D E V O P S T E X A S TEXAS DEVOPS M E E T U P INAUGURAL PRESENTATION

Transcription

1 D E V O P S T E X A S M E E T U P TEXAS DEVOPS INAUGURAL PRESENTATION

2 ITINERARY PART 1 Introductions Why Texas DevOps Meetup (in Houston) Expectations for the Meetup PART 2 Intro to DevOps (what is it, where it originated) Why DevOps q Business Context q Project Management Context q Technology Context

3 PART 1 30-second Introductions ü Name & What you do ü How long involved with IS/IT (yrs exp) ü What you can contribute to the group ü Your expectations from the group

4 WHY START A DEVOPS MEETUP? Demystifying DevOps Collaboration of like minded people to help resolve DevOps related problems Sharing new techniques and technologies with members in Houston Enable the next generation of C-Level executives and key decision makers in becoming high speed DevOps Problem Solvers Establish a DevOps center of competency in Houston This group is for IT executives, business managers, designers, developers and systems administrators across all sectors; in fact anyone associated with the IT industry who is interested in learning and sharing how #DevOps can transform all aspects of technology innovation in a continual and sustainable manner. Topics to be discussed and shared will range from Agile frameworks and Test Driven Development to Continuous Delivery and everything between and beyond. Join us, share, learn and collaborate in growing Houston's global reputation as a cutting edge tech center.

5 WHAT YOU CAN EXPECT FROM THE GROUP? Monthly Meetups to encourage knowledge sharing Provide timely and pertinent information on a variety of innovation topics, across the IS/IT functions Host local and global speakers/presenters who can enlighten us with their experiences Organize workshops and seminars as a forum for accelerating DevOps adoption and success stories in Houston FOSTER COLLABORATION, DELIVER RELEVENT CONTENT

6 WHAT SHOULD GROUP MEMBERS EXPECT FROM ONE ANOTHER? Active participation and actionable feedback A friendly, open forum that is respectful and insightful Continuous knowledge sharing (cross pollination) Problem solving assistance for real-world challenges Decisions on the future Meetup direction, discussions, seminars and workshops in Houston Technologies Processes Tools Culture (Change Mgmt)

7 ITINERARY PART 1 Introductions Why Texas DevOps Meetup (in Houston) Expectations for the Meetup PART 2 Intro to DevOps (what is it, where it originated) Why DevOps q Business Context q Project Management Context q Technology Context

8 PART 2 Introduction to DevOps (what is it, where it originated)

9 WHAT IS DEVOPS? Ultimately about culture, supported by Technology Processes Tools Culture being the manifestation Beliefs Behaviors Actions i.e. Very difficult to change DevOps is not a sporadic development Its is Evolutionary

10 BUSINESS MODEL EVOLUTION AND INNOVATION A business model is the DNA of any enterprise Over the last years we have witness the rapid decline in the half-life of business models Technology disruption To survive many business need multiple business models to be ready to catch the next wave This need for business change have driven the need for technology change. Hence DevOps Its Evolutionary. It is not the strongest or the most intelligent who will survive but those who can best manage change. Charles Darwin

11 KODAK CASE STUDY 1 Disruption: Digital photography Kodak could not fathom a world without traditional photography and hence did not change their business model By the mid 2000 s found themselves competing with a highly commoditized, low margin digital photography industry 2012 filed for bankruptcy

12 BLOCKBUSTERS CASE STUDY 2 Disruption: DVD and Digital media distribution (no late fee) Peaked in ,000 employees 9,000 stores Bankrupt 2010 Sold at an auction for $233 million to Dish Network Ironic. Had the chance to purchase Netflix in 2000!

13 THE RELATIONSHIP BETWEEN BUSINESS AND TECHNOLOGY The engagement between business and technology resides on a continuum One extremely are entrepreneurial startups Business and technology models are indistinguishable Highly integrated The other are those that struggle to align technology with business Typically historical, brittle, legacy technology Massive accrued technical debt My Walgreens example IT and Applications are fundamental to a Business Model. Business Models can not evolve if IT is static

14 Evolution of Agile development project management practices DEVOPS MATURITY

15 "There needs to be a holistic understanding of the value streams driving engineering work and how best to make improvements. Alec Lazarescu

16 "There needs to be a holistic understanding of the value streams driving engineering work and how best to make improvements. Alec Lazarescu

17 Big Bang (Waterfall) Characterized by: Project Manager owns everything Rigid Change Request Process Massive Documentation Requirement Triple Constraints planning ad nauseam

18 Big Bang (Waterfall) Characterized by: Project Manager owns everything Rigid Change Request Process Massive Documentation Requirement Triple Constraints planning ad nauseam Tightly managed gateway approvals (usually tied to budget / bonuses / invoicing / etc) Potential Value realized only at the end of the entire investment cycle

19 Big Bang (Waterfall) Characterized by: Project Manager owns everything Rigid Change Request Process Massive Documentation Requirement Triple Constraints planning ad nauseam Tightly managed gateway approvals (usually tied to budget / bonuses / invoicing Potential Value realized only at the end of the entire investment cycle Massive Risk Accrual & Mitigation tradeoffs Cost Over-runs Scope Creep / Scope Shaving Unsatisfied End-users & Sponsors STRESS for everyone involved PM gets killed or shipped to the Gulag

20 What are the traditional functions of Project Management? 1. OWNS Value Creation Process for entire Project Team 2. Managing Executive & Sr Mgmt Expectations 3. Delivering on Portfolio Priorities 4. Reporting & Predictability 5. Accurate Budgeting 6. Staffing & Delivery 7. Social Psychology 8. Translating Vision

21 What are the most common, recurring IT project management issues? 1. Lengthy and Verbose Planning Cycles (~30% of project failures due to this item alone PWC) 2. Goals & Objectives not Aligned to Strategic Business Plans 3. Lack of Executive Sponsorship + Stakeholder Insecurity 4. Glacial Change Management 5. Hero Mentality / Low Collaboration 6. Rigid Documentation Requirements 7. Entrenched IS/IT Firefighting Mentality 8. Misaligned Philosophical Approaches 9. Untracked, Unmitigated Risks 10. Commercial Pressure

22 How does the typical waterfall project feel to the people involved? What does IT want from the Business? Clearly articulated Requirements Priorities Funding SME Resources Uninterrupted Time to Develop & Validate Quick turn-arounds / Answers What does the Business want from IT? Intelligent, flexible Plan (predictability) Accurate Cost Estimates (cost reductions) Commitment to Delivery Dates Continuous Status Updates Ability to modify Requirements (at any time, based on market demand) Working technology, NOW

23 How does the typical waterfall project feel to the people involved? Project Managers What does IT want from the Business? Clearly articulated Requirements Priorities Funding SME Resources Uninterrupted Time to Develop & Validate Quick turn-arounds / Answers What does the Business want from IT? Intelligent, flexible Plan (predictability) Accurate Cost Estimates (cost reductions) Commitment to Delivery Dates Continuous Status Updates Ability to modify Requirements (at any time, based on market demand) Working technology, NOW

24 Evolution of software development project management practices Only ~30% of Waterfall Projects Succeed.

25 Evolution of software development project management practices Lots of Waste + Stress = Unhappy Campers

26 Evolution of software development project management practices Project Managers This SUCKS we re a Learning Organization w/ PMO? why can t we WIN more often? and we HATE the Gulag

27 Evolution of Agile development project management practices February 2001, Agile Manifesto 12 Agile Principles

28 12 Principles of Agile Software Development

29 Big Bang (Waterfall) Characterized by: Project Manager owns everything Rigid Change Request Process Massive Documentation Requirement Triple Constraints planning ad nauseam Tightly managed gateway approvals (usually tied to budget / bonuses / invoicing Potential Value realized only at the end of the entire investment cycle Massive Risk Accrual & Mitigation tradeoffs Cost Over-runs Scope Creep / Scope Shaving Unsatisfied End-users & Sponsors STRESS for everyone involved PM gets killed or shipped to the Gulag

30 Evolution of software development project management practices Iterative & Incremental (Agile) Characterized by: Fully Cross-functional teams that owns the value creation process Scrum Master as facilitator vs PM as owner One unified DoD between Client & Team Short Dev Cycles & Time-to-Value Frequent opportunities to Inspect & Adapt Self-assembly & Self-direction Start-to-Finish approach Status Reporting via Information Radiators Fluid Changes via Product Backlog One-Stop-Shop for Prioritizations Risk Mitigations built-in

31 Typical hype-cycle for new technology & practices

32 Optimal DevOps adoption

33 Evolution of software development project management practices Project Management Practice Continuum

34 Evolution of Agile development project management practices

35 Evolution of Agile development project management practices

36 Evolution of Agile development project management practices Project Management Practice Continuum ~42% of Agile projects succeed. Jeff Sutherland, 2013 Scrum Gathering Las Vegas HOW? (Agile Development Alone Fails) Low internal IS/IT alignment Quick hacks made at the end of each iteration due to short planning cycles and long lead times from Architecture, DBA s, Networking, Security, Technical Debt Accumulates FAST Code base refactors each 5 years now required 4-6x per year as a result of short lead times + quick dev cycles Skipped the 1 st Way (understand flow)

37 Scrum Master Product Owner Customer Team BA s SME s Dev s DBA s Architects Networking Stakeholders End- Users UX Doc s QA Integration Specialist Support / Help Desk Deploy Builder Infra Tech Team Scrum Team

38 Scrum Master Product Owner Customer Team BA s SME s Dev s DBA s Architects Networking Stakeholders End- Users UX Doc s QA Integration Specialist Support / Help Desk Deploy Builder Infra Dev Team Scrum Team

39 Evolution of Agile development project management practices Project Management Practice Continuum ~42% of Agile projects succeed. Jeff Sutherland, 2013 Scrum Gathering Las Vegas HOW? (Agile Development Alone Fails) Low internal IS/IT alignment Quick hacks made at the end of each iteration due to short planning cycles and long lead times from Architecture, DBA s, Networking, Security, Technical Debt Accumulates FAST Code base refactors each 5 years now required 4-6x per year as a result of short lead times + quick dev cycles Skipped the 1 st Way (understand flow)

40 Evolution of Agile development project management practices Project Management Practice Continuum 50 % DEVOPS MATURITY

41 Scrum Master Product Owner Customer Team BA s SME s Dev s DBA s Architects Network Stakeholders End- Users UX Doc s QA Integration Specialist Support / Help Desk Deploy Builder Infra Tech Team DEVOPS MATURITY

42 Evolution of Agile development project management practices Eliminate Waste Amplify Learning Communicate as Early as Possible Deliver as Fast as Possible Empower the Team Build-in Integrity and Quality Project Management See the Big Picture Work as ONE DevOps Principles Portfolio Management Demand Management

43 Evolution of Agile development project management practices Project Management Portfolio Management Demand Management

44 What are the key enablers of this IT adaptation to meet the needs of the business?

45 Enablers by IS/IT Area Impacted Development Operations Project Management Portfolio Management Demand Management QA

46 Evolution of Agile development project management practices DEVOPS MATURITY

47 AGILE DEVELOPMENT PRACTICES XP Extreme Programming CI Continuous Integration CD Continuous Delivery

48 EXTREME PROGRAMMING XP

49 CONTINUOUS INTEGRATION Database Feedback Mechanism Notification Event Developer Build Script Compile source code Developer Committed Changes Poll Integrate database Run tests Run inspections Deploy software Subversion Version Control Repository CI Server Integration Build Machine Developer Database Scripts Drop/create database or table Insert test data Apply procedures/ triggers

50 Continuous Delivery - Defined CONTINUOUS DELIVERY Continuous Delivery extends the CI process from build to include test and deploy phases Ensure fluid coordination and communication between Customers, Mangers, Developers, Testers, Continuous Delivery Operations, etc Plan Define Code Unit Test Continuous Integration Commit Integrate Maintain Release Deploy Continuous delivery of software needs processes that encompass the entire delivery process, from concept to use. Unknown CD is about moving away from making the software ready as a separate activity, and instead developing in a way that means the software is always ready for release. Assign Functional Test Promote 50

51 51 The Build Pipeline Implementation of Continuous Delivery

52 CLOUD LANDSCAPE AND EVOLUTION

53 EVOLUTION OF DEVOPS TOOLS Infrastructure as Code Application Release Automation