© 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

7

The Plan

• What Would Make a DevOps Team Evil?• A Success Story: DevOps Team at Cigna• Other Good Models• Q&A

8

Silos

New silo = same old problems

Dev OpsDevOps

HT: Matthew Skeltonhttp://slidesha.re/1vOiHc4

9

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

14

Two Ingredients for Change

Create an appetite for something new

Create a distaste for the status quo

15

Tracer Bullet

A Battle Plan For DevOps in the Enterprise – Willie Wheeler

16

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

17

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

21

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?

22

Success Story: Watson Analytics

Continuous Delivery to SoftLayer in 15 minutes

23

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

24

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

25

Standard Model for a Center of X DevOps Team

Dev OpsDevOps

26

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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