XebiaLabs Top Enterprise DevOps Lessons for 2016

TopEnterpriseDevOpsLessonsfor2016December2015

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AboutthePresenter

▪ Beenonbothsidesofthe“Dev…Ops”fence▪ Lotsofenterpriseso<waredevelopmentonhigh-performancesystems

▪ AcDveopensourcecontributorandcommiFer

▪ Regularmeetup,conferenceetc.presenterAndrewPhillips

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V I S I B I L I T Y

AUTOMATION

CONTROL

§  ConDnuousDeliveryandDevOpspioneer,authorityandtechnologyleader

§  GlobalteaminUS,Europe&APAC

§  Consistentlyrecognizedbyleadingindustryanalysts

ConnecDngthedotsforConDnuousDeliveryatenterprisescale

AboutXebiaLabs

G l o b a l L e a d e r s D e l i v e r S o < w a r e w i t h X e b i a L a b s

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VISIBILITY

CONTROL

AUTOMATION

Award-winningtools,recognizedbyleadingindustryanalysts

XebiaLabsSoluLons:ConnecLngthedotsforConLnuousDeliveryatenterprisescale

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Agenda

▪ 2015:TheDevOpsyearinreview▪ WhathavewelearnedaboutEnterpriseDevOps?

▪ DOs,DON’TsandopenquesDons▪ Whattofocusonin2016

2015:TheDevOpsYearinReview

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Highlightsfrom2015

From unicorns…

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Highlightsfrom2015

▪ …to “the rest of us”:

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Highlightsfrom2015

▪ Seeing the first outcomes and success stories from “non-unicorn” organizations

▪ Common theme: “it’s not easy or quick, but it’s doable and worth it”

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Highlightsfrom2015

Growing ecosystem of support & services for DevOps

▪ Broad and growing ecosystem of tools

▪ Specialist “DevOps consultancies”

▪ DevOps included in the portfolio of global software vendors and mainstream IT service suppliers

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Highlightsfrom2015

"I need me some DevOps"

▪ CIO of major organization: “What is DevOps and what do I need to do about it? I’m concerned about missing the boat, but have no idea what DevOps means for my organization”

▪ Lack of clear definition and overlapping marketing messages create confusion

▪ No clear implementation blueprint or best practice for organizations

WhatHaveWeLearnedAboutEnterpriseDevOps?

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Whatwehavelearned…

…about what DevOps means in practice in the enterprise:

▪  Internal IT initiative: the business is largely not involved ▪ Largely looking at internal IT metrics: reduction of error, improved efficiency, etc.

▪ DevOps as a “game changer” for the business? Not yet.

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▪ Two distinct types: “type 1” and “type 2”

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▪ Two distinct types: “type 1” and “type 2” ▪ Type 1:

−  Automation, automation, automation

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▪ Two distinct types: “type 1” and “type 2” ▪ Type 1:

−  Automation, automation, automation

▪ Type 2: −  Agile, continuous delivery & small changes −  product teams & experimental organizations −  cultural responsibility shift

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▪ Two distinct types: “type 1” and “type 2” ▪ Most enterprise success stories so far are type 1

▪ Most of the “unicorn” stories are type 2

▪ Moving to type 2 is significantly harder than implementing type 1

▪ Requires far more wide-reaching changes: org structure, company culture etc.

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…about how to implement DevOps in an enterprise context:

▪ Top-down engagement, bottom-up growth ▪ Automation and implementation needs to happen at the team level

▪ Resources to overcome obstacles, and prioritization to make that possible, comes via top-down support

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▪ Automation and coding fundamentals are key for New Ops ▪ System administration in a DevOps environment = software development

▪ Train team members with an appetite for automation

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▪ Measure things and make them visible ▪ Communicate what’s happening in the bottom-up implementations to the top-

down support layer

▪ Open culture – there will be successes and failures

▪ Helps to distinguish means from goals

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▪  Incremental approach - managers as problem solver not “conductors” ▪ Existing management not in a position to guide the implementation

▪ Critical role in evaluating and following up on data

▪ Essential ability: understanding the organizational processes that cause bottlenecks and possessing the authority to address them

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▪ Expect failures and pushback ▪ A DevOps transformation is a long haul, especially if the goal is to get to Type 2

▪  Introducing automation can be perceived as a threat

▪ Cultural change and breaking down silos will challenge existing authorities

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▪ Spreading knowledge is key ▪ Experience with the tooling, and around process and culture, will be thin on the

ground in most organizations

▪ Plan to “seed” other teams rather than sending in “the DevOps SWAT team”

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1.  Top-down engagement, bottom-up growth 2.  Automation and coding fundamentals are key for New Ops 3.  Measure things and make them visible 4.  Incremental approach - managers as problem solver not “conductors” 5.  Expect failures and pushback 6.  Spreading knowledge is key

DOs,DON’Ts&OpenQuesLons

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DOs

▪ DO invest in automation training for your Ops team and identify if your staff there have the mindset for change

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DOs


▪ DO introduce visibility, communication, training/education and potentially even reward/recognition structures that emphasize the end-to-end picture for the product/project, rather than a silo-based view

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DOs


▪ DO introduce visibility, communication, training/education and potentially even reward/recognition structures that emphasize the end-to-end picture for the product/project, rather than a silo-based view

▪ DO define your own goals and interpretation of what DevOps means for your organization, and communicate that clearly

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DON’Ts

▪ DON'T rely on a bottom-up approach for enterprise-wide adoption

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DON’Ts


▪ DON'T lose sight of the fact that DevOps and CD practices are means to an end rather than ends in themselves

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DON’Ts


▪ DON'T lose sight of the fact that DevOps and CD practices are means to an end rather than ends in themselves

▪ DON'T forget to include accelerated/automated quality verification in your delivery pipeline

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5OpenQuesLons

1.  What role should the business play? What level of involvement should they have?

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5OpenQuesLons


2.  Can I make DevOps work in a siloed organization? If so, what does that look like?

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5OpenQuesLons



3.  Is DevOps possible with outsourced development/QA/operations? Type 2? Type 1? Neither?

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5OpenQuesLons




4.  Under which circumstances do I need to move from shared ownership of the full stack and process to a platform model?

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5OpenQuesLons




4.  Under which circumstances do I need to move from shared ownership of the full stack and process to a platform model?

5.  How does an Enterprise DevOps initiative starting in 2016 relate to developments around containers and microservices?

WhattoFocusOnin2016

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Focuspointsfor2016

▪ Ensure you have a central group with executive support in place - not to control the DevOps initiative, but to support it, provide expertise, gather data and facilitate adoption

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Focuspointsfor2016


▪ Figure out whether and where your organization is suited to “Type 1" or “Type 2" Devops: Are we suited to the delivery of small changes? Can we embrace an experimental approach to innovation?

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Focuspointsfor2016



▪ Decide how you want your new DevOps delivery model to interact with your existing "framework" processes of programme/portfolio mgmt, project/backlog management, change/release management etc.

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Focuspointsfor2016



▪ Decide how you want your new DevOps delivery model to interact with your existing "framework" processes of programme/portfolio mgmt, project/backlog management, change/release management etc.

▪ Keep an eye out for containers but resist hasty hype-driven decisions: what is the use case vs. our current cloud plan? Are we going to microservices? Can we handle the immaturity of the space?

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Focuspointsfor2016

▪  Interested in avoiding reinventing the implementation wheel and starting with a structured approach? Get in touch!

▪ Don't "go from Dinosaur to DINOsaur"

Resources

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GreatResources

▪ GetStartedwithXebiaLabsToday!www.xebialabs.comwww.xebialabs.com/products

blog.xebialabs.com

@xebialabs

youtube.com/xebialabs

▪ ThePeriodicTableofDevOpshFps://xebialabs.com/periodic-table-of-devops-tools/

▪ eBook:TheITManager’sGuidetoCDhFps://xebialabs.com/resources/whitepapers/the-it-managers-guide-to-conDnuous-delivery/

Q&A

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HappyHolidays!

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HappyHolidays!

Thankyou!

Software

XebiaLabs Top Enterprise DevOps Lessons for 2016