Diese Präsentation wurde erfolgreich gemeldet.
Wir verwenden Ihre LinkedIn Profilangaben und Informationen zu Ihren Aktivitäten, um Anzeigen zu personalisieren und Ihnen relevantere Inhalte anzuzeigen. Sie können Ihre Anzeigeneinstellungen jederzeit ändern.

Enterprise Scale DevOps Assessments

536 Aufrufe

Veröffentlicht am

Slides used in a webcast with Ranger4's Helen Beal and DORA's Nicole Forsgren on 2nd May 2017 talking about scaling DevOps assessments for enterprises.

Veröffentlicht in: Technologie
  • Just got my check for $500 ➢➢➢ https://t.cn/A6ybK3XL
       Antworten 
    Sind Sie sicher, dass Sie …  Ja  Nein
    Ihre Nachricht erscheint hier
  • Get Paid For Your Opinions! Earn $5-$10 cash on your first survey. ♣♣♣ http://t.cn/AieX2Loq
       Antworten 
    Sind Sie sicher, dass Sie …  Ja  Nein
    Ihre Nachricht erscheint hier

Enterprise Scale DevOps Assessments

  1. 1. www.ranger4.com DevOpstastic Webcast: Enterprise Scale DevOps Assessments Dr. Nicole ForsgrenHelen Beal
  2. 2. www.ranger4.com DevOpstastic Why Do DevOps? (Statistics from the State of DevOps Report 2016) High performers spend 22%less time on unplanned work and rework 200x High performing IT organisations report experiencing: 24x 3x 2,555x 200x more frequent deployments 24x faster recovery from failures 3x lower change rate failure 2,555x shorter lead times
  3. 3. www.ranger4.com DevOpstastic DevOps Benefits VALUE REALISATION What value does your application deliver, and can you quantify it? How much revenue will it generate every hour? What if you deliver it earlier? REWORK How much of your development, quality assurance, and operations time do you spend just finding and fixing things? DOWNTIME How many outages and disruptions have you had in production in the last year? What’s the value of the applications affected? AUTOMATION How much extra capacity will you gain as you implement automation across the IT delivery chain? How will you use that capacity to produce greater business value? COMPETITIVE RISK What if your competitor goes to market first with a new feature that takes away your business's market share? How much revenue will it cost while you catch up? GO LEAN How much waste is there in your value stream? What are the productivity gains and the value realisation opportunities?
  4. 4. www.ranger4.com DevOpstastic Deliverables One Report Portfolio: 1. Baselined Current State 2. Articulated Desired Future State 3. Fit assessed, prioritised steps to evolve maturity Physical Assessment • 2 days onsite • Leadership Vision Workshop • Participant briefing • 12 x 45 minute conversations • 15 minute SAAS survey via email • Minimum of 50 respondents per business unit • Rerun to reassess Virtual Assessment Measureable productivity improvements
  5. 5. www.ranger4.com DevOpstastic Continuous Improvement Why Do A DevOps Assessment Gain deep understanding and metrics of current state Compare capabilities and best practices across the enterprise Receive clear, practical guidance on priority areas for improvement Remove constraints, make productivity improvements Reassess – spread success and best practices
  6. 6. www.ranger4.com DevOpstastic Sample report content
  7. 7. www.ranger4.com DevOpstastic Practice Ideation Integration Validation Operation Realisation Level 5: Utopia Testing fully integrated with requirements management process and tooling. Product backlog refinement happening daily. Change is a peer review process. Standardised set(s) of CI/CD toolchain (s) are used by teams. CDep could happen if desired. Time is allocated for experimentation and learning. User stories written as test scripts. All tests automated where possible. No known defects are passed downstream. Continuous Improvement is a habit. Quality, security and performance are engineered in – early in the product backlog and fully automated. Product backlog and service desk are integrated. Value of new features is measured real time, monitored with interest by the business and decisions make on what is learned. Experiments happen regularly. Level 4: Adopted Product backlog is visible to all (secured) along with burndown/velocity viewable real time. Daily standups including PO/business. Performance and security tests happen in the IDE or at CI/CD (in pre-prod environments). Toggling part of daily life. Reviews AND retrospectives happen regularly and are acted upon. Service virtualisation is used where needed. Continuous Improvement happens formally and regularly. Defect prevention trumps defect detection. Incidents rare and fixed very fast – are mostly pre- empted by monitoring or are fixed early on in the development cycle. ChatOps is integrated to alert systems. Cost of new features is visible through The DevOps LoopTM. Features are prioritised on business value. Level 3 Establishing Product backlog is created and filled with User Stories and refined at least weekly. NFRs are included. Automated build and test cycle every time a change is committed. Dependencies managed, re- use of scripts and tools. Coding standards or guidelines are shared between teams. UAT happening regularly through the sprint. Testing is integrated into the SDLC. Production like test environments exist. Using Agile practices to deliver environments and support or Ops capability embedded into Agile teams. Environment provisioning and deployment is automated. Business impact alerts are available to all, tuned and acted upon. There is automation to support problem diagnosis. Level 2: Improving Starting to create a product backlog with User Stories. Product Owner role is understood. Regular automated build and testing. Any build can be re-created from source control using automated process. Daily stand ups are happening. Unit tests automated. Testing is defined as a process – test plans, strategies exist. Testing still happening after product delivered. Incident, problem management etc processes are defined in ‘just enough’ processes. Scripts are used to replace manual processes. Identifying key Metrics that Matter and writing User Stories that include value statements. Basic awareness of end user experiences. Level 1 Starting Requirements documented, probably in Word or Excel. Collaborated on infrequently (weekly or less). Developers working on a common code base are using configuration management and artifact repositories. Testing manual after software developed. Is ad- hoc and standards do not exist. Very little (or far too much - ITIL) governance, monitoring, testing. Deployments happen manually. No real metrics that matter, but desire to put customer front and centre to all business’ activities.
  8. 8. www.ranger4.com DevOpstastic Performance Compared to High Performers in Your Industry (top 12%) 4 This third chart shows your performance compared to high performers in the industry (the top 12%).
  9. 9. www.ranger4.com DevOpstastic Capabilities Compared to Other Teams in Your CompanyThis first chart shows your performance compared to other teams at your company. TECHNICAL Automation & Tools CULTURE Organisation METRICS Measurement & Monitoring PROCESS Interactions
  10. 10. www.ranger4.com DevOpstastic The DevOps Discovery Deliver roadmap between the two states Articulate future state Baseline current state OOrganisa on IInterac ons AAutoma on People Process Tools
  11. 11. www.ranger4.com DevOpstastic Prioritisation Matrix
  12. 12. www.ranger4.com DevOpstastic Case Study – Capital One
  13. 13. www.ranger4.com DevOpstastic Martin Auerbach, Leading CD & DevOps Transformation Benefits of DORA • It’s both a measurement and a learning opportunity • Creates a shared understanding of how to drive improvement across the organization • Highlights and reinforces behaviors and best practices across all dimensions “Driven by “data, technology, and data science.” Case Study: Capital One “When we first worked with DORA and discussed the trunk-based development approach, we were skeptical that it would work with large complex financial platforms. What we found out was that our most advanced teams had already implemented it and for those who didn’t it was because they had other opportunities like better unit testing or lack of test automation, which were causing teams to create long running feature and release branches. The work with DORA gave us this and other insights that now teams are better informed, which is resulting in a quicker path to Continuous Delivery.”
  14. 14. www.ranger4.com DevOpstastic Your Assessment Partners • Niche DevOps Evolution Specialist • 2014 Winner of IBM Beacon Award for Outstanding DevOps Solution • 2016 Winner of DevOps.com DevOps Dozen Award for Most Innovation DevOps Solution Provider • BoR member and REP for DevOps Institute • Co-Designer of The Phoenix Project Game • DevOps Research and Assessment • Delivered the State of DevOps Report with Puppet Labs for 5 years to over 20,000 respondents in 2,000 organisations • Authors of The Phoenix Project, The DevOps Handbook, Continuous Delivery and Lean Enterprise • Organisers of the DevOps Enterprise Summit events in San Francisco & London Ranger4 DORA
  15. 15. www.ranger4.com DevOpstastic Finding Time (and Money) to Make Time
  16. 16. www.ranger4.com DevOpstastic Workshop: Building a Metrics Driven Organization June 7th With Dr. Nicole Forsgren and Jez Humble
  17. 17. www.ranger4.com DevOpstastic Questions
  18. 18. www.ranger4.com DevOpstastic Be DevOpstastic

×