Faster Feedback
Implementation
Production Deployment
Slide 9
Slide 9 text
Lower Risk
• Each deployment
contains less changes
• Lower risk of a bug
• Easier to fall back
• …or add other
safeguards
Quarterly
Release
Daily
Release
Principles Agile Manifesto
Our highest priority is
to satisfy the customer
through early and
continuous delivery
of valuable software.
Slide 12
Slide 12 text
Continuous Delivery:
Why Do I Even Care?
• Faster Feedback
• Lower Risk
• Higher Reliability
• Value to the customer
• I’m in!
Slide 13
Slide 13 text
No content
Slide 14
Slide 14 text
2010: Continuous
Delivery is the next big
thing!
Slide 15
Slide 15 text
Continuous Delivery
will increase
productivity!
Slide 16
Slide 16 text
Continuous Delivery
should obviously be the
way to go.
Slide 17
Slide 17 text
Continuous Delivery:
A Proven Success!
• Correlation and causalation between
• …high deployment frequency
• ..low lead time for change
• …low change failure rate
• Fast and low risk go together!
Slide 18
Slide 18 text
Continuous Delivery
A Proven Success!
• 2017 State of DevOps Reports by DORA
based on 27.000 surveys
• Failure rate multiple deploys a day:
0-15%
• Failure rate once a week to once a month:
31-45%
• https://puppet.com/resources/whitepaper/state-
of-devops-report
Faster Feedback
Implementation
Production Deployment
Business
Metrics
Business
Features
Slide 29
Slide 29 text
How Business Works
• Release Q1/2018
• Here are the features!
• Go!
Slide 30
Slide 30 text
60%– 90% of ideas do
not improve the
metrics they were
intended to improve
Ronny Kohavi
Former Head Data Mining and Personalization Group
Amazon
Source: Lean Enterprise, Humble et al
Slide 31
Slide 31 text
Just Waste
• More than half of the
features are worthless…
• ...or hurt business goals.
• Many businesses doesn’t
even know the KPIs.
Slide 32
Slide 32 text
Run a minimal feature
by users.
Implementation
Production Deployment
Business
Metrics
Business
Features
Related to MVP (Minimal Viable Product)
Slide 33
Slide 33 text
Survival is
Optional.
Slide 34
Slide 34 text
• Fast releases lead to
better software and
products.
• Bad products die out.
• Continuous delivery:
The only way to succeed
for a business.
Slide 35
Slide 35 text
IT
Chauvinism
Slide 36
Slide 36 text
Ways to Compete
• More features faster
• …or...
• Trust
• Existing customer relations
• Would your grandpa choose
a FinTech over a bank?
Slide 37
Slide 37 text
Other Reasons for
Continuous Delivery?
Slide 38
Slide 38 text
No Continuous Delivery
• Diesel update at VW and Audi
• 4.000.000 cars going to the
garage just for a software update.
• How much does that cost?
• Per car 70€
• Total 280.000.000€
https://heise.de/newsticker/meldung/Volkswagen-Haendler-Software-Update-taugt-nicht-3834343.html
http://www.handelsblatt.com/my/unternehmen/industrie/volkswagen-vier-millionen-diesel-autos-erhalten-update/20139344.html
Slide 39
Slide 39 text
Continuous Delivery
• Tesla
• Over the air updates
• New features like
• …more speed
• …more range during
hurricane Irma
• …autonomous driving
• ...summoning
Pic: Steve Jurvetson, Wikipedia
Slide 40
Slide 40 text
Continuous Delivery: Yes
• What about these cars
is not software?
Pic: Steve Jurvetson, Wikipedia
Slide 41
Slide 41 text
Even for cars
most features are
software now.
Slide 42
Slide 42 text
Even for cars
most features are
software now.
Even for cars
you can do continuous
delivery.
Slide 43
Slide 43 text
Provable Fast and Low Risk
Pic: Eberhard Wolff
Slide 44
Slide 44 text
But we build embedded
software!
Slide 45
Slide 45 text
But we build embedded
software!
We need safety!
Slide 46
Slide 46 text
But we build embedded
software!
We need safety!
Delivering often is risky!
Slide 47
Slide 47 text
Provable Fast and Low Risk
Pic: Eberhard Wolff
Slide 48
Slide 48 text
No Continuous Delivery
• Like Schufa or
Creditreform in Germany
• Breach: Data of 143 million Americans (44%)
• Hacked in May 2017
• Security fix for Struts available since March 2017
• Get fixes out without Continuous Delivery?
• Continuous Delivery is safer.
Slide 49
Slide 49 text
But we build embedded
software!
We need safety!
Slide 50
Slide 50 text
But we build embedded
software!
We need safety!
How many (Cash)
Machines still run XP?
Slide 51
Slide 51 text
So you really don’t see
any value in
Continuous Delivery?
Slide 52
Slide 52 text
So you really don’t see
any value in
Continuous Delivery?
You really can’t do
Continuous Delivery?
Slide 53
Slide 53 text
So you really don’t see
any value in
Continuous Delivery?
You really can’t do
Continuous Delivery?
Or is it just excuses?
Slide 54
Slide 54 text
Business
• …could get the biggest benefit
• ...but often doesn‘t
• Product development in small
batches is different from the known
ways…
• ...and some businesses are not under
a lot of pressure.
Slide 55
Slide 55 text
Extending
the frontier
Slide 56
Slide 56 text
Is Continuous Delivery
worth it without
business support?
Slide 57
Slide 57 text
YES!!
Slide 58
Slide 58 text
• Faster Feedback
• Lower Risk
• Higher Reliability
• Value to the customer
Slide 59
Slide 59 text
Extending the
Business Frontier
• Ambitious: IT drives the business
• Not too much influence?
• IT sometimes only think they know
better.
• Educate business
• …or focus on other benefits
QA & CD
• Quality Assurance (QA) must
provide tests
• …or at least support testing
• Automated tests
• Manual tests too slow
• …and too error prone
QA
Slide 63
Slide 63 text
QA & CD
• Traditional Quality Assurance (QA)
focuses on manual tests.
• Mind shift
• …and different skills
QA
Slide 64
Slide 64 text
Customer
• Customer must provide information
for automated acceptance test
• No more manual sign-off
• Needs trust
• …and trust!
• ...and some technical literacy
Customer
Slide 65
Slide 65 text
Ops
• One month waiting for a database
• …that is cheaply provided
• …by a highly optimized Ops team
• …for “cost”
• Ops has very different incentives
• …and doesn‘t work in projects.
Ops
Slide 66
Slide 66 text
Dev
• Can automate
• i.e. develop software
• …but have limited knowledge
about QA and Ops.
Dev
Slide 67
Slide 67 text
Software = Automation
Slide 68
Slide 68 text
Software = Automation
Still automating CD is hard!
Educate & Collaborate
• Dev do automation all day.
• Make all aware of the needed
collaboration
• Encourage collaboration
• Not necessarily an org chart
change
Slide 72
Slide 72 text
Ops Dev
Why the heck
all the servers?
What do you
even know about
architecture?
Is reorganization really the solution?
Slide 73
Slide 73 text
Ops
Dev
Let’s reduce
Critical bugs in
production!
QA
Reduced critical
bugs by >50%.
Collaboration
despite
org separation
Slide 74
Slide 74 text
Commit
Stage
Automated
Acceptance
Testing
Automated
Capacity
Testing
Manual
Explorative
Testing
Release
Dev
Dev Dev
Dev
Slide 75
Slide 75 text
Dev
• Dev takes over the other roles.
• Happening in practice
• …but not a strategy
• Unused QA / Ops skills
Dev
Slide 76
Slide 76 text
2012: Talk about Linux
namespaces, AuFS and cgroups at
a developer conference?
Slide 77
Slide 77 text
2012: Talk about Linux
namespaces, AuFS and cgroups at
a developer conference?
2018: Docker at every developer
conference
PaaS
• Cloud Foundry, Openshift,
Kubernetes
• Install a PaaS once
(challenge)
• All future deployments via PaaS
• Technology to solve the social
DevOps issue
• …but is there any disadvantage?
Public Cloud
• Two minutes for a database
instead of one month
• Many predefined offerings
for Big Data, messaging…
• ...but off premise
Slide 85
Slide 85 text
Public Cloud
• “But we cannot possibly run
in the cloud!”
• A problem or a strategy by
Ops to keep their job?
• Large corporations are
looking seriously into this!
• Ops strategy probably
failing.
Slide 86
Slide 86 text
Cross-functional Team
• Was: teams with broad skill
set
• i.e. frontend, backend,
database
• Benefits agility:
Can work on meaningful
business features
Frontend Backend
Database
Slide 87
Slide 87 text
More Cross-functional Team
• Include QA, Ops
• …even business
• Might build guilds to foster
knowledge exchange
• Spotify
Dev QA
Ops Business
Slide 88
Slide 88 text
More Cross-functional Team
• Can be led by business goals
• Can enable self organization
• Huge organizational shift
• What happened to managers???
• Management buy-in?
Dev QA
Ops Business
Slide 89
Slide 89 text
Frontier:
Management Buy-in
Slide 90
Slide 90 text
Just like Agility
Slide 91
Slide 91 text
Agility in the Nineties
• Grassroots movement
• The future of development!
• Teams want to do it.
• Management: Na, how can you delivery software
without a huge sophisticated plan?
Slide 92
Slide 92 text
Agility Now
• Management: We do Scrum
• Teams skeptical or uninterested
• Business finds it hard to reap the benefits
• Still traditional product development.
Slide 93
Slide 93 text
Agility Now
• Need more than lip service
• …convincing
• http://blog.johanneslink.net/
2011/12/02/say-goodbye-i-wont-be-back/
Slide 94
Slide 94 text
Just Start
Continuous Delivery.
Slide 95
Slide 95 text
It's easier to
ask forgiveness than
it is to get
permission.
Grace Hopper
Pic: Wikipedia
Slide 96
Slide 96 text
Extending
the frontier
Slide 97
Slide 97 text
CD & Management Buy-In
• Management buy-in won‘t solve the problems!
• It just means there will be other problems.
• Still: try to convince management.
Gerald Weinberg‘s
2nd Law of Consulting:
No matter how it
looks at first,
it's always a
people problem.
Slide 103
Slide 103 text
• EMail [email protected] to get:
• Slides
• + Microservices Primer DE / EN
• + Microservices Recipes DE / EN
• + Sample Microservices Book DE / EN
• + Sample Practical Microservices DE/EN
• + Sample of Continuous Delivery Book DE
• Powered by Amazon Lambda & Microservices