Join Lance Knight, SVP and GM of ConnectALL, at his session to understand the changing forces that are creating the urgency for value delivery and greater efficiencies between development and operations. Lance will review some winning and losing DevOps strategies we gathered when surveying our customers around the world

1. ©2018 ConnectALL LLC
DevOps Winners and Losers
Lance Knight
SVP and General Manager
ConnectALL LLC an Orasi Compnay

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For the last 15 years,
I have worked with companies
to improve velocity in their
software systems of delivery.
Lance Knight
SVP and GM, ConnectALL LLC
Father, Husband and Author

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Why are DevOps concepts important today?

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The landscape of software development is changing
Businesses today are in a constant state
of change due to both external and internal
forces, including the rapid development and
deployment of new technologies

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Time-to-market and reaction time to vulnerabilities
are driving technology changes
• Never before have companies needed to change and yet be more secure
• There are more and more devices every day that need access to information
• Reacting to risks rapidly is key to your company’s ability to continue
doing business
• Capabilities are now product features and are integral to company success

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Speed is the new currency of corporations
Lead Time: Time from Idea to Production
Time to market with
new capabilities
Reaction time to
security threats

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87% of companies believe that digital transformation is a
competitive opportunity.
52% of executives say, “a lack of familiarity with technology” as a
barrier to digital transformation.
When asked, survey respondents rated “current IT systems” as the
third biggest obstacle to achieving digital transformation.
Source: https://siliconvalley.center/top-8-statistics-on-digital-transformation/
IT is still a Black Box to must Executive

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These forces cause every company to be
software development company
• Employment of software developers
is projected to grow 24 percent from 2016
to 2026, much faster than the average for
all other occupations.
• The main reason for the growth in both
applications developers and systems
developers is a large increase in
the demand for computer software.

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Example: Banking Industry
• The banking industry has had to adapt faster
than ever before. Banking choices and
customer loyalty are now technology driven.
Falling behind is a going out of business
strategy.
• My grandparents were with one bank their
whole life and technology did not play a role
in that choice. Personally, I recently switched
banks for a better mobile app.
• At the same time, access to information
needs to be secure and response time
around vulnerabilities is imperative

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Example: Banking Industry

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Example: Banking Industry

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Example: Automobile
1960 Car: Zero lines of code Modern Car: 100 million lines of code

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Agile and DevOps
• The digital transformation is driving Agile transformations and the adoption of
DevOps philosophies.
• Time to market and reaction time are key elements in business success.
DevOps Principles
Digital Transformations Agile Development Adoption

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It’s created a tooling revolution and an explosion
of tools in the software development world

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The problem DevOps is trying to solve
To be fast we must import the tools the user needs to deploy with
To be fast we must solve the hand off issue between teams

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Traditional Software Delivery Organization
Development
Team
Application Code
Operations
Team
Servers

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Teams with different objective
Development Team
Implement change
as fast as possible!
Operations Team
Avoid change to keep
Everything stable!

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The goal of software in production is to serve the need
of the customer and reacting to security issues fast
DevOps is a collaboration between
development, Operations, and other
teams with the recognition that we
are tasked with achieving common
business goals.

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More than 80% of our customers worldwide
have reported that they have adopted some
principles and practices of DevOps.
State of DevOps in most organizations

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But…

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Most of the 85% have not been successful due to:
• Cultural and behavioral differences
• They focused on deploying tools
as needed and not looking at the
bigger system for improvement.

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DevOps Journey
High Performance Product Delivery
• High speed high quality
development
• Instant deployment of
changes
• One Team
• Focus on optimizing cycle
time to learn from
customers.
• CD enables business
innovation
Fine tuning, Customer-focused Delivery
• Release on demand:
software is always on
releasable state
• Cross-functional
end2end product centric
teams
• End2end managed
environment
• Comprehensive
automated suites
through ATDD/TDD
• One lifecycle
Pervasive Automation, Process Standardization
• More frequent releases
• Automated manual process
to speed up delivery
• Joint and shared objectives
• Quality built into release
process
• Dev and Ops connected
lifecycle
Adaptive
• Time-box releases
• Some automation
• Emergence of joint-
teams
Adhoc
• Traditional siloes
• Manual deployment
• Reactive
Quality
Speed
80% customers

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Larger enterprises will continue to rollout DevOps at scale
But there result will be the same unless they adopt a new approach
to transformation

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So DevOps Losers need to start again

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What are DevOps winners doing

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DevOps winners
Have a common goal.
Decentralize authority & control.
Can tear down infrastructure nightly.
Deploy small changes and often.
Change culture as well as process.
Use metrics to improve.
Align on business goals.
Aren't afraid to question why a process exists.
Map their value streams.
Work as a single team.
Integrate systems to remove waste.
Have monitoring/feedback loops and measure anything that moves.
Don’t depend on one hero.
Test before code.
Have common incentives.
Measure the cost of delay.
Can deploy code at any time.
Use lean process and systems thinking.
Trust each other.
Treat infrastructure as code.
Create repeatable delivery systems.
Have Ops sitting with Dev and vice versa.
DevOps winners DevOps winners

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Culture
Infrastructure
Process

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DevOps Winners and Culture

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When the teams are not aligned
DevOps Bitch Day!
Process enablers not enforces

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DevOps winners change culture as well as process
• Focus on changing the
difference in the cultures of
the organization
• Break down silos
• Operations want stable
environments
• Development wants to
respond to customer
requirements quickly
• DevOps does not
mean tools
Process enablers not enforces

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DevOps winners don’t depend on one hero
• Remove roadblocks
• No longer one go-to person
• Depend on the team’s knowledge
• Knowledge sharing, sharing information

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DevOps winners work as a single team
• Embed operations
in the development team
• DevOps teaching theory instead of
DevOps silos
• The one backlog theory – all tasks (operation
and development) are in one backlog. Challenge in
operations is Kanban but development is scrum
• Handoff latency is removed

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DevOps winners have a common goal
• All working toward releasing faster
• Work on improving velocity
• Goal is allowing seamless delivery to
production

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DevOps Winners and Process

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DevOps winners use lean principles and
systems thinking
• Value Stream Mapping
• System Thinking Flow
• Remove Waste

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Let’s Talk About Lean

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Lean Thinking
Identify Value
Map the Value Stream
Create Flow
Establish Pull
Seek Perfection
5 Principles

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Waste Reduction

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System Thinking
Value Stream Management
Optimizing Global Flow
Never allowing a local optimization to create a global degradation

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Value Stream Management
This is the system for software delivery
Never allowing a local optimization to create a global degradation
Work Intake
Code in Production
Map the end to end system
Customer
Time to Value (End to End Lead Time)
Agile DEVOPS

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DevOps winners test a lot
• Test driven development
• Continuous test
• Drive out requirements
• Incorporate testers, developers, and
operations
• Test early in the process
Continuous
Testing

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DevOps use metrics to improve
• Value stream metrics in
the whole delivery cycle
to put forward
organizational
improvement using
metrics
• Causality, Constraint
metrics
• Implements continuous
improvement
• Identify roadblocks in the
delivery cycle

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DevOps winners deploy small changes and often
• Reduce level of risk
• Deliver changes more
often to market
• Enhance customer
feedback
• Reaction time to
market changes and
new security risks

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DevOps Winners and Infrastructure

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DevOps winners can deploy code at any time
• Latest build should be
able to go to prod at
any time
• Requires automation
of infrastructure
• Toggle off partially
implemented features
• Automated test suites:
performance, security,
documentation

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DevOps winners treat infrastructure as code
• Environments are
revisioned, planned,
tested just like code
• Avoids configuration
drift
• Delivering technology
roadmaps for the
infrastructure
• Cloud based require
api management
(revisioning)

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DevOps winners publish a technology roadmap

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DevOps winners integrate systems
to remove waste
• Amplify feedback
• Remove waste in
overall velocity
• Artifact vs event driven
systems
• Integrate teams and
enhance collaboration
• System integration for
feedback loops
Visibility across groups Amplify feedback
technology
Value Stream Integration

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DevOps winners automate their pipeline
• Build automation in the the pipeline
• Allow for automatic different levels of testing and code analysis
• Build automation integrated in infrastructure requests
• Production build has completed entire testing harness
• Automation includes integration of defects back into the one backlog

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What did we learning from the DevOps winners
• We need to look at the end and system of delivery
• Culture is as important as tools if not more
• Used age-old principles like lean and systems thinking
• Automate processes wherever possible
• Focus on removing waste
• Applied continuous improvement principles
Process enablers not enforces

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How do you restart your DevOps initiatives
Rally the team
Change the culture be IT enablers
Map the End to End Value Stream
Define your goals in the end state
Make sure you have the right executive sponsorship

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The end goal of High Performance
High Performance Product Delivery
• High speed high quality
development
• Instant deployment of
changes
• One Team
• Focus on optimizing cycle
time to learn from
customers.
• CD enables business
innovation
Fine tuning, Customer-focused Delivery
• Release on demand:
software is always on
releasable state
• Cross-functional
end2end product centric
teams
• End2end managed
environment
• Comprehensive
automated suites
through ATDD/TDD
• One lifecycle
Pervasive Automation, Process Standardization
• More frequent releases
• Automated manual process
to speed up delivery
• Joint and shared objectives
• Quality built into release
process
• Dev and Ops connected
lifecycle
Adaptive
• Time-box releases
• Some automation
• Emergence of joint-
teams
Adhoc
• Traditional siloes
• Manual deployment
• Reactive
Quality
Speed

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DevOps winners are seeing these outcomes
200x Faster deployment, 60% fewer failures
Deploy 30x more frequently and 200x faster
Experience 60% fewer service disruptions due to change failures
Recover 168x faster when they do experience failure

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Thank You