PowerPoint Presentation

Starting and Scaling DevOps in the EnterpriseGary Gruver, President of Gruver Consulting LLC

November 15, 2016

FW no longer a bottleneck for the business

Development costs reduced from $100M/yr. to $55M/yr.

140% increase in the number of products under development

Capacity for innovation increased from ~5% to ~40% Gruver Consulting

November 15, 20161st order effectDevOps100s vs 10sLack of alignment2

Gruver Consulting

November 15, 2016Right way firstMarketing faster executionDev Push into production MillennialRelease Everything under version controlOps feature toggles working closely with Dev on scripts Exec stock price and bonusAligned top to bottom, Everyone excited what could possible go wrong 10 Min

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Gruver Consulting

November 15, 2016All the right parts BUTDoesnt look or work like and elephantDevOps face plant

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Gene Kim QuoteThis is my personal definition: I would define DevOps by the outcomes. In my mind, DevOps is those set of cultural norms and technology practices that enable the fast flow of planned work from, among others, development, through tests into operations while preserving world class reliability, operation and security.DevOps is not about what you do, but what your outcomes are. So many things that we associate with DevOps fits underneath this very broad umbrella of beliefs and practiceswhich of course, communication and culture are part of them.

Gruver Consulting

November 15, 2016This is going to require eliminating waste and improving efficienciesTypes of work: New/Unique, repetitive, triageGetting everyone on the same page & where to start DPAgenda12MinBasic DP 1 Dev Metrics for aligning starting point and progressScaling to a Dev teamDevOps appr. for small teamsDevOps appr. large tightly coupled teams Close with impacts of changes

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Business Ideas

Developer

Production

Monitoring

Environment Testing

November 15, 2016Basic flowSimple process what could go wrong

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Environment Testing

Developer

Business Ideas

Production

Monitoring

November 15, 2016What can go wrong at each stepBusiness IdeaWaterfall planningtoo much inventoryLeanJIT (20 to 5%)Env (250 day story)ConsistencySE, SD, automation, cloudTesting stage Cycle time repeatabilitybranch timeApproval times (approval time story)Proddeploy time and effort (launch calls story)MonitoringNew issues (IE8 short story)7

Environment Testing

Developer

Business Ideas

Production

Monitoring

November 15, 2016What can go wrong at each stepBusiness IdeaWaterfall planningtoo much inventoryLeanJITEnv (250 day story)ConsistencySE, SD, automation, cloudTesting stage Cycle time repeatabilitybranch timeApproval times (approval time story)Proddeploy time and effort (launch calls story)MonitoringNew issues (IE8 short story)8

Monitoring

Monitoring

Environment Testing

Developer

Business Ideas

Production

Monitoring

November 15, 2016What can go wrong at each stepBusiness IdeaWaterfall planningtoo much inventoryLeanJITEnv (250 day story)ConsistencySE, SD, automation, cloudTesting stage Cycle time repeatabilitybranch timeApproval times (approval time story)Proddeploy time and effort (launch calls story)MonitoringNew issues (IE8 short story)9

Monitoring

How Long Frequency Issue Source

Environment Testing

Developer

Business Ideas

Production

Planning CapacityRequirements Inventory% Reworking% Expected Results

Deploy Time & EffortSource & Number of New Issues

New Issues

Cycle Time Batch SizeRepeatabilityBranch TimeApproval Times

November 15, 2016Where to start10

Leadership vs Empowerment

Specialization vs Generalist

Push to production

Green builds & Quality Gates Gruver Consulting

November 15, 2016Possible ResultsComplex Benefits are more pronounced 10s versus 100s Jez and David DP Engaged executives11

November 15, 2016

November 15, 2016