More and more teams are turning to DevOps as a way of working together to improve the efficiency and quality of software delivery and start adding more value to the business. But without having someone on the team with experience of putting it into practice, it's sometimes difficult to know how to get started.
Redgate Software invited Steve Thair, CTO at the DevOpsGuys, to deliver a one-hour training session on 'How to get started with DevOps'. Steve gave practical tips on how you can start implementing DevOps in your own organization.
The recording can be found here - https://youtu.be/ZioF58drwcA
For more information about services from the DevOpsGuys visit www.devopsguys.com
To find out about extending DevOps practices to the database visit www.red-gate.com/solutions
2. www.devopsguys.com | Phone: 0800 368 7378 | e-mail: team@devopsguys.com | 2017
How to get started in DevOps
Practical advice on your DevOps Transformation
in 82 slides in 45 minutes…
23. 24
4 Most Commonly Cited DevOps Metrics
• Deployment Frequency
• MTTR – Mean Time to Recover
• Change Failure Rate
• Lead Time & Process Time
2016 State of DevOps Report | presented by Puppet + DORA
Wait Time Process Time
Lead Time (Start to Finish)
24. 25
Goodhart’s Law
“When a measure becomes a
target, it ceases to be a good
measure.”
“If a measurement can’t be used to improve the system
(via feedback) then it’s useless” – Steve’s Corollary
https://en.wikipedia.org/wiki/Goodhart%27s_law
25. 26
3 Levels of Measurement
• Customer Satisfaction – measure
what matters to them (and not
what you THINK matters to them)
• Capability – internal capability
measures aligned to customer
demands
• Process – measuring the value
stream of processes that create
that capability
“The Vanguard Guide to Using Measures for Performance Improvement” (2001)
26. 27
Example of metrics
Customer Need
Customer
Measure
Capability Metric
Process Metrics
• Features delivered quickly
• % Feature delivered as agreed
• Average Lead Time
• % availability of Test environments
• % of re-work required
• Monthly cloud hosting spend
31. 32
5 Practical Ways to #ActOnFeedback
1. Ensure Operability requirements have equal weight as
Functional requirements
2. Use Pull Requests & Code Reviews – they are a quick and
effective feedback loop!
3. Have regular retrospectives – create tickets to track your
retro actions
4. Track Technical Debt and set a “debt ceiling” – new work
stops when the Tech Debt ceiling is exceeded
5. Reserve 20% of effort for process improvement
45. 46
“Success is not checking a box.
Success is having an impact.
If you complete all tasks and
nothing ever gets better,
that's not success.”
Christina Wodtke, OKR Coach
51. 52
The Agile Manifesto
• Individuals and interactions over processes and tools
• Working software over comprehensive documentation
• Customer collaboration over contract negotiation
• Responding to change over following a plan
57. 59
Automation is important
Comprehensive, fast and
reliable test and deployment
automation
Trunk-based development &
continuous integration
Application code and app
and system configuration all
in version control
Together, the factors on the
left model
Continuous Delivery
which leads to…
Lower levels of deployment
pain
Higher levels of IT
performance (higher
throughput & stability)
Lower change fail rates
Higher levels of org
performance (productivity,
market share, profitability)
https://papers.ssrn.com/sol3/papers.cfm?abstract_id=2681909
64. 66
Highest predictor of performance
The Study of Information Flow: A Personal Journey; Westrum, Ron
65. 67
How well do you identify with?
• On my team, information is actively sought.
• On my team, failures are learning opportunities, and messengers of them
are not punished.
• On my team, responsibilities are shared.
• On my team, cross-functional collaboration is encouraged and rewarded.
• On my team, failure causes enquiry.
• On my team, new ideas are welcomed.
74. 76
Deployment Lead Time Predicts
• Ability for Dev and Ops to share a “common source of truth”
• Effectiveness of our automated testing in the deployment pipeline
• Ability to quickly deploy into production without causing chaos and
disruption
• Ability to detect and correct problems through monitoring
• Ability for Dev and Ops to work together in a way that is “win / win”
• How quickly developers can get feedback on their work
• Testing, deploying, production outcomes, customer outcomes
75. 77
Thousands of teams +
Micro services Architecture +
Continuous Delivery
= 50 MILLION DEPLOYMENTS/YEAR
136K DEPLOYS/DAY
Stop talking about Business versus IT like you’re two separate countries.
Our colleagues in Sales
Our Colleagues in Marketing
Or better – Sally our product owner from Finance, or Dave our product owner from Merchandising
Feedback loops game
Work in cross-functional teams
Discuss how to improve the process at every retrospective
Write a post-it
Describe something you consider to be wasteful
Add it to the snake at the end of the chain
Discuss in the retrospective
That is producing 2000 cars a day (so more than 1 a minute) (1440 minutes a day)
Why would Toyota do something so disruptive as stopping the production line thousands of times per day?
And when the supervisor comes over the first thing he says to the worker is… “Thank You” – thank you for your commitment to quality and thank you for the opportunity to learn how to improve!
“Is the only way we can build 2,000 vehicles per day – that’s one every 55 seconds”
At a level of quality – otherwise we’re producing 2000 sh*t vehicles that need re-work!
Is this a good metric?
Metrics without context need to be treated with care.
Not having a goal is like driving blind
Key concept is to shorten the cycle times as much as possible.
It’s very common to see “person-years” of effort in a release.
Which would you rather debug – a small, single feature change or person-years worth a stuff dumped on your at once (MTTR reduction is the goal too).
Pathological organisations are characterized by large amounts of fear and threat. People often hoard information or withhold it for political reasons, or distort it to make themselves look better.Bureaucratic organisations protect departments. Those in the department want to maintain their “turf,” insist on their own rules, and generally do things by the book — their book.Generative organisations focus on the mission. How do we accomplish our goal? Everything is subordinated to good performance, to doing what we are supposed to do