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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. 

• 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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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 

• 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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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 

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

– 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 

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 

• 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. 

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 

• 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. 

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

• 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 

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 

DevOps Values Culture Automation Lean Measurement Sharing 

“Culture eats strategy for breakfast.” Peter Drucker 

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 

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

• 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. 

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! 

• 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 

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. 

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

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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• 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 

Source: © Cloudbees 

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. 

• 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 

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

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. 

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

Value is defined by the customer. 

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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 

• 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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• 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. 

DEV OPS 

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 

• 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. 

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 

• 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 

– 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 

• 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 

• 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. 

• 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 

• 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. 

• 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 

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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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 

• 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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• 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 

• 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 

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

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

• 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 

• 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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