Evolving Team Structure in DevOps

Transcription

1 Evolving Team Structure in DevOps Sherry Chang Intel IT Chief Architect, DevOps & Continuous Delivery

2 Legal Notices This presentation is for informational purposes only. INTEL MAKES NO WARRANTIES, EXPRESS OR IMPLIED, IN THIS SUMMARY. Software and workloads used in performance tests may have been optimized for performance only on Intel microprocessors. Performance tests, such as SYSmark and MobileMark, are measured using specific computer systems, components, software, operations and functions. Any change to any of those factors may cause the results to vary. You should consult other information and performance tests to assist you in fully evaluating your contemplated purchases, including the performance of that product when combined with other products. For more complete information about performance and benchmark results, visit Intel and the Intel logo are trademarks of Intel Corporation in the U.S. and/or other countries. * Other names and brands may be claimed as the property of others. Copyright 2015, Intel Corporation. All rights reserved. 2

3 About Me Sherry Chang Biography Chief Architect, DevOps & Continuous Delivery, Intel IT 20+ Years in Software Development ITIL V2 Certified Certified Scrum Master BBA, Management Information Systems University of Texas at Austin 3

4 2015 Intel IT Vital Statistics >6,065 IT employees 50 global IT sites >106,000 Intel employees Intel sites in 66 Countries 61 Data Centers (91 Data Centers in 2010) 80% of servers virtualized (42% virtualized in 2010) >119,000+ Devices 100% of laptops encrypted 100% of laptops with SSDs >53,700 handheld devices 164 mobile applications developed Copyright 2015, Intel Corporation. All rights reserved. 4

5 Questions from Leaders Do we need a re-organization to better align? What is the perfect DevOps team? 5

6 TEAM STRUCTURE EVOLUTION Organizations which design systems are constrained to produce designs which are copies of the communication structures of these organizations -- M. Conway 6

7 Waterfall Silo of Functional Specialists Project Stakeholder Business Analyst Tech Analyst User Experience Dev QA/ Test Ops Analysis Design Coding Testing Release & Operate Inception Value Stream Delivery 7

8 Agile Transformation Team Lead Stakeholder QA/Test Cross Functional Team Delivering Value Sooner 8

9 Agile: What Actually Happens Dev: Agile Team for Projects Dev & Ops Silo Ops: ITSM Team for KTBR Stakeholder Team Lead QA/Test Customers Service Manager Incident Manager Capacity Manager Problem Manager Release Manager Inception Value Stream Delivery 9

10 Ideal DevOps Team Structure Team 1 Team 2 Self Service Stakeholder Team Lead Services QA/Test Sys Admin A P I A P I Stakeholder Team Lead Services QA/Test Sys Admin Small (5-9 people) Persistent Self-Organizing Cross-Functional, Loosely Coupled Owns 1 or more services (or micro-services) All provided services are Self-Service All provided services have API 10

11 However.. What if Service Does Not Fit 2 Pizza Team? Stakeholder Team Lead Service QA/Test Sys Admin Inception Value Stream Delivery 11

12 No one size fits all. But guidance is available for designing the right structure for you. 12

13 DESIGNING THE RIGHT STRUCTURE 13

14 Guidance #1 Optimize Handoff Project Stakeholder Business Analyst X X X X X Tech Analyst User Experience Dev QA/ Test Ops Business Analyst Self Service A/B Testing A P I A P I Test Engineers A P I A P I Feature s Self Service Features A P I A P I Operation A P I Provide Function as Self Service Eliminate Tickets Eliminate Wait on Resource Availability Provide API to Enable Automation Self Service Test Automation Framework Self Service Platform 14

15 Guidance #2 First understand your value stream New Feature Requests Perform By: Customers Perform By: Portfolio Manager Perform By: Dev Team Perform By: Dev Team Perform By: Test Team Perform By: OpsTeam Request Submit Ticket Approve & Prioritize Assign Team Size & Prioritize Schedule Assign Tester Wait for Ops Code Test Deploy Work Wait 30 min 3 Days 30 min 15 Days 15 min 15 Days 2 Hours 2 Weeks 2 Hours 2 Weeks 8 Hours 15 min 2 Days 2 Hours 2 Days 4 Hours Total 19.5 Hours 9 Weeks Inception Value Stream Delivery 15

16 Guidance #2 Then Optimize It! New Feature Requests Improvement Opportunities Eliminate Handoff Eliminate Work Automate Work Combine Multiple Streams of Work Perform By: PO Perform By: Agile Team Perform By: Agile Team Perform By: Agile Team Perform By: OpsTeam Story to Backlog X Assign Team Size & Prioritize Schedule X Assign Tester Click Button Code Test Deploy Total Work Wait 30 min 15 Days 2 Hours 2 Weeks 2 Hours 8 Hours 20 min 20 min 13 Hours 4 Weeks Inception Value Stream Delivery 16

17 Consolidating Multiple Streams Emergency Changes Standard Changes Normal Changes Continuous Delivery Platform Release Major Changes 17

18 Amplify Feedback Loop Thru Shared Tools Shared Pipeline Shared Learning Dev Ops QA Guidance #3 Dev Ownership QA Ownership Feedback Loop Ops Ownership 18

19 Structure Example: Feedback Loop in Action Ingredient Integration Ingredient (SW/FW) Ingredient (SW/FW) Ingredient (OS) Ingredient Regression Regression Test Regression Test System Integration Continuou s System Integration System Regression System Regression Release Validation Ingredient Validation Ingredient Validation Ingredient (TPV) System Validation 1 Hour or Less 4-6 Hours 1 Hour or Less 4-6 Hours 1 Week Feedback Loop 19

20 Guidance #4 Codify Change Control Board (CCB) Dev Ops Stakeholder Team Lead QA/Test X Customers Service Manage r Incident Manage r CCB Capacity Manage r Release Manage Problem r Manager Codified Policy Code Continuous Delivery Platform Automated Automated Automated Manual Automated CCB Pre-Commit Build & Quality Gates Deployment Validation Integrate Inception Value Stream Delivery 20

21 Advantages Speed Consistent Application Audit Trail Expand Codify Policy Governance Security CCB Legal Blacklist Technology Scan Vulnerability Scan Codified Policy Intellectual Property Scan Code Continuous Delivery Platform Automated Automated Automated Manual Automated CCB Pre-Commit Build & Quality Gates Deployment Validation Integrate Inception Value Stream Delivery 21

22 TRANSFORMING THE ORGANIZATION 22

23 Skill Transformation Current To Be Operation Manual Reliance on documented steps Tickets for service requests skills to codify infrastructure skills to automate deployment Develop self service infrastructure Development Testing Governance Manual tests after development Big bang integration Manual build and deployment Manual testing after development Little or no automation Lack quality measures Primarily human gates Policy captured in documents Process designed for infrequent releases Test Driven Development Continuous Delivery System Administration skills to consume infrastructure service Test engineer skills to automate tests Develop quality metrics measure and tracking Behaviorl Driven Development Develop self service automated quality gate Codify policy Develop self service metrics

24 DevOps Culture Open Source (Internal or External) Social Collaboration Experiment, A/B Testing Metric Driven Decision (Minimize PPT, Plan, etc.) 24

25 Conclusion There is No Perfect DevOps Teams The Structure Should not be the First Concern You Probably Do Not Need a Re-Org Focus on Eliminating Friction and Wait Time Between Teams 25

26 Resources I Found Valuable For Value Stream Analysis For Amplified Feedback Loop For Ideal Team Structure 26

27 QUESTIONS? 27

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