Post on 17-Jul-2015
© 2014 IBM Corporation
Creating a DevOps TeamThat Isn’t Evil
Curtis Yanko - CignaEric Minick - IBM
Who are these guys?
• Eric is a DevOps Evangelist with IBM where he helps customers get the most out of their build, deploy and release processes.
• Today he works with customers and industry leaders to find the best ways of adopting continuous delivery and DevOps.
• @EricMinick
Eric Minick
• Curtis has 17 years’ experience in Application Development and Delivery and is a leading evangelist for DevOps in the Enterprise.
• Curtis has a background in Config Management, Continuous Integration and is now driving a DevOps vision and strategy in a large Enterprise.
Curtis Yanko
Evil?
4
And yet…
Slide from Stephen Elliot at #DOES14: http://youtu.be/9_ZuEhgTdLc?t=12m16s
Is the industry making a huge
mistake?
6
The Plan
• What Would Make a DevOps Team Evil?• A Success Story: DevOps Team at Cigna• Other Good Models• Q&A
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The Plan
• What Would Make a DevOps Team Evil?• A Success Story: DevOps Team at Cigna• Other Good Models• Q&A
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Silos
New silo = same old problems
Dev OpsDevOps
HT: Matthew Skeltonhttp://slidesha.re/1vOiHc4
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Rebranding – Declaring Success without any
Doesn’t sound helpful
10
5 Signs your DevOps Team is Evil
Other groups interact with you via Tickets
Your team owns lots of things
The manager is growing his fiefdom
You share metrics “up” not “out”
Define success in IT terms, not business terms
11
The Plan
• What Would Make a DevOps Team Evil?• A Success Story: DevOps Team at Cigna• Other Good Models• Q&A
12
Feedback From the System
Anti-Type C – “We Don’t Need Ops”
Dev OpsSCM
DevOps Patterns: Team Topologies – Mathew Skelton
13
The ‘Team’ was an Opportunity
To demonstrate something new
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Two Ingredients for Change
Create an appetite for something new
Create a distaste for the status quo
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Tracer Bullet
A Battle Plan For DevOps in the Enterprise – Willie Wheeler
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Problem Domain - Zero Touch Deploys
Build Deploy Test Release
Code
Config
Data
EnvSys
tem
De-c
om
posi
tion
In Scope
Value Stream
In Scope
Out of scope
Out of scope
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Culture and Collaboration
No need to tear down silo’s just go knock on the door and introduce yourself.
We offered transparency and inclusion
18
The Plan
• What Would Make a DevOps Team Evil?• A Success Story: DevOps Team at Cigna• Other Good Models• Q&A
19
IBM – A global team of developers
Perth
CanadaToronto, Ottawa Montreal, Victoria
Haifa Rehovot
ChinaBeijingShanghaiXian
Yamato
Taiwan
ParisPornichet
KirklandSeattleFoster CitySan FranciscoSVL/San JoseAlmadenAgoura HillsIrvineEl SegundoCosta MesaLas Vegas
Bedford, MABedford, NHEssex Junction, VTWestboroughCambridgeLittletonMarlborough
CorkDublinGalway
IndiaBangalorePuneHyderabadGurgaonVizag
Cairo
Rome
Gold CoastSydney Canberra
Fairfax RaleighCharlotteLexington, KYAtlantaBoca RatonTampa
KrakowWarsaw
Sao Paulo
Malaysia
Delft
Stockholm
Boeblingen
SouthburyNew York CityPrincetonHawthorneEndicott
Moscow
Zurich
PittsburgPoughkeepsie
SomersYorktown HeightsHopewell Junction
Wayne
HursleyWarwickYork
EdinburghLondon / StainesMilton Keynes
PhoenixAustinDallasDublin
Rochester, MNBoulderDenver
Lenexa, KATucson
El Salto, MX
US 20,000
Canada 3,100
Latin America 600
EMEA 7,100
AP 11,800
Total 42,600
IBM’s DevOps Center of CompetencyResponsible to drive the transformation
• Lead by example•We work the way we ask teams to work, specifically- Using IBM Design Thinking to determine how to best help our teams transform – user out come focused
- Report our transformation work in the context of our user – SWG teams
- Using Lean & Agile practices to deliver
SWG team can execute a simple experiment for a coded hypothesis (based on a Design Hill) in < 7 days
SWG Team can find information on measuring a signal that will validate a hypothesis < 30 secsSWG Team can continuously collect & visualize correlated signal data in < 7 days
WhoWhatWow
IBM CoC Approach
• Facilitate communication & collaboration•Establish a Community (internal forums) to share what works and get support•Roadshows / Presentations for techies and execs•Internal educational sessions (webinars for several thousand participants) •Online tutorials
• Build Support in the Org•Recruit evangelists with grass roots and management respect•Benchmarking and case studies across teams•Recruit implementation managers on the individual teams
• Invest in Tooling
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IBM CoC Approach cont.
• Invest in tooling
•Provide as a service
• Map business controls to DevOps techniques•Does an experiment imply a commitment to a feature?•Can we experiment with something in English only, for a product available in 10 languages?•How should marketing work with a steady stream of features instead of big releases?
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Success Story: Watson Analytics
Continuous Delivery to SoftLayer in 15 minutes
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Environments
Manual Automated
GainDeploy Tests Deploy Tests
Test 4 hours 80 hours 20 min 3 hrs 96%
Staging8 hours 4 hours 40 min 15 min 92.5%
Production(25 environments)
200 hours 4 hours 3 hours 5 min 98.5%
Gain 98% 96% 98.5%
Success Story: Workload Automation as a Service DevOps SolutionRome, Italy
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IBM SoftLayer
Monitor and Optimize
Rational Team Concert
Rational Quality ManagerRational Performance TesterIBM Security AppScan
SmartCloud Control Desk
IBM Application Performance Management
IBM Endpoint ManagerIBM Security QRadar®
IBM UrbanCode Deploy
IBM Workload Automation
• Production deployment in few hours• Change management process• Automated tests• No “black out” during update
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Standard Model for a Center of X DevOps Team
Dev OpsDevOps
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In Summary
DevOps as a Silo is bad
Teams done well Scale a good idea
Not a silo. A Facilitator
DevOps Teams should put themselves out of work
Questions
Acknowledgements and Disclaimers
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