D E V O P S T E X A S TEXAS M E E T U P DEVOPS INAUGURAL - - PowerPoint PPT Presentation

TEXAS DEVOPS

INAUGURAL PRESENTATION

ITINERARY

PART 1

• Introductions
• Why Texas DevOps Meetup (in Houston)
• Expectations for the Meetup

PART 2

• Intro to DevOps (what is it, where it originated)
• Why DevOps

q Business Context q Project Management Context q Technology Context

PART 1

30-second Introductions ü Name & What you do ü How long involved with IS/IT (yrs exp) ü What you can contribute to the group ü Your expectations from the group

WHY START A DEVOPS MEETUP?

• Demystifying DevOps
• Collaboration of like minded people to help resolve DevOps related

problems

• Sharing new techniques and technologies with members in Houston
• Enable the next generation of C-Level executives and key decision

makers in becoming high speed “DevOps Problem Solvers”

• Establish a DevOps center of competency in Houston
• “ This group is for IT executives, business managers, designers,

developers and systems administrators across all sectors; in fact anyone associated with the IT industry who is interested in learning and sharing how #DevOps can transform all aspects of technology innovation in a continual and sustainable manner. Topics to be discussed and shared will range from Agile frameworks and Test Driven Development to Continuous Delivery and everything between and beyond. Join us, share, learn and collaborate in growing Houston's global reputation as a cutting edge tech center. ”

WHAT YOU CAN EXPECT FROM THE GROUP?

• Monthly Meetups to encourage knowledge sharing
• Provide timely and pertinent information on a variety of

innovation topics, across the IS/IT functions

• Host local and global speakers/presenters who can

enlighten us with their experiences

• Organize workshops and seminars as a forum for

accelerating DevOps adoption and success stories in Houston FOSTER COLLABORATION, DELIVER RELEVENT CONTENT

WHAT SHOULD GROUP MEMBERS EXPECT FROM ONE ANOTHER?

• Active participation and actionable feedback
• A friendly, open forum that is respectful and insightful
• Continuous knowledge sharing (cross pollination)
• Problem solving assistance for real-world challenges
• Decisions on the future Meetup direction, discussions,

seminars and workshops in Houston

• Technologies
• Processes
• Tools
• Culture (Change Mgmt)

ITINERARY

PART 1

• Introductions
• Why Texas DevOps Meetup (in Houston)
• Expectations for the Meetup

PART 2

• Intro to DevOps (what is it, where it originated)
• Why DevOps

q Business Context q Project Management Context q Technology Context

PART 2

Introduction to DevOps (what is it, where it originated)

WHAT IS DEVOPS?

• Ultimately about culture, supported by
• Technology
• Processes
• Tools
• Culture being the manifestation
• Beliefs
• Behaviors
• Actions

i.e. Very difficult to change DevOps is not a sporadic development…Its is Evolutionary

BUSINESS MODEL EVOLUTION AND INNOVATION

• A business model is the DNA of any enterprise
• Over the last 20 – 30 years we have witness the rapid decline in the half-life of

business models

• Technology disruption
• To survive many business need multiple business models to be ready to catch the

next wave

• This need for business change have driven the need for technology change. Hence

DevOps Its Evolutionary. “It is not the strongest or the most intelligent who will survive but those who can best manage change.” ― Charles Darwin

KODAK – CASE STUDY 1

Disruption: Digital photography

• Kodak could not fathom a world without traditional

photography and hence did not change their business model

• By the mid 2000’s found themselves competing with a

highly commoditized, low margin digital photography industry

• 2012 filed for bankruptcy

BLOCKBUSTERS – CASE STUDY 2

Disruption: DVD and Digital media distribution (no late fee)

• Peaked in 2004
• 60,000 employees
• 9,000 stores
• Bankrupt 2010
• Sold at an auction for $233 million to Dish Network
• Ironic. Had the chance to purchase Netflix in 2000!

THE RELATIONSHIP BETWEEN BUSINESS AND TECHNOLOGY

• The engagement between business and technology

resides on a continuum

• One extremely are entrepreneurial startups
• Business and technology models are indistinguishable
• Highly integrated
• The other are those that struggle to align technology with

business

• Typically historical, brittle, “legacy technology”
• Massive accrued technical debt
• My Walgreens example

IT and Applications are fundamental to a Business Model. Business Models can not evolve if IT is static

PROJECT MANAGEMENT

DEVOPS MATURITY

• Evolution of Agile development project management practices

PROJECT MANAGEMENT

"There needs to be a holistic understanding of the value streams driving engineering work and how best to make improvements.“ Alec Lazarescu

PROJECT MANAGEMENT

"There needs to be a holistic understanding of the value streams driving engineering work and how best to make improvements.“ Alec Lazarescu

PROJECT MANAGEMENT

Big Bang (Waterfall) Characterized by:

• Project Manager owns everything
• Rigid Change Request Process
• Massive Documentation Requirement
• Triple Constraints planning ad nauseam

PROJECT MANAGEMENT

Big Bang (Waterfall) Characterized by:

• Project Manager owns everything
• Rigid Change Request Process
• Massive Documentation Requirement
• Triple Constraints planning ad nauseam
• Tightly managed gateway approvals (usually

tied to budget / bonuses / invoicing / etc)

• Potential Value realized only at the end of

the entire investment cycle

PROJECT MANAGEMENT

Big Bang (Waterfall) Characterized by:

• Project Manager owns everything
• Rigid Change Request Process
• Massive Documentation Requirement
• Triple Constraints planning ad nauseam
• Tightly managed gateway approvals (usually

tied to budget / bonuses / invoicing

• Potential Value realized only at the end of

the entire investment cycle

• Massive Risk Accrual & Mitigation tradeoffs
• Cost Over-runs
• Scope Creep / Scope Shaving
• Unsatisfied End-users & Sponsors
• STRESS for everyone involved
• PM gets killed or shipped to the Gulag

PROJECT MANAGEMENT

• What are the traditional functions of Project Management?
• 1. OWNS Value Creation Process for entire Project Team
• 2. Managing Executive & Sr Mgmt Expectations
• 3. Delivering on Portfolio Priorities
• 4. Reporting & Predictability
• 5. Accurate Budgeting
• 6. Staffing & Delivery
• 7. Social Psychology
• 8. Translating Vision

PROJECT MANAGEMENT

• What are the most common, recurring IT project management issues?

1. Lengthy and Verbose Planning Cycles (~30% of project failures due to this item alone – PWC) 2. Goals & Objectives not Aligned to Strategic Business Plans 3. Lack of Executive Sponsorship + Stakeholder Insecurity 4. Glacial Change Management 5. Hero Mentality / Low Collaboration 6. Rigid Documentation Requirements 7. Entrenched IS/IT Firefighting Mentality 8. Misaligned Philosophical Approaches 9. Untracked, Unmitigated Risks

• 10. Commercial Pressure

PROJECT MANAGEMENT

• How does the typical waterfall project feel to the people involved?

What does IT want from the Business?

• Clearly articulated Requirements
• Priorities
• Funding
• SME Resources
• Uninterrupted Time to Develop &

Validate

• Quick turn-arounds / Answers
• …

What does the Business want from IT?

• Intelligent, flexible Plan (predictability)
• Accurate Cost Estimates (cost

reductions)

• Commitment to Delivery Dates
• Continuous Status Updates
• Ability to modify Requirements (at any

time, based on market demand)

• Working technology, NOW
• …

PROJECT MANAGEMENT

• How does the typical waterfall project feel to the people involved?

What does IT want from the Business?

• Clearly articulated Requirements
• Priorities
• Funding
• SME Resources
• Uninterrupted Time to Develop &

Validate

• Quick turn-arounds / Answers
• …

What does the Business want from IT?

• Intelligent, flexible Plan

(predictability)

• Accurate Cost Estimates (cost

reductions)

• Commitment to Delivery Dates
• Continuous Status Updates
• Ability to modify Requirements (at

any time, based on market demand)

• Working technology, NOW
• …

Project Managers

PROJECT MANAGEMENT

Only ~30% of Waterfall Projects Succeed.

• Evolution of software development project management practices

PROJECT MANAGEMENT

Lots of Waste + Stress = Unhappy Campers

• Evolution of software development project management practices

PROJECT MANAGEMENT

This SUCKS… we’re a Learning Organization w/ PMO… ?…why can’t we WIN more often…? …and we HATE the Gulag…

• Evolution of software development project management practices

Project Managers

PROJECT MANAGEMENT

February 2001, Agile Manifesto

12 Agile Principles

• Evolution of Agile development project management practices

PROJECT MANAGEMENT

• 12 Principles of Agile Software Development

PROJECT MANAGEMENT

Big Bang (Waterfall) Characterized by:

• Project Manager owns everything
• Rigid Change Request Process
• Massive Documentation Requirement
• Triple Constraints planning ad nauseam
• Tightly managed gateway approvals (usually

tied to budget / bonuses / invoicing

• Potential Value realized only at the end of

the entire investment cycle

• Massive Risk Accrual & Mitigation tradeoffs
• Cost Over-runs
• Scope Creep / Scope Shaving
• Unsatisfied End-users & Sponsors
• STRESS for everyone involved
• PM gets killed or shipped to the Gulag

PROJECT MANAGEMENT

• Evolution of software development project management practices

Iterative & Incremental (Agile) Characterized by:

• Fully Cross-functional teams that owns the

value creation process

• Scrum Master as facilitator vs PM as owner
• One unified DoD between Client & Team
• Short Dev Cycles & Time-to-Value
• Frequent opportunities to Inspect & Adapt
• Self-assembly & Self-direction
• Start-to-Finish approach
• Status Reporting via Information Radiators
• Fluid Changes via Product Backlog
• One-Stop-Shop for Prioritizations
• Risk Mitigations built-in

PROJECT MANAGEMENT

Typical hype-cycle for new technology & practices

PROJECT MANAGEMENT

Optimal DevOps adoption

PROJECT MANAGEMENT

• Evolution of software development project management practices

Project Management Practice Continuum

PROJECT MANAGEMENT

• Evolution of Agile development project management practices

PROJECT MANAGEMENT

• Evolution of Agile development project management practices

PROJECT MANAGEMENT

~42% of Agile projects succeed.

Jeff Sutherland, 2013 Scrum Gathering Las Vegas

Project Management Practice Continuum

HOW? (Agile Development Alone Fails)

• Low internal IS/IT alignment
• Quick hacks made at the end of each

iteration due to short planning cycles and long lead times from Architecture, DBA’s, Networking, Security, …

• Technical Debt Accumulates FAST
• Code base refactors each 5 years now

required 4-6x per year as a result of short lead times + quick dev cycles

• Skipped the 1st Way (understand flow)
• Evolution of Agile development project management practices

PROJECT MANAGEMENT

UX QA

Doc’s

Dev’s Product Owner Stake- holders End- Users Scrum Master

Customer Team

Scrum Team BA’s SME’s

Tech Team

PROJECT MANAGEMENT

UX QA

Doc’s

Dev’s Product Owner Stake- holders End- Users Scrum Master

Customer Team

Scrum Team BA’s SME’s

Dev Team

PROJECT MANAGEMENT

~42% of Agile projects succeed.

Jeff Sutherland, 2013 Scrum Gathering Las Vegas

Project Management Practice Continuum

HOW? (Agile Development Alone Fails)

• Low internal IS/IT alignment
• Quick hacks made at the end of each

iteration due to short planning cycles and long lead times from Architecture, DBA’s, Networking, Security, …

• Technical Debt Accumulates FAST
• Code base refactors each 5 years now

required 4-6x per year as a result of short lead times + quick dev cycles

• Skipped the 1st Way (understand flow)
• Evolution of Agile development project management practices

PROJECT MANAGEMENT

Project Management Practice Continuum

DEVOPS MATURITY

50 %

• Evolution of Agile development project management practices

PROJECT MANAGEMENT

Infra

Deploy Builder

Architects

Network DBA’s

UX QA

Doc’s Dev’s Product

Owner Stake- holders End- Users Scrum Master

Customer Team

BA’s SME’s

Tech Team

DEVOPS MATURITY

Eliminate Waste Amplify Learning Communicate as Early as Possible Deliver as Fast as Possible Empower the Team Build-in Integrity and Quality See the Big Picture Work as ONE

Project Management Portfolio Management Demand Management

DevOps Principles

• Evolution of Agile development project management practices

PROJECT MANAGEMENT

PROJECT MANAGEMENT

Project Management Portfolio Management Demand Management

• Evolution of Agile development project management practices

PROJECT MANAGEMENT

• What are the key enablers of this IT adaptation to meet the

needs of the business?

PROJECT MANAGEMENT

Development Operations QA

• Enablers by IS/IT Area Impacted

PROJECT MANAGEMENT

DEVOPS MATURITY

• Evolution of Agile development project management practices

AGILE DEVELOPMENT PRACTICES

• XP – Extreme Programming
• CI – Continuous Integration
• CD – Continuous Delivery

EXTREME PROGRAMMING XP

CONTINUOUS INTEGRATION

Developer Developer Developer Subversion Version Control Repository

Database Build Script

• Compile source code
• Integrate database
• Run tests
• Run inspections
• Deploy software

Database Scripts

• Drop/create database
• r table
• Insert test data
• Apply procedures/

triggers CI Server Integration Build Machine

Feedback Mechanism

50

Continuous Delivery - Defined

Continuous Integration

Continuous Delivery

Plan Define Assign Deploy Maintain

• Continuous Delivery extends the CI process from build to

include test and deploy phases

• Ensure fluid coordination and communication between
• Customers, Mangers, Developers, Testers,

Operations, etc

“Continuous delivery of software needs processes that encompass the entire delivery process, from concept to use.”

— Unknown Code Unit Test Commit Integrate

Functional Test Promote Release

CONTINUOUS DELIVERY

“CD is about moving away from making the software ready as a separate activity, and instead developing in a way that means the software is always ready for release.”

51

The Build Pipeline – Implementation of Continuous Delivery

CLOUD LANDSCAPE AND EVOLUTION

EVOLUTION OF DEVOPS TOOLS

Infrastructure as Code Application Release Automation