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Demystifying DevOps for Ops - Including Findings from the 2015 State of DevOps Report
The document discusses the findings from the 2015 State of DevOps Report, highlighting the benefits of high-performing IT organizations, such as increased agility and reliability. It contrasts the current and desired states of organizational culture, processes, and team structures, emphasizing the need for cross-functional teams and aligned incentives. Additionally, it addresses challenges in implementing DevOps practices and outlines technical practices, roles, and resources necessary for successful DevOps integration.
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Demystifying DevOps for Ops - Including Findings from the 2015 State of DevOps Report
- 1. Demystifying DevOps forOps Including Findings from the 2015 State of DevOps Report
- 2. Presenters Alanna Brown Sr. ProductMarketing Manager Carl Caum Technical Marketing Manager
- 3. Agenda • Building theCase • Current State vs. Desired State • Challenges • Team Structure • Technical Practices • Resources • Q&A
- 4.
- 5. People don’t buywhat you do, they buy why you do it. Simon Sinek http://bit.ly/sinektedtalk
- 6.
- 7. High-performing IT orgsare more agile 30x More frequent deployments 200x Faster lead times than their peers Source: Puppet Labs 2015 State of DevOps Report
- 8. High-performing IT orgsare more reliable 60x Change success rate 168x Faster mean time to recover (MTTR) Source: Puppet Labs 2015 State of DevOps Report
- 9. High-performing IT orgsare winning 1.5x More likely to exceed profitability, market share & productivity goals 50% Higher market capitalization growth over 3 years.* Source: Puppet Labs 2015 State of DevOps Report
- 10. Learning is notcompulsory, but neither is survival. Edward W. Deming http://bit.ly/deming14pts
- 11.
- 12. Organization Low trust culture High trust culture Siloed teams Cross-functional teams Lack of alignment Aligned around business goals
- 13. Processes Lots of manualwork Mostly automated work Long cycle times Short cycle times Poor visibility Fast feedback & insight
- 14. People High burnout High job satisfaction Stagnant Able to grow Checking boxes Creative innovation
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- 17.
- 18. “Trying to effectprocess, people, technology and cultural changes across the entire application portfolio, in a globally dispersed team and with a lot of associated technical debt, is an epic challenge.” Jonathan Fletcher Enterprise Architect and Lead for Technology, Platform and DevOps at Hiscox http://bit.ly/devopshiscox
- 19. Conflicting Incentives Business Deliveringvalue to customers Dev teams Delivering new features Ops teams Ensuring stability of systems Quality teams Ensuring quality of software releases
- 20. Everyone is responsiblefor quality and we’re all trying to deliver the best solution for our customers. Reena Mathew, Principle Architect Quality Engineering, Salesforce http://bit.ly/sfdevops
- 21.
- 22. We can’t doDevOps because our application is ________________________.
- 23.
- 24. Typical Enterprise OrgStructure IT Operations NOC Commercial Banking Business Units Credit Cards Mortgages Investment Banking Systems Engineers Network Engineers Storage Admins DBAs InfosecDev teams reside in BU
- 25. Type 1: SmoothOperations Dev Ops Recommended Reading: http://blog.matthewskelton.net/2013/10/22/what-team-structure-is-right-for-devops-to- flourish/
- 26. Type 2: CrossFunctional Teams Delivering value to customers Business Ops teams Quality teams Dev teams
- 27. Type 3: DedicatedDevOps Team Dev OpsDev Ops
- 28. Roles & Responsibilities RolesResponsibilities “The Business” Understand market trends and identify customer needs IT Manager Build trust with counterparts on other teams; create culture of learning and continuous improvement; delegate authority; remove roadblocks Dev Manager Build trust with Ops counterpart; bring Ops into the planning process early Systems Engineer Automate the things that are painful; help devs get feedback QE Provide input into scale and performance; provide feedback on staging environments Devs Plan for deployment as you’re planning new features; get feedback from ops and work with them on deployment process
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- 31. Infrastructure as Code Infrastructureas Code Version Control Peer Review Continuous Delivery Collaboration Iteration Fast Feedback Visibility
- 32. Version Control Source: PuppetLabs 2014 State of DevOps Report
- 33. Peer-Reviewed Change Process •Code can be contributed by anyone • Code changes can be reviewed by anyone • Code can be worked on as a team
- 34. Continuous Delivery • Codeis repeatable • Code is sharable • Code is promotable • Code is testable
- 35. Measuring Results • Askyour team: “How painful are your deployments?” • Deployment frequency • Downtime • Change lead time (from dev’s laptop to production) • Change fail rate • Mean time to recover
- 36.
- 37. Resources • The 2015State of DevOps Report is here! puppetlabs.com/2015- devops-report • The Phoenix Project by Gene Kim • Continuous Delivery by Jez Humble • PuppetConf 2015: http://2015.puppetconf.com/ • DevOps Enterprise Summit: http://devopsenterprise.io/