A 7 step strategy for successful DevOps in the Evolving Enterprise

Transcription

1 A 7 step strategy for successful DevOps in the Evolving Enterprise Kris Dugardyn 1

2 Start from a Common Definition Ø Collaboration Ø Communication Ø Automation + Many Tools + Many Platforms Ø Orchestration 2

3 Gartner: DevOps, Delivery, and Intelligence DevOps: A change in IT culture, focusing on rapid IT service delivery through the adoption of agile, lean practices in the context of a system-oriented approach, where system-oriented is the process of understanding how things, regarded as systems, influence one another within a whole. Gartner: Hype Cycle for IT Operations Management (Jul 2014) Mode 1 IT organizations should look to DevOps as a bridge to a Mode 2 orientation by continuing to assess where other patterns and practices of DevOps can enable a Mode 1 environment to deliver better service to customers. Gartner: DevOps Is the Bimodal Bridge (Apr 2015) The first critical success factor (CSF) for DevOps is shifting the balance and priorities from intrateam metrics to interteam metrics or "co-owned" metrics between different teams Gartner: Data-Driven DevOps: Use Metrics to Help Guide Your Journey (May 2014) 3

4 Forrester: DevOps, Delivery, and Intelligence Environment provisioning for development, testing, and deployment plagues modern application delivery. you can automate it because the process is pretty standard and well-known, but it only works if you put configurations under version control and use automation tools to deploy them.. Forrester: How to build better software (Jan 2016) DevOps Practices Improve Transparency And Visibility: Automation provides the objective information that organizations need to make application delivery decisions. In place of periodic, subjective, and time-consuming status reports, firms get real-time insight into application health and delivery progress, gathered as a natural part of the work that teams do. Forrester: Use DevOps & Supply Chain Principles To Automate Application Delivery Governance (Dec 2015) To enable modern service delivery, you must introduce change in a variety of areas. Forrester uses the CALMSS (culture, automation, lean, measurement and management, sharing, and sourcing) competency model to help determine the key areas that an organization needs to change to transition to modern service delivery. Forrester: DevOps Makes Modern Service Delivery Modern (Dec 2015) 4

5 The Core of DevOps It is an approach that consists of two mandatory components: ü A culture change ü A supporting transparent environment that facilitates collaboration, communication, automation and orchestration à taking place across ALL platforms à is neutral to development methodology used 5

6 Common Delivery Deficiencies 1. Build reliability 2. Release Delivery Frequency 3. Deployment Speed 4. Delivery Quality 5. Delivery Culture 6. End-to-End visibility/transparency 6

7 Strategy outline: Land and Expand Start small but with representative scope, and expand in phase two 7

8 Step 1 - Understanding the end- to- end Delivery Process 8

9 Step 1 - The Application Delivery Process Is affected by: Active Platforms Open Systems Methodologies applied Mainframe ERP Cloud Mobile Tools used 9

10 Step 1 - The Application Delivery Value Stream Map It is important to understand: What actions are being performed Who performs the actions What is being delivered How are deliverables shared/communicated/passed onto the next in line within the process What tools are being used to perform the actions (keep attention to manual activities) What information flows are critical and how do they take place 10

11 Step 1 - Changing Architectures & Delivery Processes Highly Interconnected architectures Big & Infrequent changes Waterfall based SDLC Top-Down Release Management IT oriented org. structure Operations driven Loosely coupled architectures Small & frequent/continuous changes Agile based SDLC Bottom-Up Release Management Customer oriented org. structure Delivery driven The Evolving Enterprise: Rebalancing from left to right 11

12 Step 1 - Top- Down Release Management INC Application X INC Application Y Project INC Application Z Project Project CR CR CR CR CR CR Release Ready for Dev In Dev Ready for QA In QA Waiting for Approval Ready for deployment Deployed 12

13 Step 1 - Bottom- Up Release Management Release Ready for Dev In Dev Ready for QA In QA Waiting for Approval Ready for deployment Deployed Platform X CS DEV CS QA PRD Platform Y CS DEV CS QA PRD 13

14 Step 1 - The Evolving Enterprise: Hybrid Release Management INC Application X INC Application Y Project INC Application Z Project Project CR CR CR CR CR CR Release Ready for Dev In Dev Ready for QA In QA Waiting for Approval Ready for deployment Deployed Platform X CS DEV CS QA PRD Platform Y CS DEV CS QA PRD 14

15 Gartner & the Evolving Enterprise: The Bimodal Transition Business Centric - Change + Mode 1 Traditional Stability/Reliability Efficiency Time- To- Market Customer Alignment Mode 2 Agile Systems of Innovation Systems of Differentiation Systems of Record + - Governance IT Centric 15 Source: Gartner

16 Forrester & the Evolving Enterprise Support transitioning & every delivery strategy Create a delivery pipeline Automate the delivery pipeline Use faster delivery to drive business strategy and execution Across Platform & Environments with End-to-End focus 2 Break down big efforts into small batches of work 7 Eliminate release drama Ideas proposed Understand needs and invent solutions Develop, commit, and build UAT/ exploratory testing Functional testing Release decision Deploy solution Hyper flexible Integration-collaborationautomation backbone Costumer value 5 4 Adopt loosely coupled Load, performance, architectures security... testing Use continuous testing 6 Treat infrastructure as code Infrastructure, delivery configuration as code Forrester: The Eight Tenets Of Faster Application Delivery (Apr 2014) 16

17 Step 2 - Gap & Deficiency Analysis 17

18 Step 3 - Automate what can be automated 3 interconnected aspects to consider, automate and control to maximize DevOps benefits 18

19 Step 3 - Automate what can be automated: Execution Automate the execution STEPS part of the delivery process. The most common ones are: 1.Build 2.Test 3.Provision 4.Configure 5.Deploy 19

20 The (R)evolution in Delivery Automation Approach Workflow Driven Model Driven Rules Driven Directly represents how a sequence of events work. Represents both human actions and machine integration processes. A workflow represents how the environment changes, but does not understand the environment layout. Tightly coupled (scripts unique to each combination of workflow, environment, and app) Logical steps contain hard-coded information that make it difficult to abstract. Maintenance heavy Models the environment components and their relationships. Component orchestration workflow is detached. Modeling has become synonymous with duplication In hybrid environments, hard to get started with Not tightly coupled. Components are reusable. Rules are loosely coupled so can execute in parallel and without the need to create orchestration logic. Rules templates support extensive reuse. Rules handle complex delivery use cases including decision and transformation. Rules can be chained and concurrency controlled. Rules combine the level of granularity of workflow, but without tight coupling, together with models/abstraction and reuse, but without duplication 20

21 Step 4 - Orchestrate Collaboration across Teams & Tools 21

22 Step 4 - Orchestrate Collaboration across Teams & Tools Important points to consider: - Defining and maintaining the proper relationships should be possible, because it benefits: impact and dependency analysis progress tracking and communication bill-of-material creation dependency management risk analysis - Try to keep the number of tools to the minimum, but don t ignore the people! 22

23 Step 5 - Manage Provisioning & Delivery Quality 23

24 Step 6 - Maintain Visibility and manage End- to- End What you should remember for your KPI set 1. Use Visual Management 2. Real-time 3. Fact-based EVERYONE NORMALLY WANTS TO DO A GOOD JOB by giving people REAL-TIME transparency into actual (personal) performance by exposing them to the right KPI set, you will steer their future behavior 24

25 Step 6 Some additional suggestions Take into account that contribution to customer value is more important than achieving a KPI on its own Try to set at least 1 or 2 KPIs that allow measurement of customer value contribution. Try to keep a level of tension in them to trigger optimal performance, for example between Delivery Speed and Delivery Quality. Make clever use of targets or objectives and make them visible using gauges or traffic lights, or similar techniques. Do not focus on individual values Look at the evolution or trending in KPI development, and do this in continuous fashion, as transparent and visible as possible. 25

26 Step 7 - Control the DevOps Change process 26

27 Step 7 - Control the DevOps Change process Some useful resources to manage the change process: de Caluwe, L., & Vermaak, H. (2008). Thinking in colors on video. Available at: in- colors- on- video/ de Caluwe, L., & Vermaak, H. (2004).An Overview of Change Paradigms.Organization Development Journal, from VU.nl Introducing change = form of innovation. Check 2 excellent resources that discuss innovation and how to institutionalize a process for it: ITIL Continual Service Improvement (CSI) process. DMAIC or Kaizen method (Kai= Change ; Zen= For the better ) from Lean IT. Remember: the all resolving improvement is just an illusion 27

28 Step 7 Some management advise: focus on WHAT not HOW An organization does not achieve what it wants... An organization achieves what management honors! Focus on OUTPUT! (for the Team!) = Less likelihood of conflict = The Why questions become difficult to ask OUTPUTS are Goals, Results, Effects INPUTS are Means, Solutions, Instructions,.. 28

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