DevOps is just a beginning

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DevOps is just a beginning Rethinking IT from scratch (updated 2020 edition) Uwe Friedrichsen – codecentric AG – 2012-2019

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Uwe Friedrichsen CTO @ codecentric https://twitter.com/ufried https://www.speakerdeck.com/ufried https://medium.com/@ufried

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What is DevOps?

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DevOps is about automating build and deployment Isn’t that just a new term for “Agile”? DevOps is about more tooling! You build it, you run it! You need Kubernetes for DevOps It’s about teams that mediate between Dev and Ops It’s a mindset thing … DevOps Yikes! No! No, you don’t. You confuse cause and (potential) effect No, not at all. Nope. Different driver, different goals. No. That’s CI/CD. Well, isn’t that always true?

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Let’s check the “DevOps bible” https://itrevolution.com/book/the-phoenix-project/ https://itrevolution.com/the-three-ways-principles-underpinning-devops/

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The 3 ways of DevOps

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Systems thinking • Minimize cycle times – maximize flow • Holistic view – optimize for global goals • Never pass defects downstream • No local optimizations • Seek to increase flow Ops Dev Business IT value chain Customer Holistic optimization

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Amplify feedback loops • Create right to left feedback loops • Create quality at source – avoid downstream defects • Respond to all customers – internal and external • Shorten and amplify all feedback loops • Embed knowledge where needed Ops Dev Business IT value chain Customer

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Culture of continual learning • Foster continual experimentation • Experiment, take risks and learn from success and failure • Understand that repetition and practice is needed for mastery • Allocate time for improvement of daily work • Create rituals that reward teams for taking risks • Introduce faults into the system to increase resilience Ops Dev Business IT value chain Customer

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But why is DevOps just a beginning?

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First, a bit of background …

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Evolution of markets

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Formal part of value creation Solution: machine Dynamic part of value creation Solution: man sluggishness/low dynamic high dynamic high dynamic The historical course of market dynamics and the recent rise of highly dynamic and complex markets The dominance of high dynamics and complexity is neither good nor bad. It‘s a historical fact. t 1970/80 today Age of crafts manu- facturing Age of tayloristic industry Age of global markets 1850/1900 Spacious markets, little competition Local markets, high customi- zation Outperformers exercise market pressure over conventional companies We call the graph shown here the “Taylor Bathtub”. The “bathtub” curve Source: BetaCodex Network Associates, “Organize for complexity”, BetaCodex Network White Paper 12 & 13

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Formal part of value creation Solution: machine Dynamic part of value creation Solution: man sluggishness/low dynamic high dynamic high dynamic The historical course of market dynamics and the recent rise of highly dynamic and complex markets The dominance of high dynamics and complexity is neither good nor bad. It‘s a historical fact. t 1970/80 today Age of crafts manu- facturing Age of tayloristic industry Age of global markets 1850/1900 Spacious markets, little competition Local markets, high customi- zation Outperformers exercise market pressure over conventional companies We call the graph shown here the “Taylor Bathtub”. Pre-industrial era Source: BetaCodex Network Associates, “Organize for complexity”, BetaCodex Network White Paper 12 & 13 Tailor-made solutions Mastery is key to success

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Formal part of value creation Solution: machine Dynamic part of value creation Solution: man sluggishness/low dynamic high dynamic high dynamic The historical course of market dynamics and the recent rise of highly dynamic and complex markets The dominance of high dynamics and complexity is neither good nor bad. It‘s a historical fact. t 1970/80 today Age of crafts manu- facturing Age of tayloristic industry Age of global markets 1850/1900 Spacious markets, little competition Local markets, high customi- zation Outperformers exercise market pressure over conventional companies We call the graph shown here the “Taylor Bathtub”. Industrial era Source: BetaCodex Network Associates, “Organize for complexity”, BetaCodex Network White Paper 12 & 13 Cost-efficiently scale production Getting more done with less people is key to success

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Formal part of value creation Solution: machine Dynamic part of value creation Solution: man sluggishness/low dynamic high dynamic high dynamic The historical course of market dynamics and the recent rise of highly dynamic and complex markets The dominance of high dynamics and complexity is neither good nor bad. It‘s a historical fact. t 1970/80 today Age of crafts manu- facturing Age of tayloristic industry Age of global markets 1850/1900 Spacious markets, little competition Local markets, high customi- zation Outperformers exercise market pressure over conventional companies We call the graph shown here the “Taylor Bathtub”. Post-industrial era Source: BetaCodex Network Associates, “Organize for complexity”, BetaCodex Network White Paper 12 & 13 Continuously respond to changing demands Continuous market adaption is key to success

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Key drivers Pre-industrial era • No clear driver • “Whatever pays the bill” Industrial era • Cost-efficiency • Scalability • Repeatability • Stability • Efficiency & scale Post-industrial era • Cycle times • Adaptability • Flexibility • Resilience • Effectiveness & speed

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Evolution of IT

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1960 1970 1980 1990 2000 2010 2020 Complicated (Business functions) Complex (Business processes) Highly complex (Business nervous system) Software crisis Software engineering PC LAN Internet Business Support of IT Selective Holistic Complicated Complex “Moore’s law” Mobile IoT

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IT has changed a lot over the decades ...

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1960 1970 1980 1990 2000 2010 2020 Complicated (Business functions) Complex (Business processes) Highly complex (Business nervous system) Software crisis PC LAN Internet Business Support of IT Selective Holistic Complicated Complex “Moore’s law” Mobile IoT Software engineering ... but still we strive to control our IT of today ... ... based on the concepts we developed for an IT almost 50 years ago

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Formal part of value creation Solution: machine Dynamic part of value creation Solution: man sluggishness/low dynamic high dynamic high dynamic The historical course of market dynamics and the recent rise of highly dynamic and complex markets The dominance of high dynamics and complexity is neither good nor bad. It‘s a historical fact. t 1970/80 today Age of crafts manu- facturing Age of tayloristic industry Age of global markets 1850/1900 Spacious markets, little competition Local markets, high customi- zation Outperformers exercise market pressure over conventional companies We call the graph shown here the “Taylor Bathtub”. Remember the “bathtub” curve? Source: BetaCodex Network Associates, “Organize for complexity”, BetaCodex Network White Paper 12 & 13

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What is the role of IT today?

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IT today is ... • ... the nervous system of the business • ... an enabler of (disruptive) new business models • ... an integral part of the business model (“digitization”) • ... the medium for the continuous customer communication

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And now?

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1 We live in an age of uncertainty

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2 We need to move fast and learn all the time to succeed in the face of uncertainty

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3 IT today is a key success factor to survive in a post-industrial market

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4 The traditional IT “best practices” are counterproductive because they solve a completely different problem

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We need to rethink IT!

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Rethinking IT

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What are the change drivers?

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Change drivers • Post-industrial markets • Highly dynamic, consumer-driven markets • Economic Darwinism • Digital transformation • IT as (integral part of) a product, API-driven business models • Contextual computing, ubiquitous computing • Disruptive technologies (Innovation through disruption) • Mobile, cloud, smart data, IoT, serverless, AI, …

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What are the new goals?

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New IT goals • Speed – Minimize cycle times through IT value chain • Flexibility – Respond flexibly and nimbly to changing needs • Effectiveness – Focus on outcome, not output • Efficiency – Ensure required throughput • Robustness – Build highly available, yet adaptable solutions • Improve continuously – Entropy never sleeps!

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What are the new building blocks?

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New IT Process DevOps Continuous design Flow (batch size 1) Agile Lean … Governance Beyond Budgeting Outcome-driven Decentralized control Lean EAM … People Empathy T-shaped Responsibility Curiosity Mastery … Organization DevOps Market capability teams Autonomy & purpose Decentralized responsibility Automation … Technology Cloud native Serverless Automation Resilience Smart data … Improvement DevOps Continuous improvement Systemic optimization Inspect and adapt …

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The role of DevOps in a new IT

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Repetition: The 3 ways of DevOps • Systems thinking • Amplify feedback loops • Culture of continual experimentation & learning

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DevOps acts as a change catalyst

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Eh, WTF?

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Okay, let me explain …

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“Let us start with DevOps …”

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DevOps

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“But our IT organization is too slow. We need to organize differently …”

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DevOps Market capability teams (plus optional platform teams)

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“How can we support the teams to become faster?”

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Market capability teams (plus optional platform teams) DevOps Autonomy (decentralized responsibility)

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“How can we manage those teams?”

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Market capability teams (plus optional platform teams) Autonomy (decentralized responsibility) DevOps Control via purpose (vision, goals, constraints)

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“How can we measure (control) If the teams are on the right track?”

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Market capability teams (plus optional platform teams) Autonomy (decentralized responsibility) Control via purpose (vision, goals, constraints) DevOps Measure outcome (not output)

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“Hmm, we need to rethink our overall governance model …”

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Market capability teams (plus optional platform teams) Autonomy (decentralized responsibility) Control via purpose (vision, goals, constraints) Measure outcome (not output) DevOps Beyond budgeting (and BetaCodex)

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“How can we support autonomy on the architectural level?”

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“How can we support teams getting faster on the technological level?”

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“How can we ensure the required speed and flexibility on the platform level?”

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“How can we guarantee high speed and high-quality delivery?”

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“How can we guarantee high availability in production?”

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Market capability teams (plus optional platform teams) Autonomy (decentralized responsibility) Control via purpose (vision, goals, constraints) Cloud native (Microservices) Continuous Delivery Heterogeneity Cloud & Serverless Measure outcome (not output) Beyond budgeting (and BetaCodex) DevOps Resilience (incl. chaos engineering)

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“How can we reliably manage all those moving parts in production?”

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Market capability teams (plus optional platform teams) Autonomy (decentralized responsibility) Control via purpose (vision, goals, constraints) Cloud native (Microservices) Continuous Delivery Heterogeneity Cloud & Serverless Resilience (incl. chaos engineering) Measure outcome (not output) Beyond budgeting (and BetaCodex) DevOps Automation & Observability

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“How can we make sure the services created by different teams work smoothly together?”

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Market capability teams (plus optional platform teams) Autonomy (decentralized responsibility) Control via purpose (vision, goals, constraints) Cloud native (Microservices) Continuous Delivery Heterogeneity Cloud & Serverless Resilience (incl. chaos engineering) Automation & Observability Measure outcome (not output) Beyond budgeting (and BetaCodex) DevOps Lean EAM

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“How can we make our efforts sustainable?”

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Market capability teams (plus optional platform teams) Autonomy (decentralized responsibility) Control via purpose (vision, goals, constraints) Cloud native (Microservices) Continuous Delivery Heterogeneity Cloud & Serverless Resilience (incl. chaos engineering) Automation & Observability Measure outcome (not output) Beyond budgeting (and BetaCodex) Lean EAM DevOps Continuous improvement

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“How do we get enough input for continuous improvement?”

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Market capability teams (plus optional platform teams) Autonomy (decentralized responsibility) Control via purpose (vision, goals, constraints) Cloud native (Microservices) Continuous Delivery Heterogeneity Cloud & Serverless Resilience (incl. chaos engineering) Automation & Observability Measure outcome (not output) Beyond budgeting (and BetaCodex) Lean EAM Continuous improvement DevOps Quick feedback loops (OODA loop)

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“How can we establish those quick feedback loops?”

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Market capability teams (plus optional platform teams) Autonomy (decentralized responsibility) Control via purpose (vision, goals, constraints) Cloud native (Microservices) Continuous Delivery Heterogeneity Cloud & Serverless Resilience (incl. chaos engineering) Automation & Observability Measure outcome (not output) Beyond budgeting (and BetaCodex) Lean EAM Continuous improvement DevOps Quick feedback loops (OODA loop) Flow (batch size 1)

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“How what does this all mean for the people involved?”

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Market capability teams (plus optional platform teams) Autonomy (decentralized responsibility) Control via purpose (vision, goals, constraints) Cloud native (Microservices) Continuous Delivery Heterogeneity Cloud & Serverless Resilience (incl. chaos engineering) Automation & Observability Measure outcome (not output) Beyond budgeting (and BetaCodex) Flow (batch size 1) Lean EAM Continuous improvement DevOps Quick feedback loops (OODA loop) Mastery

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Market capability teams (plus optional platform teams) Autonomy (decentralized responsibility) Control via purpose (vision, goals, constraints) Cloud native (Microservices) Continuous Delivery Heterogeneity Cloud & Serverless Resilience (incl. chaos engineering) Automation & Observability Mastery Measure outcome (not output) Beyond budgeting (and BetaCodex) Flow (batch size 1) Lean EAM Continuous improvement DevOps Quick feedback loops (OODA loop) T-Shaped people (being empathetic)

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Market capability teams (plus optional platform teams) Autonomy (decentralized responsibility) Control via purpose (vision, goals, constraints) Cloud native (Microservices) Continuous Delivery Heterogeneity Cloud & Serverless Resilience (incl. chaos engineering) Automation & Observability Mastery Measure outcome (not output) Beyond budgeting (and BetaCodex) Flow (batch size 1) Lean EAM Continuous improvement T-Shaped people (being empathetic) DevOps Quick feedback loops (OODA loop) Curiosity

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Market capability teams (plus optional platform teams) Autonomy (decentralized responsibility) Control via purpose (vision, goals, constraints) Cloud native (Microservices) Continuous Delivery Heterogeneity Cloud & Serverless Resilience (incl. chaos engineering) Automation & Observability Mastery Measure outcome (not output) Beyond budgeting (and BetaCodex) Flow (batch size 1) Lean EAM Continuous improvement T-Shaped people (being empathetic) DevOps Quick feedback loops (OODA loop) Curiosity

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What can learn from it?

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1 All the topics are interrelated

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2 A single topic on its own has a limited effect

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3 The effects of the topics multiply up

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4 DevOps drives the implementation of the new IT

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A little warning at the end

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This is a model for reasoning, not a dogma!

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Reality will be more complex

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DevOps is a revolution in your head, but an evolution in implementation

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Wrap-up

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Wrap-up • Markets have changed • IT has changed • The role of IT has changed • New drivers • New goals • New building blocks • DevOps acts as a change catalyst

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Some recommended reading

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Uwe Friedrichsen CTO @ codecentric https://twitter.com/ufried https://www.speakerdeck.com/ufried https://medium.com/@ufried