5 Simple Ways to Higher DevOps Integration

# B 2 0 C O N W W W. B E YO N D 2 0 C O N F E R E N C E . C O M

I TSM DEVOPS CONFERENCE

5 Simple Ways to Higher DevOps Integration

Scarlett Hu | Paul RioloJ Pau l Gett y Tru st

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A Case Study

How the IT department in J Paul Getty Trust achieved high degree of collaboration between user support and

system development by implementing

5 simple disciplines

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Questions on DevOps

• Another buzzword to put a name and a marketing spin on the same things we’ve been doing for years?

• Neglected phase of ITIL?

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DevOps Definition

…a new term emerging from the collision of two major related trends:1. …“agile system administration” or “agile operations”….2. …expanded understanding of the value of collaboration

between development and operations staff throughout all stages of the development lifecycle when creating and operating a service….

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The Getty

The Getty preserves, studies, and interprets the world's artistic legacy for the benefit of present and future generations.

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The Getty MuseumBased in Los Angeles, California, and welcomes 1.9 million visitors each year to its two locations:

The Getty Villa

The Getty Center

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The GettyThe J. Paul Getty Trust consists of administrative departments and four constituent programs• Getty Conservation Institute• Getty Foundation• J. Paul Getty Museum• Getty Research Institute

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110+ Applications in 6 Categories

1. e-mail/Calendaring/Address Book2. Business Solutions (50+ apps here)3. Graphics / Design Solutions4. Research Tools5. Operating Systems / Utilities6. Web Browsers & Tools

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1400 StaffDesigners

Curators

Scholars

Accountants Grant Administrators

LibrariansSecurity

Staff

InternsPhotographersScientists

Field Project Staff Researchers

Admin Staff

Executives

And more…

Digital Content

Developers

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Dev & Ops Staff

• 24 persons in Dev– Most applications have a fraction of a manager and a fraction of a

software engineer• 25 persons in Infrastructure Operations• 11 persons in User Support

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Our Journey with ITSM

1998

2006

2012

Outsourcer’s tools Service Ctr Remedy CherwellIncident Mgmt

Outsourcer’s tool CherwellSLA Mgmt

Infra CherwellChange Mgmt

Outsourcer’s tool CherwellKnowledge Mgmt

2016

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1. Incident Management Readiness in Change Management

2. Diligent Knowledge Engineering 3. Annual Boot Camp 4. Department-wide IT Pilot 5. Career Pathing 12345


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1.Incident Management Readiness in Change Management

2. Diligent Knowledge Engineering 3. Annual Boot Camp 4. Department-wide IT Pilot5. Career Pathing

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Incident Management Readiness

A simple integration of Incident Management and Change Management ensures Dev (development team) meets Ops (user support) requirements at the opportune time, before launch

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What makes Ops not agile?• Short lead time before implementation– “You have other work to do??”

• Over-reliance on past success– Technical environment is ever changing– Our workload may be different– Different user expectations

• Lack of service operation knowledge– No backup installation method– No repair/rollback

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What can Ops give to Dev?

• Best User Support for Your Project– Solve user problems quickly and on first contact without escalation to

Dev– Communicate to users in a way consistent with the project’s

communication plan– Provide feedback loop to Dev ASAP

• Trust and continual collaboration 12345

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What Do We Ask from Dev?

1. Effective Training 2. Review Communication Plan 3. Prepare Knowledge Articles & Tech Tips 4. Joint Ownership of Support Plan

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Effective Training

• Classroom– Content will take longer than 15 minutes to review– Need to demonstrate the technology

• Huddle – Content is short and easy– Just in time

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Training Completion Date• Training must be completed at least 2 weekdays before IT Pilot• Classroom is preferred venue and should be scheduled as far in

advance as possible to ensure availability • Pre-class learning path items must be distributed to Technical

Support staff 5-7 days before classroom • Recommended Classroom Session Length: 30-45 minutes • Number of Sessions: 2

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Communication Plan Review

• Review communication package to end users– What is the core message?– Intranet pages / Announcements– Email communications

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User Tech Tips

• Tech Tips for users should be reviewed/revised and presented during classroom training – Ops must know what Dev is telling the users

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Joint Ownership of Support Plan

• Potential call volume increase must be considered • Additional resources must be planned – E.g. manual installation of software by Tech required?

• Huddle on the day of launch– Change owner must attend– Lab must attend if desktop push is used

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Anatomy of a Change Request

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Ops Integration in a Change Request

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1. Incident Management Readiness in Change Management

2.Diligent Knowledge Engineering 3. Annual Boot Camp 4. Department-wide IT Pilot5. Career Pathing

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Continuous engineering of Ops relevant knowledge by both Dev and Ops teamsinto the Ops KnowledgebaseKnowledge

Base

Ops Experience

Knowledge Engineering

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Proactive Knowledge Management

• Design – Who authors knowledge?– Forecast and research problems/questions

• Develop– Institute a Feedback Lifecycle– Use automation– UFFA – Use it, Flag it, Fix it, Add it (KCS Principle)

• Deliver– Use standards– Publish to knowledge base

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Who Authors Knowledge?

• Forecast and research problems/questions during implementation planning

• Start with Dev, and integrate Ops later–Dev is most capable of drafting meaningful knowledge

during the change–Allows Ops staff worry about Ops

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Institute Feedback Lifecycle1. Validation of knowledge cultivated in Dev2. A demand driven article review by Ops that focuses on the

articles being used3. Content is validated through Ops use during pilot and

modified by Dev based on usage for continual improvement with no time wasted on review of un-used articles

4. Use automation to add a just-in-time quality to knowledge 1 2345

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Anatomy of a Knowledge Article

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• Use it and Flag it – Ops utilizes Like/Dislike buttons to provide feedback. When an article is Disliked, require feedback, and send to knowledge owner

• Fix it and Add it – Dev collects statistics and collaborates to keep knowledge current

UFFA – Use it, Flag it, Fix it, Add it

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Knowledge Guidelines• Change owner responsible for revising all the KAs– KA numbers in Change Request

• Involve the Knowledge Manager in publication process• At a minimum, these types of knowledge articles are typically

required – Technician installation of application – Technician Reinstallation/Repair – Technician Removal/Rollback of installation– Known issues

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1. Incident Management Readiness in Change Management2. Diligent Knowledge Engineering

3.Annual Boot Camp 4. Department-wide IT Pilot5. Career Pathing

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Annual Boot Camp

• During the 2-week boot camp, Dev and higher level Ops team(s) become the teachers/brainstorm session leaders in search of better collaboration• Focus –Development of Your Curriculum– Training Methods–Effective Use of Multi-Channel Learning

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Development of Your Curriculum

• Let Your Data Speak for Itself– Ops provided ticket reporting that allows for better training

• Integrate Strategy and Team Culture• Dev/Ops Managers Collaborate/Negotiate Content• Focus on Projects and Initiatives– What initiatives are important in the next 6 to 12 months? – What immediate “wins” can you achieve? 123

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Training Methods

• Traditional Lecture/Presentation – Don’t limit to Dev only speakers. Invite key contacts/project sponsors.

• Interact/Brainstorm with Members of Dev and Ops• Individual Assigned Reading• Multimedia (Lynda.com Playlists)• Tour Customer Areas • Follow on Practice/Skill Assessments 123

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Effective Use of Multi-Channel Learning

• Different people learn differently• The more different ways you learn something, the more you

will really learn it• Maximize effectiveness of your time

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1. Incident Management Readiness in Change Management2. Diligent Knowledge Engineering 3. Annual Boot Camp

4.Department-wide IT Pilot 5. Career Pathing


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Department-wide IT Pilot

• Whenever possible, every end-user-facing system launch or upgrade must have a department-wide IT pilot

• All staff in IT receives the exact same package (from training and communications, to system deployment) as the end users do

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Pilot Advantages

• Ops participates in testing - practice with new processes, knowledge, and engage in feedback

• Dev gets to see their plans in action, has time to adjust rollout plans, revise communications, update knowledge

• Reality check• Less stress/urgency on Dev/Ops• Framework for success 1234 5

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1. Incident Management Readiness in Change Management2. Diligent Knowledge Engineering 3. Annual Boot Camp 4. Department-wide IT Pilot

5.Career Pathing


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Career Pathing

• Talent Retention

• Career Development

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Talent Retention

• Talent retention can be difficult, especially with top performers

• DevOps integration leads to a more informed, satisfied, and prepared Ops team retaining your talent

• Possessing tenured Ops members leads to:– More agility and better consistency during Dev project

rollouts/upgrades– Improved customer satisfaction/relationships since

Ops is often the “face” of IT organizations

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Career Development

• Achieving a high level of integration between Ops and Dev allowed us to tap into the experience, education and skills of a proven, committed talent pool

• Promoting frontline user support staff into Dev and higher level Ops teams plants Ops awareness deep into Dev

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Jr System Admins

Technicians

Career Development

Jr Software EngineerTelecom Technician

Help Desk Agents

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1. Incident Management Readiness in Change Management2. Diligent Knowledge Engineering 3. Annual Boot Camp 4. Department-wide IT Pilot 5. Career Pathing


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# B 2 0 C O N W W W. B E YO N D 2 0 C O N F E R E N C E . C O M

THANKS FOR JO IN ING THE SESS ION!

LET US KNOW WHAT YOU THOUGHT.

I TSM DEVOPS CONFERENCE

5 Simple Ways to Higher DevOps Integration

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