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Peter Lamar - The (Business) Case for DevOps

Peter Lamar - The (Business) Case for DevOps

devopsdaysraleigh

October 06, 2016
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  1. Peter Lamar ◦  Principle, Manta Technologies ◦  Course Director, Techtown

    Training ◦  Developer at EA Sports, Product Manager at Google and Cisco ◦  @ptlamar
  2. Direc;on  “Would you tell me, please, which way I ought

    to go from here?” “That depends a good deal on where you want to get to,” said the Cat. “I don’t much care where–” said Alice. “Then it doesn’t maJer which way you go,” said the Cat. ◦  Excerpt from Alice in Wonderland
  3. Who is this talk for?  Anyone who wants money (from

    a business decision maker) to do something ◦  Learn new tools ◦  Adopt a new technique ◦  Change the organizaSonal structure ◦  Get paid to play with some new technology for an indefinite amount of Sme Decision makers typically: •  Non-Technical •  Sales background
  4. So you want $$$?  I heard this great technique at

    DevopsDays!! I would love to implement it, but my company would never give the team 6 months to adopt x technique. ◦  If only I could convince my Product Owner/Manager/MarkeSng to let us address technical debt  Typically, we ask for an investment in infrastructure and promise a return on investment. ◦  How can we make this more effecSve?
  5. Metrics  Decision makes generally don’t like open ended investments with

    vague promises of an return on investment. They actually would prefer guaranteed revenue with zero risk. ◦  We cannot (should not) promise this. ◦  We can however, present a well constructed argument to support our Devops goals supported by Metrics and Facts
  6. 1. Business Objec;ve Introduce an idea/iniSaSve. Example for Use:  

    An idea/high-level concept to a business roadmap for funding
  7. 1. Business Objec;ve (Example) Introduce an idea/iniSaSve. “USlizaSon on our

    cloud resources is terrible. Average CPU % is 5%. Modern ContainerizaSon techniques could lower our cloud bill (Cost--) by 50%.” “We currently release sodware quarterly. If we adopt ConSnuous IntegraSon and Delivery then releasing every two weeks is obtainable. This would give us a higher feature velocity and enable us to be much more responsive to customer needs (Revenue++).” ”20% of our Sckets are issues with our server hardware failures from our 20 different configuraSons. If we can standardize on a single server type then we can anScipate more similar failures, less failures and faster Scket resoluSon (Cost--) && (Revenue++).
  8. 2. Project Defini;on  What problem is being solved? ◦  What

    are the business problems /opportuniSes that reveal the value of this Project?  Provide a summary of the proposed soluSon
  9. 2. Project Defini;on (Example)  What problem is being solved? ◦ 

    What are the business problems /opportuniSes that reveal the value of this Project? “USlizaSon on our cloud resources is terrible. Average CPU % is 5%. Our Cloud bill has been growing by x% a year” “We currently release sodware quarterly. We spent lots of effort on our manual deployments. We have customers who ask for new features daily.”  Provide a summary of the proposed soluSon  “Modern ContainerizaSon techniques could lower our cloud bill (Cost--) by 50%.”  “If we adopt ConSnuous IntegraSon and Delivery then releasing every two weeks is obtainable. This would give us a higher feature velocity and enable us to be much more responsive to customer needs (Revenue++).”
  10. 3. High-Level Business Case  ExpectaSons •  State the expected high-level

    results and deliverables •  Describe the new or modified business processes impacted by the project  Provide high-level overview of the project proposal requirements, including, but not limited to: Ø  Business Requirements -  Related Strategic Goals (OrganizaSon Level) -  Related TacScal Goals (FuncSonal Level) -  Related OperaSonal Management Goals (Staff Level) Ø  FuncSonal Requirements Ø  User Requirements  Financial benefits analysis, for example: -  State the high level financial benefits of doing this project. If there are none state “none” • Other benefits analysis –  list any addiSonal benefits of doing this project –  idenSfy Key Performance Indicators that will be impacted by this project
  11. 3. High-Level Business Case (Example)  Expect to have a ConSnuous

    integraSon and Delivery capability that can deploy a full producSon build in 48 hours.  This requires: ◦  1. Increasing code coverage from 40-90% Unit test coverage ◦  2. Deploying a local Jenkins Instance ◦  3. Configuring Jenkins with necessary plugins ◦  4. IntegraSon with Slack to enable channel updates of builds/Remote build kickoffs  EsSmated increased potenSal of horixes from quarterly to bi-weekly, improving by a factor of 6 enabling revenue uplid of x%  Other benefits: ◦  AnScipated stability improvement from smaller, more frequent deployments ◦  AnScipated feature velocity improvements as well from less broken builds (spent 15% on build downSme historically)
  12. State of Devops Report: Revenue++ Improve your product development cycles:

    •  Get new features and products to market faster. •  Release with fewer bugs. •  Experiment more. •  Roll out results of successful experiments to new markets. Improve data collec<on and analysis: •  Get beJer business intelligence about your customers. Improve your website: •  Drive more customer engagement. •  Drive more sales and/or leads. Improve services you offer: •  Drive customer retenSon. •  Get more referrals. •  Get more incremental revenue from exisSng customers.
  13. Common Devops Cost and Revenue Drivers Cost Tickets Self Service

    AutomaSon Recovery Time from Failure # of Defects Infrastructure resources (# of VMs, etc) Revenue Features Releases Hot fixes Security Deploy AddiSonal LocaSons Product Performance
  14. 4. Poten;al Roadmap 18 Phase 1 Name of phase 4

    Name of phase 3 Name of phase 2 Name of phase 1 Phase 2 Phase 3 Phase 4 Timing Key Tasks Deliverables Text • Task 1 • Task 2 • Task 3 • Deliverable 1 • Deliverable 2 Text • Task 1 • Task 2 • Task 3 • Deliverable 1 • Deliverable 2 Text • Task 1 • Task 2 • Task 3 • Deliverable 1 • Deliverable 2 Text • Task 1 • Task 2 • Task 3
  15. 5. Headcount Resources Needed Role Name(s) FYxx FYxx Add As

    Nec. Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 … Project Mgmt Product Owner Software Engineer Dev Test Operations (add other roles as necessary)
  16. Addi;onal Slides (as needed) ◦  Risks, ranked by severity/Probability of

    occurrences ◦  2-3 project alternaSves ◦  Headcount cost ◦  Resource cost ◦  Broader corporate strategic alignment Remember, less is more when it comes to slides ◦  Slides are good, but working code/prototypes/demos are GREAT