PuppetConf 2016: There is No “I” in DevOps – Bart Driscoll, Dell EMC
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Transcript of PuppetConf 2016: There is No “I” in DevOps – Bart Driscoll, Dell EMC
Dell Technologies - Internal Use - Confidential1
There is no “I” in DevOps @ ScaleChange Culture in the Enterprise
Dell Technologies - Internal Use - Confidential2
Your Speaker
IT leader and evangelist within EMC Global ServicesPassionate about driving IT Performance through lean and agileFocused on application development and deployment operations (aka. DevOps)
R. Bart DriscollDirector, DevOps Services @bartdriscoll
https://infocus.emc.com/author/bart_driscoll/[email protected]
Austin, TX
Dell Technologies - Internal Use - Confidential3
There is no “I” in DevOps @ ScaleChange Culture in the Enterprise
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Change Culture, Embracing DevOps
C H A N G E
I SPOSSIBLE
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Change Culture, Embracing DevOps
1. MEASURE2. RADIATE3. EVOLVE
C H A N G E
I SPOSSIBLE
THREE KEYS:
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• Previous experience
• Conference or training
• Personal network
• Blogs, articles, and books
• Other
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DEVOPS
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DEVOPS
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PROTOTYPEDEVOPS
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PROTOTYPEDEVOPS
It will never work for my team!
Why should I change? Or care?
We already tried something like this before and it failed.
How is this better than what I am doing
today?
But, what about…
You can do that in PROD!
Cool! But, there is no money to scale?
Great! Too busy to help.
Yikes. Not ready for this.
Show me the ROI.
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DEVOPS
Why?
Tools?
People?
Process?
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Valley of Despair
TIME
ADOP
TION
Valley of DespairEARLY
PROTOTYPE
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Missing the 3 Keys
MEASURE RADIATE
EVOLVE
Cannot overcome enterprise inertia.
Cannot unlock culture.
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Culture is the way of life in an enterprise.
• Behaviors• Beliefs• Values• Symbols
Comprised of …… passed along by communication and imitation from one generation to the next
Generally accepted without thinking
about it.
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It is the underlying, undocumented operating fabric.
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HARDW H Y I S I T S O
T O C H A N G E ?
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Culture is like a knit sweater. It is both pliable and resilient
to change.
Otherwise, it would shred and destroy
the enterprise at the first sign of stress.
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TIME
PACE
OF
CHAN
GE
“Valley of Despair”Unravel
Re-stitc
h
It Takes Time
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Overcoming InertiaUnraveling Enterprise Culture
MEASURE RADIATE EVOVLEDevelop a resilient,
scalable & extensible
system that adapts to change
Create a proven
destination & pathway for success with strong feed-back loops
Build experts and champions
to guide, mentor, and model new
culture
Dell Technologies - Internal Use - Confidential22
Why is Measuring Important
• Proof
• Visibility
• Feedback
Dell Technologies - Internal Use - Confidential23
My Favorite - Title Insurance Company
12,936 Hours of rework per year $970,200
Averaged 98 defects related to deployment
per release
4 Major releases a year for their
primary application
33 person hours to fix, test,
redeploy each deployment
defect
Average Chargeback
$75/person hour
264 Hours of rework per year $19,800
Averaged 2 defects related to deployment
per release
4 Major releases a year for their
primary application
33 person hours to fix, test,
redeploy each deployment
defect
Average Chargeback
$75/person hour
BASE
LINE
POST
-PILO
T
4 98 33x x
4 2 33x x
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Why is Measuring Important
• Proof
• Visibility
• Feedback
Dell Technologies - Internal Use - Confidential25But what do we measure?
Andrew Clay Shafer @ Spring Conference 2016
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Alignment
ENTERPRISE
IT DEPARTMENT
PRODUCT/APPLICATION
TEAM/INDIVIDUAL
FEED
BACK
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Processes& Models
3-5 Year Objectives/Outcomes
AnnualObjectives/Outcomes
Improvement Targets
Improve Earnings Per Share
Driv
e Effi
cienc
yAc
cele
rate
Tim
e-to
-Mar
ket
Impr
ove
Qual
ity
By E
OY 2
016,
ena
ble
busin
ess t
o ca
nary
test
UI
feat
ures
with
Pro
duct
ion
user
com
mun
ity
By E
OY 2
016,
feat
ure-
driv
en
deve
lopm
ent (
FDD)
pr
actic
es a
re S
OP fo
r pilo
t te
am(s
)
By E
OY 2
016,
team
can
de
ploy
into
pro
duct
ion
ever
y 30
day
s or l
ess f
or o
f pi
lot a
pplic
atio
n(s)
By E
OY 2
016,
ope
ratio
ns
team
s can
supp
ort a
uto-
scal
e up
/dow
n fo
r web
and
ap
plica
tion
tiers
of p
ilot
appl
icatio
n(s)
By E
OY 2
016,
dev
elop
men
t an
d te
st te
ams h
ave
desig
ned,
dev
elop
ed a
nd
impl
emen
ted
CD fo
r DBs
in
supp
ort o
f pilo
t ap
plica
tion(
s)
Application Architecture PracticesPlatform/Server Management ProcessDatabase Development LifecycleRelease Management ProcessDeployment & Provisioning ProcessSoftware Development Lifecycle
AffectedProcesses &
Practices
S.M.A.R.T.Improvement Targets
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Deploy Every 28 DaysTeam Level Metrics to Change Culture
Application Architecture Practices
Platform/Server Management Process
Database Development Lifecycle
Release Management Process
Deployment & Provisioning Process
Software Development Lifecycle
# of collaboration with Ops/Infra/Dev/QA on standards# automated tests created to validate standards
# code commits per week (configurations)# automated tests created per change (unit, integrate, capacity)# of conversations, calls, or webex with Infra, Ops, QA, and Dev
# code commits per week (database/schema)# automated tests created per change (unit, func., regression)# of conversations, calls, or webex with DBA, Ops, QA, and Dev
LATER (still manual promote to PROD)
# code commits per week (pipeline)# of collaboration with Ops/Infra on configuration changes
# code commits per week (application/tests)# automated tests created per story (unit, functional, regression)# of conversations, calls, or webex with ProdMgr, QA, and Dev
Dell Technologies - Internal Use - Confidential29
Metrics Tips
• Make sure you have (or easily can get) the data• Make sure it is measuring the desired outcome• Once new behavior is habit (aka. part of culture) remove
metric and add a new one; you can always bring it back if needed
• Make a big deal of achieving and beating metrics• Always stay aligned to goal and higher level goals/metrics
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Overcoming InertiaMinimize the Valley of Despair
MEASURE RADIATE EVOVLEDevelop a resilient,
scalable & extensible
system that adapts to change
Create a proven
destination & pathway for success with strong feed-back loops
Build experts and champions
to guide, mentor, and model new
culture
Dell Technologies - Internal Use - Confidential31John Shook, 2010 MIT Sloan Management Review
Different Approach
CULTURE
VALUES AND ATTITUDES
WHAT WE DO
TRADITIONAL MODEL:Change thinking to change behavior
Distributethen
Inspect
Provethen
Radiate
DEVOPS MODEL:Change behavior to change thinking
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APP GOAL+ +CD PIPELINE
The Pilot Team
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Develop a Support system for changeCreate Champions
EXTERNAL COACH(es)
INTERNAL CHAMPION(s)
TECHNICAL SME(s)
Industry ExpertiseBroad Experience
‘Outsider’ Perspective
• Recognized leader• Politically savvy• ‘Insider’ Perspective• Pragmatic thought-leadership
• Known technical expert• Deep subject matter expert• Innovator/Early Adopter
• • •
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• Cross-functional• Collaborative• Transparent• Iterative• Courageous• Retrospective
Tips for RadiationStart with the right team
“Why should we change?”
“Can’t do that because …?” “Impossible!”
“Can we do that?”
“Cool!”
CHAMPIONS
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Tips for Radiation
• Be clear about why?• Do more and teach more• Expect failure, drive out fear• Collaborate and listen more;
compete less (internally)• Measure outcomes
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Overcoming InertiaMinimize the Valley of Despair
MEASURE RADIATE EVOLVEDevelop a resilient,
scalable & extensible
system that adapts to change
Create a proven
destination & pathway for success with strong feed-back loops
Build experts and champions
to guide, mentor, and model new
culture
Dell Technologies - Internal Use - Confidential43
Organizations which design systems ... are constrained to produce designs which are copies of the communication structures of
these organizations
System Mirror and Enforce CultureConway’s Law of System Design
Conway, Melvin E. (April 1968), "How do Committees Invent?“, Datamation
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AUTOMATION ALONE
DOESN’T MAKE YOU GO FASTER!
44 42
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Organizations which design systems ... are constrained to produce designs which are copies of the communication structures of
these organizations
System Mirror and Enforce CultureConway’s Law of System Design
Conway, Melvin E. (April 1968), "How do Committees Invent?“, Datamation
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IterateIt is an evolution, not a revolution
* Illustration is from Jeff Patton
LEARNADAPT
USE
LEARNADAPT
USE
LEARNADAPT
USE
LEARNADAPT
USE
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Model System HolisticallyOrganize around value creation
TOOLS &PLATFORMS
STANDARDS &PRACTICES
PROCESS &STRUCTURE
SKILLS &TEAMS
Development & Delivery Pipeline
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Map tools to workflowCreate Pipelines
Deployment Environments Management & Monitoring
Version Control Build Tools Continuous Integration Tools Test Frameworks
TestManager
ACCEPTANCE STAGINGPRE-COMMIT DEV/COMMIT PRODUCTION
Configuration Managment Artifact Repositories
API FRAMEWORK & LIBRARIES
DevOps Workflow
TEST
API FRAMEWORK & LIBRARIES
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Think LayersDefine Policy, Standards, Stage Gates, Workflows, etc. bottoms-up
APPLICATION SPECIFIC
ARCHITYPE/PORTFOLIO
LINE-OF-BUSINESS
ENTERPRISE-WIDE
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Dependent systems; shared standardsAnd Scale
CRM Functionality Removed from Navigator (Client/Contact/Activity), just Deal Management Remains.
CEDTX Data
Navigator Services
DEALSTX Data
GCIB MSCRMMS Dynamics CRM 2015
DACTX Data
GWB MSCRMMS Dynamics CRM 2015
The next Phase of the Sales Platform:
Navigator: All CRM functionality will be removed from Navigator which will retain only Deal Management functionality.
Informatica will no longer push Clients/Entities and will start pushing read-only Deal data.
CRM Integration Engine will add support for Client/Entity data and will not longer sync Activities or Contacts with Navigator. Its data services will be the provisioning point for this data.
GPDS will be refactored to not update CDB or the legacy CED Orgs. Downstreams must stop using legacy CED Orgs.
Client Plans must move to GCIB MSCRM.
Client/Entity updates are gathered from a CED MQ topic (must research what MRDS plans).
Sales ADS: Theoretically, if GWB MSCRM contains all contacts and activities, it could serve as the aggregation point for that data. However, the Sales ADS will eventually become the single provisioning point and we will incrementally build it to that point. Until GDH is replaced and its downstreams refactored, its data will still flow to GDH.
CRM Integration Engine
MULE
FAST Mart
SalesADS
Real-time inserts, updates, deletes: Activities, Contacts, Clients/Entities.
Deal & Admin Codes
DealsAssociates
GDH ProfitClient Financials
1x/month
4x/day
SOSRef DataClient 360
4x/day
GCIB Reporting Lines, Ref
Data
Manual Process
Web Service Direct Call
Informatica ETL
Legend
Out: Plug-inIn: CRM API
MS Dynamics MarketingCloud
Dynamics Marketing Connector
Azure Service Bus
GPBS
DACClient/Server
NavigatorWeblogic Portal
GCBRTX Data
GDHSales Referrals
Sales Data4x/day
GCB Referrals
GPBS MQ Topic
Sync Data and Aggregated
Contacts, Activities, Clients, Client Plans
Refe
renc
e Da
ta, R
efer
rals
, Clie
nt
Plan
s, D
eals
& C
lient
360
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Tips for Evolution
• Iterate, iterate, iterate• Be holistic by design• API-driven architectures• Define in layers starting with the application• Use dependencies to guide scaling
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1. MEASURE2. RADIATE3. EVOLVE
C H A N G E
I SPOSSIBLE
THREE KEYS:
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What can you start doing next week?
• MEASURE– Create a team metric or product metric to start changing behavior– Challenge everyone to create a metric that aligns with enterprise goals
• RADIATE– Write a blog, white paper, or submit code to open source project– Create a meet-up, brown bag session– Train some one on your team
• EVOLVE– Revisit your current automation platform
• What are the inputs? Outputs?• How can you make upstream/downstream tasks easier?
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Thank you!
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