DevOps, Agile and ITIL just don t work together Or do they?

Transcription

1 DevOps, Agile and ITIL just don t work together Or do they? Harold Petersen Girish Ramkrishnani THURSDAY 24 AUGUST 2017 SOFITEL MELBOURNE ON COLLINS

2 Business perceptions of IT groups CIO Magazine's 2015 State of the CIO research revealed that 54% of business executives viewed the IT group as an obstacle to their mission. Four primary impediments to collaboration and trust: unclear value, uncontrolled cost, disconnected planning and lack of agility.

3 ITSM processes are meant to bridge Strategy, Design, Dev and Ops Business & IT Strategy Architecture Product BL Dev (Build) Ops (Run) BRM SPM FM etc Design Coordination EA & SA ISM etc Project Mgt Functional specs Develop etc Operations Support Service Levels etc

4 Excerpt of a Change Management workflow (for non-standard, non-emergency changes) Change Owner Reviewers (Tech, Ops, QA, PO) CAB Builders & Implementers Reviewers (Tech, Ops, QA, PO) Submit RFC Review & Sign Off RFC Approve (Build & Schedule) Build & Test Review & Sign Off Authorise (Deploy) Request Close Deploy Review & Accept Close

5 Bridging Strategy, Design, Dev and Ops..

6 But Does that mean we need to write off all of our investments in ITSM and ITIL? Are what we called ITSM best practices just a few years ago now suddenly bad practices? Should we replace our existing tools and tool configurations?

7 Agenda DevOps overview and intended benefits DevOps and ITIL Implementing DevOps what to implement? DevOps enablement by your ITSM tool Next steps

8 Agenda DevOps overview and intended benefits DevOps and ITIL Implementing DevOps what to implement? DevOps enablement by your ITSM tool Next steps

9 DevOps overview : Definition (Wikipedia ) A cultural and professional movement that stresses communication, collaboration and integration between software developers and IT operations professionals while automating the process of software delivery and infrastructure changes. It aims at establishing a culture and environment where building, testing, and releasing software, can happen rapidly, frequently, and more reliably. Improving the ability of IT to produce software faster improves the ability of the business to deliver value to customers faster.

10 Recommended DevOps reading The Phoenix Project Quasi DevOps bible The DevOps Handbook how to integrate Product Management, Development, QA, IT Operations, and Information Security to elevate your company and win in the marketplace Continuous Delivery Principles, automation and technical practices that enable rapid, incremental delivery of high quality, valuable new functionality to users

11 The three ways The first way Flow Understand and increase the flow of work (left to right) The second way Feedback Create short feedback loops that enable continuous improvement (right to left) The third way Continuous experimentation and learning Create a culture that fosters Experimentation (taking risks) and learning from failure Understanding that repetition and practice is the key to mastery

12 The first way: Flow Plan & Design Code & Commit Integrate & Build Test Stage & Deploy Continuous Delivery and/or Deployment Continuous Integration Agile Development

13 The first way : reduce batch size Traditional Application 1 Aug 15 Aug 29 Aug 5 Sep 19 Sep 3 Oct Etc BU App 1 Rel 1.X Rel 1.Y BU App 2 Rel 2.A Rel 2.B BU App <X> Rel X.Z New Application 1 Aug 15 Aug 29 Aug 5 Sep 19 Sep 3 Oct Etc BU App 1 BU App 2 BU App <X>

14 The second way: Continuous Feedback Continuous Testing Plan & Design Code & Commit Integrate & Build Test Stage & Deploy Continuous Delivery and/or Deployment Automatic Provisioning Continuous Integration Agile Development

15 The third way : Continuous experimentation and learning CSI time allocation Reward risk taking Deliberately introduce faults into the systems Specifically organise safe experimentation and innovation events (eg hackathons) etc

16 DevOps benefits > 27,000 survey responses over 6 years, 3,200 participants in 2017, Demonstrates that DevOps enables: higher IT performance improved business outcomes, as measured by productivity, profitability, market share and achievement of broader organisational goals. per/state-of-devops-report High Performer Metrics (vs Low) Deployment frequency: On demand (46x more frequent) Deployment lead time: < 1 hr (440x faster) Mean Time to Recover (MTTR): < 1hr (96x faster) Change Failure Rate: 0-15% (5x lower, ie 1/5 as likely)

17 Agenda DevOps overview and intended benefits DevOps and ITIL Implementing DevOps what to implement? DevOps enablement by your ITSM tool Next steps

18 Key enablers for high DevOps performers (Source: 2017 State of DevOps Report) Transformational Leadership Vision Intellectual stimulation and personal recognition Inspirational communication and supportive leadership Loosely coupled architectures and teams are the strongest predictor of continuous delivery, Automation is a huge boon to organizations, Lean product management drives higher organizational performance. DevOps applies to all organizations

19 Business IT Mgt & Governance Suppliers (inc Cloud) Business Strategy IT Service Engagement Business Operations IT Service Strategy & Governance BRM, SPM, DM, FM CSI SLM, SCM Architecture & Service Design Service/Product Ownership Supplier Management ISM, AvM, CapM, SCM Service Transition & Projects DevOps, ChMgt, R&DM, SACM, Testing, CE Service Operations Supplier Strategy Supplier SLM Design Transition Supplier Operations

20 Change Models, enabled by people, automation, etc (non-standard, non-emergency changes) Change Owner Reviewers (Tech, Ops, QA, PO) CAB Builders & Implementers Reviewers (Tech, Ops, QA, PO) Submit RFC Review & Sign Off RFC Approve (Build & Schedule) Build & Test Review & Sign Off Authorise (Deploy) Request Close Deploy Review & Accept Close

21 Agenda DevOps overview and intended benefits DevOps and ITIL Implementing DevOps what to implement? DevOps enablement by your ITSM tool Next steps

22 Long term target state A combination of People (resourcing & skills) Organisation Culture Service Models and Architecture Toolchain & Automation Processes & Policies (eg release policies) Leadership, governance and CSI

23 Have a vision for the long term, yet iteratively move towards it Interim State 1 Interim State 2 Interim State 3 Long Term IT Target state Business Value

24 Apply agile principles to your DevOps/ITSM implementation PP - Introduce, spread and embed DevOps culture - Introduce automation and release policy optimisation for applications - Benefits realisation monitoring & reporting Business Value 1 M 1 M Stage ~3 M Stage ~3 M Stage ~ 3 M ~ Stakeholder Engagement & Prep Sprints Sprints Sprints Sprints OCM Long Term IT Target state

25 Capability uplift for your teams: DevOps training and accreditation

26 Action based learning / coaching tool DevOps simulation: The Phoenix Project

27 Architect your tool chain(s)

28 Agenda DevOps overview and intended benefits DevOps and ITIL Implementing DevOps what to implement? DevOps enablement by your ITSM tool Next steps

29 Generation NOW! Business s today focus more on than ever before Expect a not a call Not satisfied or takes long to fix, expect a

30 Use Case Dissatisfied customer tweets about a particular issue he is facing Business is looking to launch it new product in a highly competitive market

31 Action oriented change controls

32 Workflow What s new?

33 Orchestration Workflow DevOps user Orchestration tools Service Management Pushes code Change record Approved Code deployed

34 Decentralize control Allow CI owners to define the level of control they need to manage their environment Calculate risk based on change activities Approval by exception not norm

35 Do more with less Adopt & Adapt more One size fits all less Govern & Audit more Plan and Control less Automate & Orchestrate more Manual deploy less Notify more Approve less

36 Agenda DevOps overview and intended benefits DevOps and ITIL Implementing DevOps what to implement? DevOps enablement by your ITSM tool Next steps

37 Conclusion DevOps a people & culture journey to embrace the three ways ITSM processes : get with the program, become lean and agile, the process framework can handle it, can the people? Toolchain architecture can possibly be established and enable CI/CD etc for some business systems in your portfolio, but not all: manage the journey! Existing tools: Automate Orchestrate where possible Let CI owners be control of their changes Demand more from your tool investment

38 CONTACT DETAILS Harold Petersen Director & Principal Girish Ramkrishnani Director & Principal Consultant ions.com.au