01 - DevOpsGuys - Atmosphere May 2015 widescreen
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This document discusses the need for DevOps and speed in organizations. It provides five reasons why organizations are looking at DevOps: 1) businesses want faster delivery of products and services, 2) companies aren't lasting as long, 3) increased competition, 4) consumer demand for immediate access, and 5) enabling technologies. The document advocates for a DevOps approach using CALMS principles of culture, automation, lean, measurement, and sharing to build high-trust cultures and continuous delivery pipelines that turn digital assets into business value at greater speed.
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01 - DevOpsGuys - Atmosphere May 2015 widescreen
- 1. DevOps & The Need for Speed Stephen Thair @TheOpsMgr
- 3. “The hierarchical structures and organizational processes we have used for decades to run and improve our enterprises are no longer up to the task of winning in this faster-moving world” John P. Kotter, Konosuke Matsushita Professor of Leadership Emeritus at Harvard Business School https://hbr.org/2012/11/accelerate
- 4. WHY #1 – Business want it faster! Design & Plan Code Integrate Test Release Deploy Operate 4 Reduce “Cycle Time” Idea Business value “Concept” “Cash”
- 5. Why #2 – Companies aren’t lasting 5 60 years in ~1960 20 years in ~2015
- 6. Why #3 - “Hyper-Competition” • Reduced “Barriers to Entry” • Internet & Cloud “levelling playing field” • Switch from Capex to Opex • Cloud makes it easy to start small and grow but still address a global market • Reduction in “information asymmetry” • Customers are better informed (on price, quality via price engines & online reviews!)
- 7. Why #4 – consumer behaviour I want it NOW!!!
- 8. Consumer rates of Adoption 8 http://andrewgelman.com/wp-content/uploads/2012/04/history-of-products.gif
- 9. Why #5 - Technology Enablers
- 10. www.devopsguys.com @TheDevOpsGuys So What’s the Answer?
- 11. “The solution is a second operating system… that uses an agile, network-like structure and a very different set of processes… continually assesses the business, the industry, and the organization, and reacts with greater agility, speed, and creativity than the existing one” John P. Kotter, Konosuke Matsushita Professor of Leadership Emeritus at Harvard Business School https://hbr.org/2012/11/accelerate
- 12. www.devopsguys.com @TheDevOpsGuys DevOps is the OS Kernel of this “Second Operating System”
- 13. www.devopsguys.com @TheDevOpsGuys Software is a Digital Asset
- 14. www.devopsguys.com @TheDevOpsGuys DevOps Builds the Digital Supply Chain
- 15. www.devopsguys.com @TheDevOpsGuys Turns Digital Assets into Business Value
- 16. Building Continuous Delivery Pipelines
- 17. Key ideas • Software is a Digital Asset • But Assets can depreciate… • Assets in “Inventory” cost £££ • Unreleased software costs you money! • Your Digital Supply Chain gets your Digital Assets into the hands of your customers (as fast as possible, safely and securely)
- 18. May 26, 2015 18
- 19. What does “Fast” look like? 300 Deployments / Year 50-60 Deployments / Day 10+ Deployments / Day Every 11.6 seconds http://www.slideshare.net/grabnerandi/london-web-perfugperformancefocuseddevopsfeb2014
- 20. www.devopsguys.com @TheDevOpsGuys How C.A.L.M.S can make you faster
- 21. DevOps CALMS Model • Hearts & Minds • Embracing ChangeCulture • Automate everything • Software, Infrastructure, Manual TasksAutomation • Focus on producing value for the end-user • Small batch sizesLean • Measure everything • Show the improvementMeasurement • Share everything • Open Information, CollaborationSharing
- 23. Build a High-Trust Culture “In a LOW-TRUST CULTURE, supervision is associated with words like control, monitor, hover over, and check up. In a HIGH-TRUST CULTURE, people supervise themselves according to the agreement. The criteria are clear, the consequences are set. There’s common understanding of what’s expected. A manager, leader, or parent becomes a source of help” – Stephen R. Covey – “First Things First”
- 25. THE INFLUENCE OF ORGANIZATIONAL STRUCTURE ON SOFTWARE QUALITY http://research.microsoft.com/pubs/70535/tr-2008-11.pdf
- 27. Building Continuous Delivery Pipelines
- 30. Small reduces risk Project A: Risk = 30%. @ Risk = £1m. Risk = £300,000 Project B: Risk = 15%. @ Risk = £500K. Risk = @£75K Project C: Risk =6%. @ Risk = £200K. Risk = @£12K Project D: Risk =6%. @ Risk = £200K. Risk = @£12K Project E: Risk =6%. @ Risk = £200K. Risk = @£12K Project C: Risk = 15%. @ Risk = £500K. Risk = @£75K Project F: Risk =6%. @ Risk = £200K. Risk = @£12K Project G: Risk =6%. @ Risk = £200K. Risk = @£12K Project H: Risk =6%. @ Risk = £200K. Risk = @£12K £300K of Risk to £60K of Risk http://www.slideshare. net/allankellynet/no- prokects-beyond- projects-refreshed- version
- 32. Top 5 Predictors of IT Performance #3 - Proactive monitoring. “Teams that practice proactive monitoring are able to diagnose and solve problems faster, and have a high degree of accountability. When failures are primarily reported by an external source, such as the network operations center (NOC) — or worse, by customers — IT performance suffers” https://puppetlabs.com/sites/default/files/2014-state-of-devops-report.pdf
- 35. Think Business Value not just monitoring! Financial To succeed financially, how should we appear to our share- holders? Objectives Measures Targets Initiatives Internal Processes To satisfy our share- holders and customers, what business process must we excel at? Objectives Measures Targets Initiatives Customer To achieve our vision, how should we appear to our customers? Objectives Measures Targets Initiatives Learning and Growth To achieve our vision, how will we sustain our ability to change and improve? Objectives Measures Targets Initiatives
- 37. Match the Medium to the Message matching the medium to the message (Lengel & Daft, 1988) Select the correct channel depending on the type of message
- 38. Many ways of Sharing 1. Daily Stand-ups 2. Group & 1:1 Chat e.g Slack, Google Hangouts or Lync 3. Video Chat e.g. Skype, Google Hangouts or Lync 4. Formal Video Conferencing systems e.g. Cisco, Polycom 5. “Radiator Screens” 6. Email 7. Newsletters 8. “Town Hall Meetings” 9. Internal conferences and Communities of Practice 10.Intranets & Wiki’s e.g. Confluence 11.Document Management Repositories Informal Formal
Hinweis der Redaktion
- Even the Harvard Business Review says the old ways aren’t good enough… Accelerate! won the 2012 McKinsey Award, recognizing it as the most significant article published in the magazine that year John P. Kotter is the Konosuke Matsushita Professor of Leadership, Emeritus at Harvard Business School and the author of 17 books, including Leading Change (reissued with a new preface by Harvard Business Review Press, 2012), The Heart of Change (with Dan S. Cohen; reissued by Harvard Business Review Press, 2012), and (with Lorne A. Whitehead) Buy-In: Saving Your Good Idea from Getting Shot Down(Harvard Business Review Press, 2010). He is a cofounder of Kotter International.
- Even the Harvard Business Review says the old ways aren’t good enough… Accelerate! won the 2012 McKinsey Award, recognizing it as the most significant article published in the magazine that year John P. Kotter is the Konosuke Matsushita Professor of Leadership, Emeritus at Harvard Business School and the author of 17 books, including Leading Change (reissued with a new preface by Harvard Business Review Press, 2012), The Heart of Change (with Dan S. Cohen; reissued by Harvard Business Review Press, 2012), and (with Lorne A. Whitehead) Buy-In: Saving Your Good Idea from Getting Shot Down(Harvard Business Review Press, 2010). He is a cofounder of Kotter International.
- Precision = how accurate we were at predicting something was buggy when it was – when we said it was buggy we were right 86.2% of the time Recall = proportion of the failure-prone binaries that were correctly identified – we found 84% of the duds The average precision across all 50 random splits was 0.87 or 87% of the predicted failure-prone binaries that were actually failure-prone. Similarly the average recall value was 0.84, i.e. 84% is the proportion of failure-prone binaries that were correctly identified
- http://allankelly.blogspot.com/2013/10/beyond-projects-beyond-noprojects.html 1 million 500,000 £75K risk
- Puppet labs 2014 State of DevOps report