
    2010
    • Lean Enterprise: Adopting Continuous
    Delivery, DevOps, and Lean Startup at
    Scale. J. Humble, et al, O'Reilly Media,
    2014
    • Lean IT: Enabling and Sustaining Your
    Lean Transformation. S. Bell and M
    Orzen. Productivity Press, 2010
    • The DevOps Handbook , G. Kim, et al,
    IT Revolution Press (coming 10/16)
    Published Works
    DevOps best practices will continue to evolve through communities of
    practice and a collective body of knowledge (Cbok).
    

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64. Ac
    For updates, follow us on Twitter!
    @DEVOPSINST
    

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