More than Technology - The Culture of DevOps

1© Copyright 2016 EMC Corporation. All rights reserved.
More Than Technology
The Culture of DevOps

YOUR SPEAKER
 Day Job – Pre-Sales Architect specializing in DevOps
and App Modernization for the NY/NJ Division
 Side Job - Developer & Application Evangelist within
EMC Global Services
 Passionate about driving Lean Enterprise
Transformations and Infrastructure as Code
Don Demcsak
Application Solution Principal Don.Demcsak@emc.com
@DonDemcsak
http://www.linkedin.com/in/donxml

IT IS A BUSINESS ENABLER
BUSINESS MODELCUSTOMER
• Customer understanding
• Top line growth
• Customer touch points
• Digitally-modified business
• New digital business
• Digital globalization
© 2011 MIT Center for Digital Business and Capgemini Consulting
• Process digitization
• Worker enablement • Performance management
OPERATIONS
BUSINESS
VALUE

“Success is a company’s ability to see the
window of opportunity and capitalize on it.”
https://www.ted.com/talks/bill_groass_the_single_biggest_reason_why_startups_succeed?language=en

WHY IS THIS SO CHALLENGING?
PLATFORMS OPERATING MODEL TOOLS PROCESS STANDARDS

Complex
PORTFOLIO PROCESSES
7

Rigid structures and knowledge silos

Managed with Manual Processes

Heavily Laden with Bureaucracy
10

• From Silos to Delivery Teams
– Outcomes over Activities
• This change isn’t “solved” with a
technology change
• This change is evolved through:
People + Process + Technology
Culture!
THE FOCUS OF IT NEEDS TO CHANGE

Agile Software Delivery
Scope of DevOps
DEVOPS IN CONTEXT
Development
Design &
Build
Architecture
Quality
Assurance
Operations
Security
Infrastructure Compliance
Applications Deploy
IT Governance
Analysis
UX
Product Development
BacklogRoadmap
Feature scoping
and validation
Solutions
Training
Support
Sales
Field SalesInside Sales
Engineers
Marketing
Strategy
Content
SEO
Analytics
Advertising

DELIVERY PIPELINE
…optimizing the flow of work to create products
that create value faster and more reliably.
OPS
DEV

PEOPLE
(Skills & Culture)
TOOLS
(Platforms & Ecosystems)
DEVOPS
TRANSFORMATION
PROCESS
(& Practices)

THE LEGACY DATA CENTER
WE BUILT DATA CENTERS WITH 2 ASSUMPTIONS
Once a workload was
running in production,
it would stay running
on the same servers,
in the same data
center, forever (or
decomissioned)
Work loads would
never move
Workloads and the
servers they ran on
would get updated
once a quarter except
for emergencies
Work loads would
seldom change

MODERN DATA CENTERS
THE ASSUMPTIONS HAVE BEEN FLIPPED
Workloads need to be
easily moved to the
most cost efficient
location, as defined by
the business
Work loads would
probably move
Workloads need to be
updated at the pace of
the business,
whenever, and as
often as the business
desires
Work loads would
always change

THE TRIPLE THREAT
DELIVERY PIPELINE
Agile Portfolio
Planning &
Management
Modern
Architecture &
Development
Automation,
Orchestration &
DevOps

Automation,
Orchestration &
DevOps

CONTINUOUS DELIVERY
DELIVERY PIPELINECOMMIT
DEV TEST STAGE
PROD
UNIT
FUNCTION
REGRESS
CAPACITY
BUILD
PACKAGE
DEPLOY
DEPLOYDEPLOY
DEPLOY
CODE
PEN. TEST
SEC. SCAN
COMPLY
INTEGRATE

CONTINUOUS DELIVERY
DEV TEST STAGE
PROD
BUILD
PACKAGE
DEPLOY
UNIT
CODE
PEN. TEST
FUNCTION
DEPLOYDEPLOY
REGRESS
CAPACITY DEPLOY
SEC. SCAN
COMPLY
INTEGRATE

CONTINUOUS DELIVERY
DEV TEST STAGE
PROD
BUILD
PACKAGE
DEPLOY
UNIT
CODE
PEN. TEST
FUNCTION
DEPLOYDEPLOY
REGRESS
CAPACITY DEPLOY
SEC. SCAN
COMPLY
INTEGRATE
PROVISION
CONFIG
DEPLOY DEPLOY DEPLOY
OPERATEMANAGE
MONITOR MONITORMONITOR

AUTOMATE EVERYTHING
DEV TEST STAGE
PROD
BUILD
PACKAGE
DEPLOY
UNIT
CODE
DEPLOY
PEN. TEST
FUNCTION
DEPLOY
REGRESS
COMPLY
DEPLOY
CAPACITY
SEC. SCAN
INTEGRATE
PROVISION
CONFIG
OPERATE
MONITOR MONITOR
MANAGE
MONITOR

AUTOMATE EVERYTHING
DEV TEST STAGE
PROD
Improves Efficiency & Reduces Cost of Individual Steps

44 42

ORCHESTRATED & INTEGRATED
Deployment Environments Management & Monitoring
Version Control Build Tools Continuous Integration Tools Test Frameworks
Test
Manager
Commit & Build
Application
Validate
Code & Build
Deploy
Application
Acceptance
Test
Capacity
Test
Deploy
Infrastructure
Commit & Build
Infrastructure
Validate
Automation Package
Production
Deploy
Version Control
Configuration Managment Artifact Repositories
API Library
API Library
Ideal DevOps Workflow

COLLABORATE
GROUPING DYNAMIC TEAMING MODEL
GOAL
Operational Silos
Centralized Management
Cross-functional Team
Self-managed; Product Aligned

MEASURE
“If someone were to accuse you of
being successful, could you prove it?”
-Dean Webster, VP Product Development

• Reduce cycle time by 300%
• Reduce recovery/rollback time to less than 4hrs
• Improve process efficiency by 10%
• Reduce break/fix workload from 50% to 30%
• Solution is extensible and parameterized
SUCCESS CRITERIA & MEASURES
DEFINE THE OUTCOMES OF TRANSFORMATION

DEVOPS PILOT – TITLE INSURANCE COMPANY
12,936 Hours of rework per year $970,200
Averaged 98
defects related
to deployment
per release
4 Major releases
a year for their
primary
application
33 person hours
to fix, test,
redeploy each
deployment
defect
Average
Chargeback
$75/person
hour
246 Hours of rework per year $18,450
Averaged 2
defects related
to deployment
per release
4 Major releases
a year for their
primary
application
33 person hours
to fix, test,
redeploy each
deployment
defect
Average
Chargeback
$75/person
hour
BASELINEPOST-PILOT

DEVOPS IMPLEMENTATION – INSURANCE COMPANY
3,600 Hours Budget for Project $270,000
3 day
application
deployment an
configuration
12 day
environment
provisioning and
configuration
cycle
30 environment
build projected
during project
Average
Chargeback
$75/person
hour
9 Hours Budget for Project $675
Application
deployment an
configuration
included in
environment
provisioning
20 min
environment
provisioning and
configuration
cycle
30 environment
build projected
during project
Average
Chargeback
$75/person
hour
BASELINEPOST-PILOT

the “WHAT” – defines outcomes; sets
enterprises standards to maintain quality
and provide a consistent work environment
across the enterprise
EMPLOY A TOP DOWN & BOTTOMS UP CHANGE MODEL
Success Requires A Shared Vision
CHANGE ADOPTION
LEADERSHIP TEAM
DELIVERY TEAM
the “HOW” – determines the best
approach for achieving the standards
defined at the enterprise level

INTRODUCE STRONG MATRIX ORGANIZATION TO REDUCE BOTTLENECKS
CROSS-FUNCTIONAL, COLLABORATIVE TEAMING
GROUPING DYNAMIC TEAMING MODEL
GOAL
Operational Silos
Centralized Management
Cross-functional Team
Self-managed; Product Aligned

CREATE SPACE
• Separate from normal
working environment
• Open, collaborative design
• Innovation “vibe”
• “In orbit” of Enterprise “The Application Factory”

SET & MANAGE EXPECTATIONS
ARCHITECTURE & STANDARDSENTERPRISE & IT GOALS
MANAGE TO OUTCOMES
NOT TO TASKS & ACTIVITIES
• Performance goals
• Business objectives
• Budgetary goals
• Innovation targets
• Etc.
Define
Program &
Team Level Metrics
Development
Architecture
Compliance
Quality
Etc.
•
•
•
•
•
Define DONE
For Enterprise,
Programs, and Teams

MODEL CORE VALUES AND “BEST PRACTICES”
RECOMMEND PRACTICES:
• Cross-functional Teams
• Retrospective/Improve
• Peer Review/Code Analysis
• Test-Driven Development
• Version control
• Visible Dashboard
• Standup Meetings
VALUES

INITIATING THE CHANGE
Learning Activities
• Shadowing people and learning from others
• Formal classroom training
• Self-initiated learning
• Social networking
• Reading blogs and books
• Sharing ideas and support from others
• Workshops and Lunch & Learns
• Writing blog posts
• Small experiments and short projects
• Questioning, retrospectives and feedback loops
“Knowledge is something you buy with
money. Wisdom is something you acquire
by doing.”
-Taiichi Ohno, Workplace Management (1988)
Create a Community of Practice*
def. - Groups of people who share a concern or passion for
something they do and learn how to do it better as they
interact regularly

CREATING A CONTINUOUS IMPROVEMENT CULTURE
• 15-30 minutes spent reading/listening
•-- Books
•-- Blogs
•-- Podcasts
Improve Daily
(gain knowledge)
•30 Minute Standup (Scrum)
•2 minutes for each person
•-- What did I learn this week
•-- What did I do wrong this week
•-- What am I going to improve on next week
Weekly
Retrospective
(measure progress)
•Spend 1 hour coding
•Spend 30 minutes communicating via slack
Weekly Wisdom
(gain wisdom)
•Attend Internal Meet Up
Monthly
Workshop
(comm. of practice)

Release Candidate Pipelines
DELIVERY PIPELINES
VERSION
CONTROL
COMMIT
CREATE
CHANGE
• New software
• Enhancements/fixes
• Upgrades
• Patches
• Configurations
TEST UAT STAGE
PROD
Development & Build Process
1.1
1.2
1.3
1.4
1.5
1.2
Automated Tool Chain

Starting tomorrow, what will YOU DO…

More than Technology - The Culture of DevOps

More than Technology - The Culture of DevOps

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