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Ship it boise
- 1. @shaunabram | shaunabram.com | shaun@abram.com Ship It! Get code into production. Smoothly, quickly, safely. March 18th, 2017
- 3. 3
- 4. 4 THE LEAN MOVEMENT CONTINUOUS DELIVERY TOYOTA KATATHE AGILE MANIFESTO DevOps a convergence of many philosophical and management movements
- 5. 5 The 3 ways 1 Flow 2 3 Feedback Learning
- 6. 6 The Principles of Flow The First Way fast and smooth flow of work from Dev to Ops to deliver value to customers quickly
- 7. 7 The Principles of Flow The First Way Limit WIP Reduce Batch Sizes Reduce the number of handoffs Continually elevate constraints
- 8. 8 The First Way: The Technical Practices of Flow
- 9. 9 Build a fast, reliable pyramid of tests Test first; automate always Integrate non-functional requirements into tests Pull the andon cord! Automated Testing The First Way: The Technical Practices of Flow
- 10. 10 Create a deployment pipeline Create a deployment pipeline Small batch development Short lived feature branches Trunk-based development The First Way: The Technical Practices of Flow
- 11. 11 Standardize Environments Create a single repo of truth On-demand creation of envs Rebuild, not repair Done = running in prod-like env The First Way: The Technical Practices of Flow
- 12. 12
- 13. 13 The First Way: The Technical Practices of Flow
- 14. 14 Low-Risk Releases The First Way: The Technical Practices of Flow Automated, self-service deployments Decouple deployments from releases Blue-Green Deployment Pattern Canary release pattern
- 15. 15 The First Way: The Technical Practices of Flow Limit WIP, make it visible Reduce Batch Sizes & handoffs
- 16. 16 The Principles of Feedback The Second Way fast feedback from right to left create safety & resiliency in complex systems
- 17. 17 Use telemetry Use peer reviews and inspections Get feedback from deployments The Second Way: The Principles of Feedback fast and continuous feedback from Operations to Development
- 18. 18 Use telemetry Use peer reviews and inspections Get feedback from deployments The Second Way: The Principles of Feedback fast and continuous feedback from Operations to Development • See problems as they occur • Log useful metrics • Overlay other relevant information e.g. releases • Analyze: Means, SDs
- 19. 19 Use telemetry Use peer reviews and inspections Get feedback from deployments The Second Way: The Principles of Feedback fast and continuous feedback from Operations to Development For deployment and releases: • Actively monitoring feature metrics • Have devs initially self-manage prod releases • Then dev and ops should share pager duty
- 20. 20 Use telemetry Use peer reviews and inspections Get feedback from deployments The Second Way: The Principles of Feedback fast and continuous feedback from Operations to Development • Avoid formal approval processes, manual testing • Get feedback closer to the source • Favor peer reviews and inspections e.g,. GitHub PR, pair programming • Fearlessly cut bureaucratic processes
- 21. 21 Continual Learning & Experimentation The Third Way high-performing teams require and actively promote learning If you're not improving, you are getting worse!
- 22. Enable organizational learning 22 Errors Happen! Blameless post-mortems local -> global learnings How does your org respond? Pathological, bureaucratic or generative? - blame - fear + honesty & learning share RCAs, code, best practices
- 25. 25 The 3 ways 1 Flow 2 3 Feedback Learning Questions?
Hinweis der Redaktion
- THE AGILE MANIFESTO :A lightweight set of values and principles against heavyweight software development approaches : small batch sizes, incremental releases and small, trusted, motivated teams. THE LEAN MOVEMENT a) the best predictor of quality is lead time (time to get something into production) b) the best predictors of short lead times is small batch sizes of work CONTINUOUS DELIVERY: using a “deployment pipeline” to ensure that code and infrastructure are always in a deployable state. TOYOTA KATA: a practice of daily and continuous improvement
- White board diagram Dev -> QA -> Ops -> Production -> Customers
- WIP: Queue size s the leading indicators of lead time. Context switching kills! Stop starting. Start finishing. 2) REDUCE BATCH SIZES Large batch sizes = high levels of WIP and high levels of variability in flow, long lead times and poor quality. For example, the larger the change going into production, the more problems are likely to arise. 3) REDUCE THE NUMBER OF HANDOFFS Each handoff to another team involves communication, loss of knowledge and delays. Aim to increase flow by reducing handoffs and the time work spends in queues, either by automating or by reorganizing & empowering teams. 4) MAKE OUR WORK VISIBLE: Unlike manufacturing, impeded value streams may not be easily seen in technology. Use visual work boards (e.g., kanban) to visualize flow across the entire value stream.
- Create a deployment pipeline that not just builds and runs tests, but that deploys and runs acceptance tests: commit -> build -> unit test -> integration tests -> package -> deploys -> acceptance tests. Goal = get feedback that, at any stage, a change has taken us out of a deployable state. As a result, our deployment pipeline infrastructure becomes as foundational as our version control infrastructure.
- CREATE A SINGLE REPO OF TRUTH - Using version control for our environments is even more important than using version control for our code. The use of version control by Ops is a high predictor of both IT performance and organizational performance. We need to be able to repeatedly and reliably reproduce all components of our working software system. Ensure that we always use production-like environments at every stage of the value stream, ideally created in an automated manner from version control: DB scripts, Tests, Docs, All scripts and config ENABLE ON DEMAND CREATION OF ALL ENVSTo ensure fast lead times, and consistent environments, provide on-demand/self-service creation of environments. CONCLUSIONFast flow from Dev to Ops requires production-like environments on demand, from a “single source of truth”, used even at the earliest stages of a software project.
- Log useful metrics Business level e.g., # sales, revenue, user signups Application level e.g., transaction times, response times, faults Infrastructure level e.g., server traffic, CPU load, disk usage, etc. Deployment pipeline level: e.g., failing builds, deployment frequencies
- How to think about feedback, before during and after.
- Reserve: explicitly reserve time to pay down technical debt e.g., kaizen blitzes