This presentation was given by Daniel Deogun and Daniel Sawano at the Devoxx conference, Krakow, 2015. ----------------- The concepts and techniques on how to implement continuous delivery have been around for quite a while and is moving away from the exclusive club of early adopters. The tooling and technology around CD have evolved and allows us to fairly easy implement delivery pipelines and the necessary infrastructure. But why is it that many organizations still seem to struggle? As it turns out, the technical solutions of CD is not where the challenges lie. Instead, the hard part is to transform business processes and workflows to a mindset of continuously delivering value. It also puts new challenges on the individual to adopt a new view on how to develop software. In this presentation, we will look at common pitfalls and challenges in implementing CD, and share our experiences from the trenches.

1. #DevoxxPL @DanielDeogun @DanielSawano
Failing Continuous Delivery
Daniel Sawano, Daniel Deogun
Omegapoint
Platinum Sponsors:

2. About Us…
Daniel Deogun Daniel Sawano
Omegapoint
Stockholm - Gothenburg - Malmoe - Umea - New York

3. Continuous Integration
“Continuous Integration is a software development
practice where members of a team integrate their
work frequently, usually each person integrates at
least daily - leading to multiple integrations per day.
Each integration is verified by an automated build
(including test) to detect integration errors as quickly
as possible.“
- Martin Fowler, ThoughtWorks

4. Continuous Delivery
“…continuous delivery means making sure your
software is always production ready throughout its
entire lifecycle – that any build could potentially be
released to users at the touch of a button using a fully
automated process in a matter of seconds or
minutes.”
- Jez Humble, ThoughtWorks

5. Continuous Delivery or
Continuous Deployment?
“I see the difference as a business decision about frequency of
deployment into production. Continuous Deployment is
actually deploying every change into production, every day
or more frequently.”
“…continuous deployment implies continuous delivery the
converse is not true. Continuous delivery is about putting
the release schedule in the hands of the business, not in the
hands of IT… any build could potentially be released to
users at the touch of a button using a fully automated
process in a matter of seconds or minutes”
- Martin Fowler, ThoughtWorks
- Jez Humble, ThoughtWorks

6. [Candle Time]
What drives CD in an
organization?
[Wallstreet]
IT Sales
CEO

7. [Candle Time]
What drives CD in an
organization?
[Wallstreet]
IT Sales
CEO

8. [Candle Time]
What drives CD in an
organization?
[Wallstreet]
IT Sales
CEO

9. Core vs Supportive IT
Core Supportive
[Atom] [Quad Hall]

10. IT - Supportive or Core?

11. IT - Supportive or Core?

12. IT - Supportive or Core?

13. IT - Supportive or Core?


14. IT - Supportive or Core?
Bank of America

15. The Challenges
[Elephant in the Room]

16. The Challenges
structure processes people
[Elephant in the Room]

17. Organization
Current organization is not designed to
continuously produce business value

18. Organization
User
Business case
Design
Development
Test
Operations

19. Organization
User
Business case
Design
Development
Test
Operations

20. Organization
User
Business case
Design
Development
Test
Operations

21. Organization
Security
Development
Infrastructure
Operations

22. Organization
Security
Development
Infrastructure
Operations
We’re heading
this way!
The future is
over here!
We just found
the holy grail!
This is the only
way forward!

23. Conway’s Law
“organizations which design systems … are constrained to produce designs
which are copies of the communication structures of these organizations”
- M. Conway, 1967

24. Conway’s Law Applied
to Business Value
“Organizations which design IT products are constrained to
produce business value at a rate limited by the organizational
structure”

25. Inverse Conway Maneuver
“… evolving your team and organizational structure to promote
your desired architecture”
- ThoughtWorks Technology Radar

26. Inverse Conway Maneuver
Be prepared to evolve your organization to enable a
continuous delivery process
Applied to business value:

27. Organization

28. Organization
avoid organizational
inertia
embrace change
adapt

29. Organization
think different

30. Process
[Waterfall]

31. Process
Know when to stop polishing the diamond

32. Process
• The only way to know if an idea that
looks good on paper will generate
revenue is to test it on customers
• Release, measure, improve/abort

33. Business
[Business]

34. Business
• Todays market is increasingly
competitive and demanding
• You need IT management

35. Business
• IT and business is fused together
• New breed of managers

36. IT
[Matrix Code]

37. Cycle Time
“…the time it takes from deciding to make a change, whether a bug
fix or a feature, to having it available to users.”
- Jez Humble, David Farley, Continuous Delivery
Hmm… what if…
Developing
Testing
Developing
Testing
Developing
Testing
Users

38. Manual Testing
- Just Automate That Sh*t
[Testing]

39. Implications of
Just Automate That …

40. Implications of
Just Automate That …
Design & Mindset
Modularity
Complexity
Independence
Maintainability
Good enough?

41. Implications of
Just Automate That …
Test Data
How to generate?
Ownership
Sampling
Stale data?
Sensitive
Design & Mindset
Modularity
Complexity
Independence
Maintainability
Good enough?

42. Implications of
Just Automate That …
Test Data
How to generate?
Ownership
Sampling
Stale data?
Sensitive
Design & Mindset
Modularity
Complexity
Independence
Maintainability
Good enough?
Cost vs Savings
Hardware
Risk analysisBug preemption
Training

43. Implications of
Just Automate That …
Test Data
How to generate?
Ownership
Sampling
Stale data?
Sensitive
Design & Mindset
Modularity
Complexity
Independence
Maintainability
Good enough?
System Dependencies
Legacy
DowntimeData flow Cost vs Savings
Hardware
Risk analysisBug preemption
Training

44. The Risk Reduction -
Release Dilemma
Business IT

45. The Risk Reduction -
Release Dilemma
Here are the
requirements
Business IT

46. The Risk Reduction -
Release Dilemma
Business IT
Hmm… ok, are
they prioritzed?

47. The Risk Reduction -
Release Dilemma
Business IT
Ehh… sure.
We want them
all!

48. The Risk Reduction -
Release Dilemma
Business IT
No really, we
need them to
be prioritzed?

49. The Risk Reduction -
Release Dilemma
Business IT
It’s only must
haves. Do em’ all!

50. The Risk Reduction -
Release Dilemma
Business IT
Ok… then we’ll
do a lot of small
releases

51. The Risk Reduction -
Release Dilemma
Business IT
What?!? No way!
Last time you did
that…

52. The Risk Reduction -
Release Dilemma
Business IT
all systems went
banana and we
lost ££$$€€kr

53. The Risk Reduction -
Release Dilemma
Business IT
But…

54. The Risk Reduction -
Release Dilemma
Business IT
No buts … we
need to REDUCE
risk

55. The Risk Reduction -
Release Dilemma
Business IT
and release LESS
often with MORE
features!

56. The Risk Reduction -
Release Dilemma
Business IT
Ehh… wouldn’t
that INCREASE
risk?

57. The Risk Reduction -
Release Dilemma
Business IT
What? No, of
course not. Let’s get
this project started.
Time is money

58. Why is Business Acting
this way?
Big feature sets
Less frequent
releases
System
dependencies
“Must haves”

59. Key Take Aways

60. Key Take Aways
Core or Supportive IT

61. Key Take Aways
Cycle Time
Core or Supportive IT

62. Key Take Aways
Cycle Time
Core or Supportive IT
Processes & Organization

63. Key Take Aways
Cycle Time
Core or Supportive IT
Cultural Shift
Processes & Organization

64. Key Take Aways

65. Key Take Aways
Competence

66. Key Take Aways
Competence
IT Management

67. Key Take Aways
Competence
IT Management
Minimum Viable Product

68. Key Take Aways
Competence
Company Vision
IT Management
Minimum Viable Product

69. Q & A
[Questions]

70. Awesome images
1. [Wallstreet - https://flic.kr/p/peyuqz] by Micha D. under license http://www.creativecommons.org/licenses/by/2.0/
2. [Candle Time - https://flic.kr/p/asTDXx] by Henti Smith under license https://creativecommons.org/licenses/by-nc-nd/2.0/
3. [Quad Hall - https://flic.kr/p/uFrux] by Scott Wang under license https://creativecommons.org/licenses/by-nc-nd/2.0/
4. [Atom - https://flic.kr/p/b6qS4V] by Brian Westin under license https://creativecommons.org/licenses/by-nc/2.0/
5. [Think Different - https://flic.kr/p/aUwPzp] by Luigi Torreggiani under license https://creativecommons.org/licenses/by-nc/2.0/
6. [Elephant in the Room] by Daniel Sawano, @ 2015, all rights reserved
7. [Waterfall - https://flic.kr/p/pjeytJ ] by Vincent Moschetti under license https://creativecommons.org/licenses/by-nc-nd/2.0
8. [Matrix Code - https://flic.kr/p/2Poor] by David.Asch under license https://creativecommons.org/licenses/by-nc-nd/2.0/
9. [Business - https://flic.kr/p/4qAhiw] by thinkpanama under license https://creativecommons.org/licenses/by-nc/2.0/
10. [Questions - https://flic.kr/p/9ksxQa] by Damián Navas under license https://creativecommons.org/licenses/by-nc-nd/2.0/
11. [Testing - https://flic.kr/p/gEnFDA] by cta web under license https://creativecommons.org/licenses/by-nd/2.0/

71. Thank you!
@DanielSawano @DanielDeogun