You build it, but you ain't gonna run it – DevOps practices for IT providers

The DevOps movement tries to break down silos between Dev and Ops and foster an intensive collaboration between both parties. Many companies have been improving their internal adoption of DevOps practices over the last few years. But if they employ external IT suppliers, often the old silos arise again. The solution is built by the supplier and operated by customer after being handed over.

It’s possible to adopt DevOps practices as an external IT supplier though. I will show you some patterns and practical examples to do so.

Transcript

1. Konstantin Diener | konstantin.diener@cosee.biz | @coseeaner DevOps practices for IT providers You build it, but you ain't gonna run it
3. • as many Features as possible • quick response • Scrum: Shippable Product • stable application • no Incidents or major bugs • no Downtimes >> throughput >> stability Development Operations
4. https://de.slideshare.net/jallspaw/10-deploys-per-day-dev-and-ops-cooperation-at-flickr/
5. Spock Scotty Little bit weird Sits closer to the boss Thinks too hard Pulls levers & turns knobs Easily excited Yells a lot in emergencies https://de.slideshare.net/jallspaw/10-deploys-per-day-dev-and-ops-cooperation-at-flickr/
6. https://de.slideshare.net/jallspaw/10-deploys-per-day-dev-and-ops-cooperation-at-flickr/ Ops’ job is to enable the business (this is dev’s job too)
7. You build it, you run it. “ Werner Vogels
8. Maybe that’s true for product organisations, but …
9. … when an IT supplier comes into play it’s o ft en …
10. You build it, but you ain’t gonna run it.
11. Konstantin Diener CTO and Co-Founder of cosee
12. Start Scale product development
13. But, what’s the di ff erence?
14. Customers Client Supplier
16. Spock Scotty Little bit weird Sits closer to the boss Thinks too hard Pulls levers & turns knobs Easily excited Yells a lot in emergencies https://de.slideshare.net/jallspaw/10-deploys-per-day-dev-and-ops-cooperation-at-flickr/
18. What’s the alternative?
19. Accelerate Nicole Forsgren, Jez Humble, Gene Kim
20. Pathological (Power-Oriented) Bureaucratic (Rule-Oriented) Generative (Performance-Oriented) Low cooperation Modest cooperation High cooperation Messengers “shot” Messengers neglected Messengers trained Responsibilities shirked Narrow responsibilities Risks are shared Bridging discouraged Bridging tolerated Bridging encouraged Failure leads to scapegoating Failure leads to justice Failure leads to inquiry Novelty crushed Novelty leads to problems Novelty implemented
21. Generative organizations focus on the mission. How do we accomplish our goal? Accelerate
22. What’s the client’s goal?
23. Why do we build products?
24. User Story Mapping Je ff Patton
25. Je ff Patton, User Story Mapping, https://jpattonassociates.com/
26. Your company can’t get what it wants unless your customers and and users get something they want. “ Je ff Patton
27. Je ff Patton, User Story Mapping, https://jpattonassociates.com/
28. Customers Client Supplier
29. Customers Client Supplier
30. Vision Statement Kurze Beschreibung der Vision/Idee Zielgruppe Welches Marktsegment/Ziel- oder Nutzer- gruppe soll das Produkt ansprechen? Dieser Punkt kann auch in Form einer Persona beschrieben sein. Bedürfnisse/Probleme Welche Bedürfnisse der Zielgruppe werden befriedigt? In welcher Form schafft das Produkt Wert für den Benutzer oder empfindet er es als wertvoll? Welche Emotionen weckt das Produkt? Top Features Welches sind die drei bis fünf wichtigsten Funktionen? Gibt es ein Alleinstellungsmerkmal (USP)? Geschäftsmodell Wie wird mit dem Produkt Geld verdient? Wer sind die zahlenden Kunden? Was ist der Kunde bereit zu bezahlen und wie bezahlt er? Konkurrenz Gibt es Organisationen am Markt, die ein ähnliches Produkt anbieten? Differenznutzen Was bietet das Produkt mehr, weniger oder anders gegenüber vergleichbaren Produkten? angelehnt an http://www.romanpichler.com/tools/vision-board cosee_VisionStatement_Plakat2019_ Druck.indd 1 15.11.18 10:17
31. Understand what’s the real customer need …
32. … and don’t just implement a wish list of features.
33. Je ff Patton, User Story Mapping, https://jpattonassociates.com/
34. Small Experiments Batch Sizes
35. Every Release is a working product.
36. Use Continuous Integration!
37. We do! ✅
38. Really? 🤔
39. Trunk Based Development?
40. #NoFeatureBranches
41. Continuous Delivery Jez Humble, David Farley
42. Use Continuous Delivery!
43. Application is always in a releasable state.
44. + + Repo Build Executable Repo Pipeline running product = =
45. Let production be „yet another environment“.
46. t Application Infrastructure
47. Je ff Patton, User Story Mapping, https://jpattonassociates.com/
48. Run your application in production.
49. t Code Infrastructure
50. Build metrics & alerting in.
51. Eat your own dog food.
52. Learn your application footprint by early performance tests.
53. We want to ship continuously, but we have to wait for the client’s …
54. Legal designers sales team Content Authors IT Marketing
56. Use DevOps collaboration models to avoid silos.
57. Team Topologies Matthew Skelton & Manuel Pais
58. Embedding Inspired by devopstopologies.com
59. Embedding x as a Service Inspired by devopstopologies.com
60. Site Reliability Engineering
61. Embedding x as a Service Collaboration Inspired by devopstopologies.com
62. Use DevOps collaboration models for handover & onboarding.
63. Embedding x as a Service Collaboration Inspired by devopstopologies.com
64. Use blameless postmortems to share knowledge about the application with the client.
65. Use basic DevOps practices …
66. Make work visible … also to the client.
67. Shi ft le ft . ⬅
68. Everybody is responsible.
69. Continuous Improvement 💪
70. Discovery- Phase Backlog Expert-Teams Billing Models Iterative Delivery Software- Releases
71. konstantin.diener@cosee.biz | @onkelkodi Picture credits: Boat: https://www.shutterstock.com/de/g/solovushka Silos: https://www.shutterstock.com/de/g/davotibarna Gated Bridge: https://www.istockphoto.com/de/portfolio/vesilvio Interested? Konstantin Diener | cosee GmbH cosee.biz