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Semelhante a Seven habits of effective devops - DevOps Day - 02/02/2017
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Seven habits of effective devops - DevOps Day - 02/02/2017
- 3. The Journey Sprint 1 August 2010 Sprint 113 January 2017 Sprint 29 June 2012 Visual Studio Team Services “Public Preview”
- 4. And We Support One Engineering System If you want to go fast, go alone. If you want to go far, go together.
- 5. Our learnings as a SaaS provider
- 6. Our learnings as a SaaS provider
- 7. Team rooms
- 9. What we accomplished Progressive Deployment Week 1 Week 2 Week 3 Week 1 Week 2 Week 3Week 2 Week 3 Sprint 98Sprint 97 Sprint 99 The sprint plan
- 12. Our learnings as a SaaS provider
- 13. One code base with multiple delivery streams Single master branch, multiple release branches Shared abstraction layer Update 1 Update 2 Update N Visual Studio Team Services Team Foundation Server
- 15. Tests should be written at the lowest level possible Write once, run anywhere - includes production system Product is designed for testability Test code is product code, only reliable tests survive Testing infrastructure is a shared service L0: Run against raw drop. Only access binaries. Run in the build. Must be fast and reliable. L1: Run against raw drop, and can hit resources on machine (e.g. SQL test) L2: Run against “special” deployed product. We analyzed sources of timing issues and eliminated them. L3: Run against production
- 17. Our learnings as a SaaS provider
- 18. … and proactively reach out to customers with low availability Found one of the top customers with low availability. Proactively reached out and resolved their issue.
- 20. Our learnings as a SaaS provider
- 22. Existing experience Baseline: 36% conversion to project Hypothesis: Can simplify path to “,magic moment” After 3 experiments, with different treatments: 50% to 100% customers conversion to project (+18%)
- 23. All code is deployed, but feature flags control exposure
- 24. All code is deployed, but feature flags control exposure
- 32. Our learnings as a SaaS provider
- 33. Application Insights Analytics (Project Kusto) for • text search and queries over structured and semi- structured data • high volume ingestion • fast queries over very large data sets
- 34. Our learnings as a SaaS provider
- 35. 1 2 3 4 5
- 38. Redundant alerts for same the issue Needed to set right thresholds and tune often Stateless alerts contributed to further noise Every alert must be actionable and represent a real issue with the system Alerts should create a sense of urgency – false alerts dilute that Consolidate alerts so that only actionable alerts are sent to team Autoroute according a health model based on suspect route cause
- 39. Found 3 errors for memory and performance All 3 errors are related to the same code defect Eliminated alert noise: ~928 alerts per week to ~22 Reduced DRI escalations by ~56% APM component mapped to feature team Auto-dialer engaged Global DRI
- 40. 40 Double blind test Full disclosure at or near end vs. Share tactics & lessons learned Continued evolution https://www.youtube.com/watch?v=i9qf3VdfcjE
- 41. Our learnings as a SaaS provider
- 42. Demo: How we use Visual Studio Team Services for Microsoft’s One Engineering System
- 44. Our learnings as a SaaS provider
- 46. Ronny Kohavi Distinguished Engineer, Analysis and Experimentation
- 49. Live Site Health Time to Detect Time to Communicate Time To Mitigate Customer Impact Incident prevention items Aging live site problems Customer support metrics SLA per customer account (SLA, MPI, top drivers) Engineering Bug cap per engineer Aging bugs in important categories Pass rate & coverage by test level Velocity Time to build Time to self test Time to deploy Time to learn (Telemetry pipe) Usage Acquisition Engagement Dedication Churn Feature usage
- 51. Appendix: Our Dashboards, Backlog, Pipeline
- 58. Appendix: Our Telemetry Examples
Notas do Editor
- So… we decided that this wasn’t about the process. It was about the mechanics of our code base, and ensuring that our code base supported the way we wanted to work.
- Segue: Takes us back to Team Dashboard (example of team autonomy and enterprise alignment) Kanban Board - Expedite Lanes lets you handle live site issues One thing live site culture requires is that it requires us to be on the same telemetry pipeline. Azure and services built-on Azure Where is the problem?