Business Model Canvas (BMC)- A new venture concept
It's not tools, Stupid
1.
2. DevOps: It's not tools, Stupid
David Nalley
ke4qqq@apache.org
@ke4qqq
3. # whoami
● Recovering Sysadmin
● Member of the Apache Software Foundation
● Committer/PMC member Apache CloudStack
● Fedora Project contributor
● Open Source Business Office @ Citrix
4. The DevOps Landscape
● DevOps – term originated in 2009
● Buzzword status soon followed
● Now we have DevOps-washing
5. DevOpsDays
● 1 in 2009
● 4 in 2010
● 6 in 2011
● 6 in 2012
● 15 on the books for 2013
6. Job titles
● 50% increase in 'DevOps' skill listing on
LinkedIn profiles between 2011 and 2012.
● 75% increase in 'DevOps' skill listing in job reqs
http://info.puppetlabs.com/2013-state-of-devops-report
9. The problem with tools..
● Don't imply that you have skill
● Doesn't solve the problems DevOps addresses
● Far too often see as a substitute
● Lots of people trying to sell you tools
● Tools are still indispensable
10. Teams
● No such thing as a DevOps Team
● You can't silo your 'DevOps' efforts
●
11. DevOps isn't...
● A Job Title
● A tool
● Something you can get from a vendor
● A team
● Easy
12. So what is DevOps?
● Adopt the new philosophy. We are in a new economic age. Western management must awaken to the
challenge, must learn their responsibilities, and take on leadership for change.
● Cease dependence on inspection to achieve quality. Eliminate the need for massive inspection by
building quality into the product in the fi rst place.
● Improve constantly and forever the system of production and service, to improve quality and productivity,
and thus constantly decrease costs.
● Institute training on the job.
● Institute leadership The aim of supervision should be to help people and machines and gadgets do a
better job.
● Drive out fear, so that everyone may work effectively for the company.
● Break down barriers between departments. People in research, design, sales, and production must work
as a team, in order to foresee problems of production and usage that may be encountered with the
product or service.
● Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels of
productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low
quality and low productivity belong to the system and thus lie beyond the power of the work force..
● Eliminate management by objective. Eliminate management by numbers and numerical
goals. Instead substitute with leadership.
● Remove barriers that rob the hourly worker of his right to pride of workmanship. The
responsibility of supervisors must be changed from sheer numbers to quality.
● Remove barriers that rob people in management and in engineering of their right to pride
of workmanship. This means, inter alia, abolishment of the annual or merit rating and of
management by objectives
● Institute a vigorous program of education and self-improvement.
● Put everybody in the company to work to accomplish the transformation. The transformation is
everybody's job.
15. We aren't special
● We've had a tendency to think of ourselves as
special and unique because of technology
● The reality is that because we've designated
ourselves as special we've failed to take
advantage of what others have learned before
us.
18. Primarily – it's cultural
● Automation, Measurement, and Sharing don't
matter if you don't get culture right.
● First focus is pulling down the walls between
developers and operations. They can't continue
to be silos.
19. DevOps cultural battle is not won
overnight
● Continuous, small, improvements. (Kaizen)
● Forklift changes are often disruptive.
