Evolving Team Structure in DevOps
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Structuring the right team for DevOps without Re-Organization. I presented this at DevOps Fusion 2015. Tips include rapid feedback loop, value stream analysis, etc.
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Evolving Team Structure in DevOps
- 1. Evolving Team Structure in DevOps Sherry Chang Intel IT Chief Architect, DevOps & Continuous Delivery https://www.linkedin.com/in/sherryschang
- 2. Legal Notices This presentation is for informational purposes only. INTEL MAKES NO WARRANTIES, EXPRESS OR IMPLIED, IN THIS SUMMARY. [include if relevant to your presentation] Software and workloads used in performance tests may have been optimized for performance only on Intel microprocessors. Performance tests, such as SYSmark and MobileMark, are measured using specific computer systems, components, software, operations and functions. Any change to any of those factors may cause the results to vary. You should consult other information and performance tests to assist you in fully evaluating your contemplated purchases, including the performance of that product when combined with other products. For more complete information about performance and benchmark results, visit www.intel.com/benchmarks Intel and the Intel logo are trademarks of Intel Corporation in the U.S. and/or other countries. [insert other relevant trademarks used in this presentation. For a list of Intel trademarks, go to http://legal.intel.com/Trademarks/NamesDb.htm] * Other names and brands may be claimed as the property of others. Copyright © 2015, Intel Corporation. All rights reserved. 2
- 3. About Me • Chief Architect, DevOps & Continuous Delivery – Working at Intel IT • 20+ Years in Software Development • ITIL V2 Certified • Certified Scrum Master • BBA, Management Information Systems – University of Texas at Austin 3 BiographySherry Chang
- 4. 2015 Intel IT Vital Statistics >6,065 IT employees 50 global IT sites >106,000 Intel employees1 170 Intel sites in 66 Countries 61 Data Centers (91 Data Centers in 2010) 80% of servers virtualized (42% virtualized in 2010) >119,000+ Devices 100% of laptops encrypted 100% of laptops with SSDs >53,700 handheld devices 164 mobile applications developed 4 Copyright © 2015, Intel Corporation. All rights reserved.
- 5. Questions from Leaders – Do we need a re-organization to better align? – What is the “perfect” DevOps team? 5
- 6. TEAM STRUCTURE EVOLUTION “Organizations which design systems… are constrained to produce designs which are copies of the communication structures of these organizations” -- M. Conway 6
- 7. Waterfall 7 Business Analyst Tech Analyst User Experience Dev QA/ Test OpsStakeholder Project Value StreamInception Delivery Analysis Design Coding Testing Release & Operate Silo of Functional Specialists
- 8. 8 Agile Transformation Stakeholder Developer QA/Test Developer Developer Team Lead Cross Functional Team Delivering Value Sooner
- 9. 9 Agile: What Actually Happens Stakeholder Developer QA/Test Developer Developer Team Lead Dev: Agile Team for Projects Ops: ITSM Team for KTBR Customers Problem Manager Incident Manager Capacity Manager Release Manager Service Manager Dev & Ops Silo Value StreamInception Delivery
- 10. Ideal DevOps Team Structure 10 Stakeholder Developer QA/Test Developer Sys Admin Team Lead Services Stakeholder Developer QA/Test Developer Sys Admin Team Lead Services A P I A P I Self Service Team 1 Team 2 •Small (5-9 people) •Persistent •Self-Organizing •Cross-Functional, •Loosely Coupled •Owns 1 or more services (or micro-services) •All provided services are Self-Service •All provided services have API
- 11. However.. 11 Stakeholder Developer QA/Test Developer Sys Admin Team Lead Service What if Service Does Not Fit 2 Pizza Team? Value StreamInception Delivery
- 12. No one size fits all.. But guidance available for designing the right structure for you. 12
- 13. DESIGNING THE RIGHT STRUCTURE 13
- 14. Guidance #1 – Optimize Handoff 14 Business Analyst Tech Analyst User Experience Dev QA/ Test OpsStakeholder Project XX X X X Business Analyst A P I Self Service A/B Testing Test Engineers A P I Self Service Test Automation Framework A P I Feature Developers A P I Self Service Features A P I Operation A P I Self Service Platform A P I Provide Function as Self Service Eliminate Tickets Eliminate Wait on Resource Availability Provide API to Enable Automation
- 15. Guidance #2 15 First understand your value stream.. Value StreamInception Delivery Work Wait Request New Feature Requests Approve & Prioritize Size & Prioritize Code Test Deploy Perform By: Customers Perform By: Portfolio Manager Perform By: Dev Team Perform By: Dev Team Perform By: Test Team Perform By: OpsTeam Submit Ticket Assign Team Schedule Assign Tester Wait for Ops 30 min 3 Days 30 min 15 Days 15 min 15 Days 2 Hours 2 Weeks 2 Hours 2 Weeks 8 Hours 15 min 2 Days 2 Hours 2 Days 4 Hours Total 19.5 Hours 9 Weeks
- 16. Guidance #2 16 Then Optimize It! Value StreamInception Delivery Work Wait New Feature Requests Story to Backlog Size & Prioritize Code Test Deploy Perform By: PO Perform By: Agile Team Perform By: Agile Team Perform By: Agile Team Perform By: OpsTeam Assign Team Schedule Assign Tester Click Button 30 min 15 Days 2 Hours 2 Weeks 2 Hours 8 Hours 20 min 20 min Total 13 Hours 4 Weeks XX Improvement Opportunities • Eliminate Handoff • Eliminate Work • Automate Work • Combine Multiple Streams of Work
- 17. 17 Emergency Changes Standard Changes Normal Changes Major Changes Continuous Delivery Platform Consolidating Multiple Streams Release
- 18. Guidance #3 18 Amplify Feedback Loop Thru • Shared Tools • Shared Pipeline • Shared Learning Feedback Loop Dev QAOps Dev Ownership QA Ownership Ops Ownership
- 19. 19 Ingredient Integration Ingredient Regression System Integration System Regression Release Validation Ingredient (SW/FW) Ingredient (SW/FW) Ingredient (OS) Ingredient (TPV) Regression Test Regression Test Continuou s System Integration Ingredient Validation Ingredient Validation System Validation System Regression Example Structure: Feedback Loop in Action 1 Hour or Less 4-6 Hours 1 Hour or Less 4-6 Hours 1 Week Feedback Loop
- 20. 20 Guidance #4 – Codify Change Control Board (CCB) Stakeholder Developer QA/Test Developer Developer Team Lead Dev Ops Customers Problem Manager Incident Manage r Capacity Manage r Release Manage r Service Manage r Value StreamInception Delivery X CCB Continuous Delivery Platform Code Pre-Commit Validation Build & Integrate Quality Gates Deployment Automated Automated Automated Manual Automated CCB Codified Policy
- 21. 21 Expand Codify Policy Value StreamInception Delivery CCB Continuous Delivery Platform Code Pre-Commit Validation Build & Integrate Quality Gates Deployment Automated Automated Automated Manual Automated CCB Codified Policy Legal Intellectual Property Scan Governance Blacklist Technology Scan Security Vulnerability Scan Advantages Speed Consistent Application Audit Trail
- 23. • Manual • Reliance on documented steps • Tickets for service requests • Manual testing after development • Little or no automation • Lack quality measures • Primarily human gates • Policy captured in documents • Process designed for infrequent releases Current • Developer skills to codify infrastructure Developer skills to automate deployment • Develop self service infrastructure • Test engineer skills to automate tests • Develop quality metrics measure and tracking • Behaviorl Driven Development • Develop self service automated quality gate • Codify policy • Develop self service metrics To Be • Manual tests after development • Big bang integration • Manual build and deployment • Test Driven Development • Continuous Delivery • System Administration skills to consume infrastructure service Development Operation Testing Governance Skill Transformation
- 24. DevOps Culture • Open Source (Internal or External) • Social Collaboration • Experiment, A/B Testing • Metric Driven Decision (Minimize PPT, Plan, etc.) 24
- 25. Conclusion • No “Perfect” DevOps Teams • Structure Should not be the First Concern • Do Not Need a Re-Org • Focus on Eliminating Friction and Wait Between Teams 25
- 26. Resources I Found Valuable 26 For Value Stream Analysis For Amplified Feedback Loop For Ideal Team Structure http://www.slideshare.net/ertansonat/spotify- engineering-culture-52284519
- 27. QUESTIONS? 27
- 28. Thank you for attending this session. Please don’t forget to complete a session evaluation on the conference app.
Hinweis der Redaktion
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- SLIDE PURPOSE: Who Are We … we are the IT organization at Intel (IT@Intel) .. Core background information on Intel IT and our mission/goals/capabilities Key Messages: We are the IT organization Inside Intel’s Business. Our organization is large, diverse multi-national enterprise with a wide variety of operational requirements and needs Our Vision is to accelerate Intel’s quest to connect and enrich the lives of every person on Earth by the end of the decade. Our Mission is to Grow Intel’s Business through Information Technology for Intel by facilitating IT Consumerization, delivering IT efficiency and continuity through Cloud Computing, increase employee productivity through seamless connectivity and Security, provide significant business value through Business Intelligence initiatives and drive increased collaboration through Social Computing. Review some of the Information/Key Stats shown here. Size and Location: 6,334 IT employees … Supporting over 98,000 employees. Note: Intel IT only reflects the number of employees we support directly (we exclude Intel employees who support wholly owned subsidiaries) Remote Support is Vital. Data Centers and Facilities: 64 Data Centers worldwide (down from 142 in 2007) Need to confirm this data[~55,000 servers (down from 100,000 in 2007) consuming a large electrical and power/cooling load (roughly 55MW total power) Our Data Centers have 45 petabytes of raw storage capacity Employee / Client Technology: Support over 147K devices (note >1 per employee ratio .. This ratio is growing with support of BYO and custom technology delivery to meet business needs) >We have been 80%+ mobile PCs (laptops) as our core employee technology standard since 1997 We have been actively evaluating, enabling and supporting many companion devices for improved productivity and flexibility Need to add what we are doing with tablets - Janet >43,200 Handhelds (variety of form factors (phones/tablets) vendors, software and solutions) the majority of these devices are now EMPLOYEE OWNED Intel IT continues to embrace consumerization of IT and mobile applications are a major component of our strategy. We have delivered 57 mobile apps and counting to support new form factors. Our goal is to deliver a seamless, secure experience for our employees across a wide spectrum of devices by putting user experience first. Enabled Leadership Business Capabilities: Enable a top 25 supply chain (recognized by Gartner, previously AMR Research) . #25 in 2009, #18 in 2010, #16 in 2011, #7 in 2012 and #5 in 2013 key focus for IT innovation … delivered solid business results and competitive differentiation for Intel Additional fun facts … 100% Intel laptops support SSD and 100% are deployed with disk encryption
- Best team structure is the one that best supports optimized value stream