"DevOps > CI+CD "

1. DEVOPS > CI + CD (TOOLS) S U D I P TA L A H I R I D I G I T É AG I L E G U RU G R A M 2 0 1 7

2. @sudiptal QUICK INTRODUCTION… • Sudipta Lahiri (Sudi) • 27+ years in the industry • Agile/Lean practitioner (85%) + Agile/Lean Student (15%) – Head of Products @ Digité – ex-Head of Engineering and Professional Services @ Digité – Development of SwiftKanban and SwiftALM products • Organize the LimitedWIP Societies in India @ Agile Network India , All Rights Reserved. www.agilenetworkindia.com

4. @sudiptal SETTING THE CONTEXT… • From the manifesto: Early continuous delivery of valuable software! • What would be a single KPI if you want to focus on this objective? – Lead time (LT): From the time when the customer gave you some idea of what he/she wanted, how long did it take him/her to get it? • Keeping focus on LT helps all teams come together to server common objective: customer! @ Agile Network India , All Rights Reserved. www.agilenetworkindia.com

5. @sudiptal HOW DO WE BRING LEAD TIME DOWN? Ideation to Specification (including the front end) Specification to Dev Complete Dev Complete to Production Deployment Agile methods focus here. DevOps extends the spectrum Can we make this a non-issue by putting adequate processes and infrastructure in place? @ Agile Network India , All Rights Reserved. www.agilenetworkindia.com

6. @sudiptal STATE OF DEVOPS REPORT (2016) 22% 50% The numbers are compelling!!

7. @sudiptal NET RESULT: TRIPLE CONSTRAINT BUSTED! • Agile Methods/DevOps establish the opposite – We can deliver the highest quality in the least time with the least effort (minimize waste) – Slam dunk in green field development initiatives – Takes times with legacy systems @ Agile Network India , All Rights Reserved. www.agilenetworkindia.com

9. @sudiptal CONTINUOUS DELIVERY: MAKES WORK BETTER AND MAKE IT “FEEL” BETTER Test Deployment and Automation Continuous Integration (All) Production artefacts in Version Control Continuous Delivery IT Performance Lower Deployment Plan Lower Change Fail Rates Organization Performance @ Agile Network India , All Rights Reserved. www.agilenetworkindia.com

10. @sudiptal LEAN MANAGEMENT PRACTICES: MAKES WORK BETTER AND MAKE IT “FEEL” BETTER WIP Limits: Drive Improvement Visualisations to monitor work Monitoring to make business decisions Lean Management IT Performance Decreased Burnout Improved Organization Culture Organization Performance @ Agile Network India , All Rights Reserved. www.agilenetworkindia.com

12. @sudiptal THE PROBLEM IS: WE HAVE A CONFLICT!

13. @sudiptal FROM THE “CULT” CLASSIC: 3 TAKEAWAYS • DevOps is applied kanban.To run DevOps well, you must understand kanban. • DevOps is not a collection of tools • If your people are 100% utilized, you are introducing waste http://daveondevops.com/2016/03/17/takeawaysfromphoenixproject/

15. CONTINUOUS DELIVERY YO U R WO R K P RO D U C T I S A LWAYS R E A DY F O R D E L I V E RY E X C L U S I O N S : L E A N M A N AG E M E N T P R AC T I C E S , C U LT U R E @ Agile Network India , All Rights Reserved. www.agilenetworkindia.com

16. @sudiptal “ALWAYS DEPLOYABLE” MEANS… • Ability to get changes (features, configuration changes, bug fixes, experiments) into Production, safely, quickly and sustain it – Make Releases boring; no one stays awake at night! – No need to use the latest tools; bring people together to get this done – Not just functionally ready – it should be ready with all NFR requirements (performance, security) • Eliminate integration, testing and hardening – A good 5-10% of the overall LeadTime @ Agile Network India , All Rights Reserved. www.agilenetworkindia.com

19. @sudiptal THE QUALITY BIBLE: DEMING’S 14 POINTS ON QUALITY MANAGEMENT • Create constancy of purpose for improving products and services. • Adopt the new philosophy. • Cease dependence on inspection to achieve quality; eliminate inspection; BUILD QUALITY INTOTHE PRODUCT INTHE FIRST PLACE • End the practice of awarding business on price alone; instead, minimize total cost by working with a single supplier, on a long term relationship of loyalty and trust! • Improve constantly and forever every process for planning, production and service. • Institute training on the job. • Adopt and institute leadership. @ Agile Network India , All Rights Reserved. www.agilenetworkindia.com

20. @sudiptal THE BIBLE: DEMING’S 14 POINTS ON QUALITY MANAGEMENT • Drive out fear. • Break down barriers between staff areas. • Eliminate slogans, exhortations and targets for the workforce. • Eliminate numerical quotas for the workforce and numerical goals for management; eliminate MBO • Remove barriers that rob people of pride of workmanship, and eliminate the annual rating or merit system.The responsibility of supervisors must be changed from sheer numbers to quality. • Institute a vigorous program of education and self-improvement for everyone. • Put everybody in the company to work accomplishing the transformation. Transformation is everyone’s job! @ Agile Network India , All Rights Reserved. www.agilenetworkindia.com

21. @sudiptal WHAT DOES IT MEAN TO US? • There is no Agility/DevOps with crappy software • There is no Agility/DevOps with manual test regression of days/weeks/months • There is no Agility/DevOps with Dev and Ops in their own cocoons, with handoffs from one team to another • Developers should be writing tests; if you don’t have this, you are not ready for DevOps @ Agile Network India , All Rights Reserved. www.agilenetworkindia.com

22. @sudiptal WHAT TO DO? • Treat Tests as first class citizens of your project – Use tools to build and manage them… just like you do with your source code • Follow Agile Testing body of knowledge – If needed, get rid of the separate Testing team; Dev understands that there is no insurance to cover them for their crappy code! – InvertedTesting Pyramid is a non- starter! • Revitalize the tester – Tester is a role; not a person • Definitely, not a failed developer – Advocates for the user; makes quality transparent – Preferably, not doing manual testing • Focussed on exploratory testing + maintaining automated acceptance test cases @ Agile Network India , All Rights Reserved. www.agilenetworkindia.com

23. @sudiptal AGILE TESTING QUADRANTS Diagram invented by Brian Marick Unless you do TDD, test automation post deployment is expensive and hard Cannot automate this stuff!You need people… Should be doing this from the beginning. These things are testing the architecture. You need to know if you have this right

24. @sudiptal TEST DATA MANAGEMENT • Suffers from low focus on (compared to Test Automation) • Need adequate test data + ability to create test data on demand • Choose low volume test data combinations that cover large volume scenarios – Avoid loading/unloading of DB dumps – Don’t use production data dumps (except for Staging and Performance) – Start from a clean DB and programmatically create data using the application APIs => Works nicely with an automation led strategy @ Agile Network India , All Rights Reserved. www.agilenetworkindia.com

25. @sudiptal DEPLOYMENT PIPELINE Diagram by Jez Humble

26. @sudiptal ACCEPTANCE TESTING • Writing “good” acceptance test cases is hard • Its “good” IF you have the confidence in the quality of the software when AcceptanceTest Cases pass • If you get failure, introduce an automation script at the right level @ Agile Network India , All Rights Reserved. www.agilenetworkindia.com

27. @sudiptal ACCEPTANCE TEST SUITES • Very hard to maintain • Decay over time.. – Just like code! Refactor relentlessly • Ownership is always the issue – Not owned by the tester but by the team! • Treat test code as Production • Flaky tests are no good! – You lose the trust in your existing Test Suite – Move them to a different test suite – Quarantine them till they are refactored and consistent • External Systems – Move to a separate suite – Parameterize the connections – Run them before the full acceptance suite @ Agile Network India , All Rights Reserved. www.agilenetworkindia.com

28. @sudiptal BROWSER BASED TESTING IS UNRELIABLE • If you hear “it failed in CI… but it ran manually”, you know there is a difference between test mechanics and interaction pattern • If you have AJAX based testing where tests need to wait for a response from the server, then you will run into issues @ Agile Network India , All Rights Reserved. www.agilenetworkindia.com

29. @sudiptal PERSONA BASED USER-JOURNEYS • Persona based user-journeys – Extract them from existing AcceptanceTest Cases – Move to server side testing (away from browser based UI testing) – Journey should only cover the most likely path • Extract negative/edge scenarios to a separate suite to run after the journey scenarios are done @ Agile Network India , All Rights Reserved. www.agilenetworkindia.com

30. @sudiptal KEEP CURATING YOUR TESTS Example by Jez Humble

32. @sudiptal CONWAYS LAW • Organizations which design systems are constrained to produce designs which are copies of the communication structures of these organizations • If you don’t want your product to look like your organization, change your organization or change you product Rebecca Parsons @ Agile Network India , All Rights Reserved. www.agilenetworkindia.com

33. @sudiptal ONE TEAM PER SERVICE Diagram by Jez Humble

34. @sudiptal AMAZON’S DIRECTIVE TO ITS TEAMS… • All teams will henceforth expose their data and functionality through service interfaces. • Teams must communicate with each other through these interfaces. • There will be no other form of interprocess communication allowed: no direct linking, no direct reads of another team's data store, no shared-memory model, no back- doors whatsoever.The only communication allowed is via service interface calls over the network. • It doesn't matter what technology they use. HTTP, Corba, Pubsub, custom protocols - - doesn't matter. Bezos doesn't care. • All service interfaces, without exception, must be designed from the ground up to be externalizable. That is to say, the team must plan and design to be able to expose the interface to developers in the outside world. No exceptions. • Anyone who doesn't do this will be fired. https://plus.google.com/+RipRowan/posts/eVeouesvaVX

35. @sudiptal YOU BUILD IT, YOU RUN IT! “… Giving developers operational responsibilities has greatly enhanced the quality of the services, both from a customer and a technology point of view.The traditional model is that you take your software to the wall that separates development and operations, and throw it over and then forget about it. Not at Amazon.You build it, you run it.This brings developers into contact with the day-to-day operation of their software. It also brings them into day-to-day contact with the customer.This customer feedback loop is essential for improving the quality of the service.” WernerVogels, CTO,Amazon June 2006 http://queue.acm.org/detail.cfm?id=1142065

36. @sudiptal ARCHITECTING FOR REMOTE APPLICATIONS • Circuit Breakers: handle remote calls • Wrap the function call in a circuit breaker object – Once the failures reach a threshold, it trips – Further calls return with an error, without calling the function • Monitor and alert when it trips; have the breaker itself detect when its ready again https://martinfowler.com/bliki/CircuitBreaker.html

37. @sudiptal ARCHITECTING FOR LEGACY APPLICATIONS • Strangler Applications • Start by building new functionality in new modules, using SOA – Don’t rewrite existing code except to simplify or removing bugs – If you need to extend, write wrappers • Deliver fast https://www.martinfowler.com/bliki/StranglerApplication.html

38. @sudiptal STRANGLER APPLICATION • Benefits: – Reduced risk. – Give value steadily – Frequent releases allow you to monitor its progress more carefully – You can avoid a lot of the unnecessary features that cut over rewrites often generate • For new applications: – All new applications today will be legacy tomorrow! – When designing a new application, design it in such a way as to make it easier for it to be strangled in the future @ Agile Network India , All Rights Reserved. www.agilenetworkindia.com

39. @sudiptal ARCHITECTED FOR RECOVERY • Even the High performing organizations report failures up to 15% – However, they can recover in <1hr • Applications have to be designed for recovery – Strategies could vary for the application layer to the DB layer • If the build is broken, rollback first!You don’t need to stay up all night or late evening to fix it. – Take time to fix it. Fixes made in a hurry create more problems/technical debt! @ Agile Network India , All Rights Reserved. www.agilenetworkindia.com

40. @sudiptal OPTIMISE FOR MTRS • Think Lead Time! – How quickly can I detect? – How quickly can I find the cause? – How quickly can I fix the problem? – How quickly can I rollout the fix? @ Agile Network India , All Rights Reserved. www.agilenetworkindia.com

43. @sudiptal ESSENTIALS FOR CI • Maintain a Single Source Repository. • Automate the Build • MakeYour Build Self-Testing • Everyone CommitsTo the Mainline Every Day • Every Commit Should Build the Mainline on an Integration Machine • Fix Broken Builds Immediately • Keep the Build Fast • Test in a Clone of the Production Environment • Make it Easy for Anyone to Get the Latest Executable • Everyone can see what's happening • Automate Deployment https://martinfowler.com/articles/continuousIntegration.html#EveryoneCommitsToTheMainlineEveryDay

45. @sudiptal AWAY FROM (LONG LIVE) FEATURE BRANCHES • Most teams got driven to Feature Based Development – Until these explode… and they age! • Longer you are building in your own branch, greater the risk of all sorts of incompatibilities • Move to: – Short branches (less than a day) – Less than 3 active branches – Merge to trunk/master on a daily basis • Emphasis on main line development @ Agile Network India , All Rights Reserved. www.agilenetworkindia.com

46. @sudiptal SAY NO TO “LONG LIVE” BRANCHES • Rarely needed; its value diminishes dramatically over time • Avoid “environment(itis)” Age of Branch RealPotentialTestingValue @ Agile Network India , All Rights Reserved. www.agilenetworkindia.com

47. @sudiptal FEATURE TOGGLES: TO SAY “NO” TO LONG LIVE BRANCHES https://martinfowler.com/bliki/FeatureToggle.html

48. @sudiptal CATEGORIES OF TOGGLES • ReleaseToggles: allow incomplete and untested code paths to be shipped to production as latent code, which might never be turned on! • Experiment Toggles: used to perform A/B testing • Ops Toggles: control operational aspects of the application, for e.g., turning down a load intensive processing when there is high transaction load • Permissioning Toggles: change features that certain users receive, for e.g., for a set of internal users (“Champagne Brunch”) @ Agile Network India , All Rights Reserved. www.agilenetworkindia.com

49. @sudiptal CATEGORIES OF TOGGLES • Static toggles OR Short longevity Toggles would need a simple on/off configuration • Dynamic or High Longevity Toggles need sophisticated “Toggle Routers” https://martinfowler.com/articles/feature-toggles.html

50. @sudiptal TOGGLE ROUTING • Prefer static routes that are baked into the source code via configuration – All the benefit of infra as a code – Simpler testing • DynamicToggle Routing patterns – Hard coded toggle configuration – Parameterised toggle configuration (command line or env variables) – Toggle Configuration file – Toggle via App DB – Overriding configuration • Per request overrides @ Agile Network India , All Rights Reserved. www.agilenetworkindia.com

51. @sudiptal FEATURE TOGGLES ADD TESTING COMPLEXITY • Both options need to be tested for each Toggle! • (Might) explode with multiple toggles options! – Use Toggle Configuration files – Add meta-data to track audit/governance information for that toggle – In general, there's no need to test all combinations of features. • For release toggles, test 2 combinations – All toggles on that are expected to be on in the next release – All toggles on • Build an ability to generate the listing of all the “active” toggles on the runtime @ Agile Network India , All Rights Reserved. www.agilenetworkindia.com

52. @sudiptal TOGGLE COME AT A COST! • View the FeatureToggles as inventory – There is a carrying cost; keep this inventory as low as possible. • Team must be proactive in removing feature toggles; retire then when pending feature are bedded to Production – Add a toggle removal task onto backlog whenever it is introduced – Put "expiration dates" on toggles. • Creating "time bombs" that will fail a test (or even refuse to start an application!) if a toggle is still around after its expiration date – Apply a Lean approach by placing a limit on the number of toggles @ Agile Network India , All Rights Reserved. www.agilenetworkindia.com

54. @sudiptal DEPLOYMENT PIPELINE Diagram by Jez Humble

56. @sudiptal DEPLOYING DB CHANGES • If you want to • Then – Make the DB change in the 1st release by adding the incremental fields – The UI does a conditional read; if new field is blank, read from the old field – The UI always writes to both fields. – Now, introduce the new feature... if it fails, you are ready to rollback immediately, – Much later, delete the old field (called the "contract" phase). Address Address1 Address2 @ Agile Network India , All Rights Reserved. www.agilenetworkindia.com

57. @sudiptal CI FOR DB • Data is persistent • Often, large datasets; rollback is not an option – Some changes are irreversible • Make DDL/DML scripts part of version control – In test environment, build DB from scratch – Then, run acceptance test cases • Scripts are ordered; they run in a sequence @ Agile Network India , All Rights Reserved. www.agilenetworkindia.com

58. @sudiptal DEPLOY ON PRODUCTION • Apply the same scripts on Production • Incremental scripts to be pulled from version control • For each script, build the rollback script (as far as possible) • Check dbdeploy.com • Maintain a metadata table that indicates what scripts have been run on it • Logs success/failure @ Agile Network India , All Rights Reserved. www.agilenetworkindia.com

59. @sudiptal BLUE-GREEN DEPLOYMENTS • Deployments often become a batch operation waiting for the next “good” time • Solution: Blue Green deployments • Minimizes cutover from one version to next; Fast rollback if needed • Use the “other” as staging environment • Multiple approaches to handle “live” transactions on the earlier system https://martinfowler.com/bliki/BlueGreenDeployment.html • For Database Changes: – Separate from the application rollout – Use the earlier pattern

60. @sudiptal RELEASE != DEPLOYMENT • Deployment might release to all environments at the same time. • Release process controls who sees what – In FB, this person is called “Gatekeeper” @ Agile Network India , All Rights Reserved. www.agilenetworkindia.com

61. @sudiptal CANARY RELEASE https://martinfowler.com/bliki/CanaryRelease.html • Used by both FB and Netflix • Also called Red/Black pattern Heavily Monitored

63. @sudiptal DEFINE THE ENVIRONMENT • What it is? • What to use it for? • How long to retain that environment? • All environments are an “approximation” of the Production – Hence, it is only good for a purpose – not good for any other purpose – That defines the “What to use it for?” @ Agile Network India , All Rights Reserved. www.agilenetworkindia.com

64. @sudiptal INFRASTRUCTURE • All environment and supporting services – Networking, Storage, Mail, DNS… • Desired state in version control • Self corrects to the desired state (Autonomic) • State should be known via continuous monitoring • Protect from “Configuration Drift” – Adhoc changes to the system that go unrecorded – Test yourself like a “Fire Drill” • Solution: – Use Software that automatically syncs with a “baseline” – Limited to the extent that you have artefacts under version control @ Agile Network India , All Rights Reserved. www.agilenetworkindia.com

65. @sudiptal THE TALE OF 2 COMPANIES… http://radar.oreilly.com/2007/10/operations-is-a-competitive-ad.html

66. @sudiptal “…it takes about 80 hours to bootstrap a startup.This generally means installing and configuring an automated infrastructure management system (puppet), version control system (subversion), continuous build and test (frequently cruisecontrol.rb), software deployment (capistrano), monitoring (currently evaluating Hyperic, Zenoss, and Groundwork). Once this is done the “install time” is reduced to nearly zero and requires no specialized knowledge.” Jesse Robbins (ex) Master of Disaster, Amazon Founder of Chef @ Agile Network India , All Rights Reserved. www.agilenetworkindia.com

67. @sudiptal THE NEXTFLIX SIMIAN ARMY https://insights.sei.cmu.edu/devops/2015/04/devops-case-study-netflix-and-the-chaos-monkey.html

68. @sudiptal AMAZON GAME DAYS • Inject failures into critical systems • Discover flaws and critical dependencies • Accept that reliable software platform is built on top of components that are unreliable • Need to keep testing services against failure all year around • Fail systems that will need to bring people together who otherwise don’t interact with each other @ Agile Network India , All Rights Reserved. www.agilenetworkindia.com

69. @sudiptal RESILIENCE ENGINEERING: A FUNDAMENTAL CULTURAL SHIFT • From a steadfast belief that systems should never fail—and if they do, focusing on who's to blame—to actually forcing systems to fail • Rather than expending resources on building systems that don't fail, the emphasis is to how to deal with systems swiftly and expertly once they do fail—because fail they will. • Much of the value comes from changing the collective mindset of the engineers who design and build – It's not easy to watch their systems fail and its consequences – Overtime, they gain confidence in the systems and practices • It invokes a more just culture in which people can be held accountable without being blamed, or punished, for failure. @ Agile Network India , All Rights Reserved. www.agilenetworkindia.com

71. @sudiptal PRACTICES • Developers should be able to run acceptance tests on their environments • Virtualize all environments • If anything fails, stop the line! @ Agile Network India , All Rights Reserved. www.agilenetworkindia.com

72. @sudiptal PITFALLS • Configuration(itis)! – Once you start automating your configurations, you will see an explosion in the same – For every small incremental functional OR NFT, you will get a request for a new configuration… and then, these will stay – Set some STANDARDS and governance around this (similar to temporary branching)! • What should be a standard env for Test, Staging, including test data • Ops people are generally automation savvy – Don’t get too obsessed with frameworks, trying to make it too generic – Don’t build a huge framework with tons of scripts and tools! Don’t have hundreds of metadata config points that becomes a nightmare to manage • Don’t create Configuration Management “Sherpas” whose only job is to manage and track configuration – Avoid your Brent! @ Agile Network India , All Rights Reserved. www.agilenetworkindia.com

73. @sudiptal PITFALLS • Change in a “stealth” mode: – Just start by saying that you are automating what you do today; one organization called “Rapid Release” – Don’t take the message “we will change everything” – Fast delivery in a safe way keeping all the gray suits/ITIL happy! – Focus on better work-life balance for everyone • If you are starting your DevOps initiative with tools, you are almost certain to fail • Event and Alert monitoring: – With an explosion of tools and environments, it will be a nightmare to analyse and track all that is happening – Get all feeds into one activity stream like Slack – Build parsers to filter out what you really want to see @ Agile Network India , All Rights Reserved. www.agilenetworkindia.com

75. @sudiptal • Think lean: shorten Lead Time by focussing on the full value stream • Don’t look at Agile and DevOps as two different initiatives! – If you do that, Agility is “Dead on Arrival” – Go beyond your CI/CD tools • Initiate small changes – take a Toyota Kata approach – Start small; avoid the “cliché” terms – no reorg! – The way they think, interact, architect, code, test – Think SERVICES (SOA/Microservices) – Simulate and test for failure/security/performance @ Agile Network India , All Rights Reserved. www.agilenetworkindia.com

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