DevOps represents a profound change from the way most IT departments have traditionally worked: from siloed teams and high-anxiety releases to everyone collaborating on uneventful and more frequent releases of higher-quality code. It doesn't matter how large or small an organization is, or even whether it's historically slow moving or risk averse — there are ways to adopt DevOps sanely, and get measurable results in just weeks.

1. Demystifying DevOps for Ops
Including Findings from the
2015 State of DevOps Report

2. Presenters
Alanna Brown
Sr. Product Marketing Manager
Carl Caum
Technical Marketing Manager

3. Agenda
• Building the Case
• Current State vs. Desired State
• Challenges
• Team Structure
• Technical Practices
• Resources
• Q&A

4. Building the Case

5. People don’t buy what you do,
they buy why you do it.
Simon Sinek
http://bit.ly/sinektedtalk

6. Reliability
Agility
Opposing Forces

7. High-performing IT orgs are more agile
30x
More frequent
deployments
200x
Faster lead times
than their peers
Source: Puppet Labs 2015 State of DevOps Report

8. High-performing IT orgs are more reliable
60x
Change success
rate
168x
Faster mean time to
recover (MTTR)
Source: Puppet Labs 2015 State of DevOps Report

9. High-performing IT orgs are winning
1.5x
More likely to exceed
profitability, market
share & productivity
goals
50%
Higher market
capitalization growth
over 3 years.*
Source: Puppet Labs 2015 State of DevOps Report

10. Learning is not compulsory,
but neither is survival.
Edward W. Deming
http://bit.ly/deming14pts

11. Current State
vs
Desired State

12. Organization
Low trust culture  High trust culture
Siloed teams  Cross-functional teams
Lack of alignment  Aligned around
business goals

13. Processes
Lots of manual work  Mostly automated work
Long cycle times  Short cycle times
Poor visibility  Fast feedback & insight

14. People
High burnout  High job satisfaction
Stagnant  Able to grow
Checking boxes  Creative innovation

15. Continuous Delivery Practices

16. Lean Management Practices

17. Challenges

18. “Trying to effect process, people, technology and
cultural changes across the entire application
portfolio, in a globally dispersed team and with a lot
of associated technical debt, is an epic challenge.”
Jonathan Fletcher
Enterprise Architect and Lead for Technology,
Platform and DevOps at Hiscox
http://bit.ly/devopshiscox

19. Conflicting Incentives
Business Delivering value to customers
Dev teams Delivering new features
Ops teams Ensuring stability of systems
Quality teams Ensuring quality of software releases

20. Everyone is responsible for quality
and we’re all trying to deliver the
best solution for our customers.
Reena Mathew, Principle Architect
Quality Engineering, Salesforce
http://bit.ly/sfdevops

21. Aligned Incentives
Delivering
value to
customers
Business
Ops
teams
Quality
teams
Dev
teams

22. We can’t do DevOps because our
application is
________________________.

23. Team
Structure

24. Typical Enterprise Org Structure
IT Operations
NOC
Commercial Banking
Business Units
Credit Cards
Mortgages
Investment Banking
Systems Engineers
Network Engineers
Storage Admins
DBAs
InfosecDev teams reside in BU

25. Type 1: Smooth Operations
Dev Ops
Recommended Reading: http://blog.matthewskelton.net/2013/10/22/what-team-structure-is-right-for-devops-to-
flourish/

26. Type 2: Cross Functional Teams
Delivering
value to
customers
Business
Ops
teams
Quality
teams
Dev
teams

27. Type 3: Dedicated DevOps Team
Dev OpsDev
Ops

28. Roles & Responsibilities
Roles Responsibilities
“The Business” Understand market trends and identify customer needs
IT Manager Build trust with counterparts on other teams; create culture of learning
and continuous improvement; delegate authority; remove roadblocks
Dev Manager Build trust with Ops counterpart; bring Ops into the planning process
early
Systems Engineer Automate the things that are painful; help devs get feedback
QE Provide input into scale and performance; provide feedback on staging
environments
Devs Plan for deployment as you’re planning new features; get feedback from
ops and work with them on deployment process

29. Technical Practices

30. Version
Control
Configuration
Management
Continuous
Integration
Deployment
Tools
Monitoring
And others…
DevOps Toolchain

31. Infrastructure as Code
Infrastructure as Code
Version
Control
Peer
Review
Continuous
Delivery
Collaboration Iteration
Fast
Feedback
Visibility

32. Version Control
Source: Puppet Labs 2014 State of DevOps Report

33. Peer-Reviewed Change Process
• Code can be contributed by anyone
• Code changes can be reviewed by anyone
• Code can be worked on as a team

34. Continuous Delivery
• Code is repeatable
• Code is sharable
• Code is promotable
• Code is testable

35. Measuring Results
• Ask your team: “How painful are your deployments?”
• Deployment frequency
• Downtime
• Change lead time (from dev’s laptop to production)
• Change fail rate
• Mean time to recover

36. Q&A

37. Resources
• The 2015 State of DevOps Report is here! puppetlabs.com/2015-
devops-report
• The Phoenix Project by Gene Kim
• Continuous Delivery by Jez Humble
• PuppetConf 2015: http://2015.puppetconf.com/
• DevOps Enterprise Summit: http://devopsenterprise.io/