how it and developers can join forces to innovate in the cloud

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How IT and Developers Can Join Forces to Innovate in the Cloud

Barton George Director, Developer Programs Dell

John Willis Director, Cloud Management Dell (Enstratius)

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Overview and agenda

You will learn

• How developers have risen to

power

• The key principles, tools and

procedures of DevOps

• How working together helps

reduce friction, increases

velocity and improves customer

outcomes

• How developers, IT and

business can work together to

implement and drive innovation

in the cloud

Agenda

• Introduction

• The rise of the developer

• How developers are driving the

defacto cloud strategy

• How the world of developers is

changing

• The key processes, procedures

and culture shifts of DevOps

• Next Steps

• Q&A

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John Willis Director, Cloud Management Dell (Enstratius)

Barton George Director, Developer Programs Dell

Speaker introduction

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Poll: Which best matches your function?

Development

Line of business

IT operations

Other

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Developers are king

Decreed: 1. Programming language 2. Platform (OS) 3. Middleware 4. How data is stored

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The rise of the developer: How did they get here?

Source: The New Kingmakers, Stephen O’Grady, March 2013

Open source

The cloud

Seed stage financing

The internet

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How this has altered the tech landscape

Empowerment

Choice

Agility

Source: The New Kingmakers, Stephen O’Grady, March 2013

Innovation

• Software becoming a means to an end

• Language/tool proliferation

• Open Source becomes ubiquitous

• Triumph of organic standards: convenience trumps features

• The importance of APIs

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What does this mean for the Cloud?

Source: IDC: It Cloud Services At The Crossroads (Stephen Hendrick, Robert Mahowald, Malanie Posey), April 2013, doc #240572

of net new software built in 2013 will be built for cloud delivery ? 85%

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Cloud IaaS: Who is the buyer?

Source: Gartner, Market Trends - How Customers Purchase Cloud Iaas (Lydia Leong), January 2013

Data center infrastructure assets, as well as outsourced services such as hosting, have traditionally been purchased by a business’s IT operations – often in conjunction with a procurement organization.

Cloud IaaS has a different buyer and procurement cycle. Business leadership, not IT, often controls the budget.

Part of a broader shift in IT procurement

patterns:

Responsibility increasingly shared by the business and IT

Budget increasingly comes from the business

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Developers are leading the foray into cloud

Source: Gartner – Market Trends - How Customers Purchase Cloud Iaas (Lydia Leong), January 2013

Source: Forrester Research, Inc. - The Rise Of The New Cloud Admin (James Staten, Lauren E Nelson), February 2013

• Rather than Central IT, it will be business-unit-aligned developers (the new “cloud admin”) who will lead the company into the cloud

• Business looks to developers to drive a solution rather than I&O

• Developers start with solutions that are designed to integrate with public cloud first and the enterprise second

• Developers are the face of business buyers

• This is not unsanctioned adoption; the IT ops team might actively be opposed to it, but this use is sanctioned by the business and paid for by the business

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Typical enterprise cloud adoption cycle

1. An individual technical user, often a developer gets a cloud IaaS for a project – usually one which must be completed on a tight schedule

2. This ad hoc adoption grows organically, project by project and person by person

3. A company becomes aware that it has multiple projects running on cloud IaaS and decides it needs better governance

4. Enterprise arch team tasked with • writing cloud IaaS adoption policy

• setting the governance rules

• evaluating providers (usually in cooperation with IT ops)

• signing MSA’s with one or more IaaS providers

5. IT projects are able to adopt any approved IaaS providers at their own discretion

6. IT ops may decide to adopt a workload migration strategy, shifting some new and existing workloads onto cloud IaaS

Source: Gartner – Market Trends - How Customers Purchase Cloud Iaas (Lydia Leong), January 2013

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What does this mean for IT?

of IT shops think cloud first to solve a problem – Dell survey ? 15%

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IT response #1

• Very different workloads

• Virtualized applications are traditional in design: don’t scale out, aren’t componentized web services, tend to have a fixed and permanent footprint

• Cloud applications are elastic or transient: designed to scale out, componentized in construction, intercommunicate via web services, designed to fail

Source: Forrester Research, Inc. - The Rise Of The New Cloud Admin (James Staten, Lauren E Nelson), February 2013

Build on top of existing virtualization (wrong)

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IT response #2

• Not a way of keeping the business from the public cloud

• Private clouds are an extension of the public cloud not vice versa

• The public cloud development team is buyer and driver of requirements and user experience for private clouds

• To be a private cloud it must – provide self-service access to developers

– be fully standardized and automated

– have a pay-per-use model or another mechanism for incenting developers to not park workloads there forever

Source: The Rise Of The New Cloud Admin, James Staten, Lauren E Nelson, Forrester Research Inc, February 21, 2013

Build a private cloud (maybe wrong)

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Modern response #3: DevOps

Innovation Stability

Developers Operations

The good ol’days

VS

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Modern response: DevOps

Innovation + Stability

The new world order

Flexible, agile, able to adapt

DevOps

Innovation Stability

Developers Operations

The good ol’days

VS

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Poll: Are you familiar with DevOps?

A. Never heard of it

B. Know of it, but not using

C. Just starting to learn

D. Currently practicing

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DevOps What is Devops

Shorten

Lead time

$ Dev Ops

Wall of confusion

Feedback

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DevOps

Culture

Lean

Automation

Measurement

Sharing

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DevOps

Business Customer

The first way: systems thinking

The second way: amplify feedback loops

The third way: culture of continual experimentation and learning

Dev Ops

Dev Ops

Dev Ops

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Common technical characteristics

Being agile about agile

Open source and open

culture

Cloud or cloud-like

infrastructure

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Counter intuitive nature DevOps

• Fail fast and often

• Less time in design

• Deploy in small increments

• WIP Limits/Slack time

• People over process

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DevOps culture principles

• No rock star mentality – Shared contributions

• Healthy attitudes towards failure – Failures are learning opportunities

• The problem is the enemy – No blame games

• No victims – Shared blame

• Develop shared metrics – Focus on end goal

• Alignment of Purpose – Shared goals/ slay the dragon

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DevOps in development

Done means released Code deploy not code complete

Infrastructure as code Configuration is code and needs control

Frequent releases Self service / continuous delivery

Version control everything Everything is an artifact (scripts, xml, source)

Instrument operations Feature flags / canary releases / immune systems

Test end-to-end Test driven code and infrastructure

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DevOps in operations

If anything fails stop the line Reduce technical debt early

Instrument pervasively Collect data to detect trends early

Enable graceful degradation Some availability is better than none

If it’s hard do it more often Practice makes perfect

MTTR vs. MTBF Re-provision not repair It’s easier to recover to a known state

Automate where possible Desired state consistency

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DevOps in the organization

Chat rooms Skype, Hipcat, Watercooler

Slack time Allowing special free project time

Fun working environments Games, reading rooms, bars

Embedded engineers Dev in ops or ops in dev

Hack days Creating collaborative projects

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Technical debt

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Technical debt

Vicious cycle Toxic

operations Terminal

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Tale of two startups

10

20

30

40

50

Traditional operations

# o

f h

ou

rs

10

20

30

40

50

Operations – the secret sauce

Hardware

OS install

Config

Upkeep

New

Existing

Se

rve

rs

0

5

10

15

20

25

1 2 3 4 5 6 7 8 9 10

Week #

0

5

10

15

20

25

1 2 3 4 5 6 7 8 9 10

Week #

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Meat to math ratio

Alisair Croll - O’reilly Radar

Revenue/Employee ($000s)

$ T

ho

usa

nd

s

Amazon Q410

0

100

200

300

400

500

Barnes& Noble Q410

Netflix Q409

Blockbuster Q409

Dropbox Q211

Groupon Q211

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Next Steps

How do I get started?

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Q&A

What questions do you have?

33 Global Marketing Confidential

View Live on June 6, 2013 – On Demand any time after

Check out all of the Webinars in the Series

Is Cloud Meeting Your Expectations? Today’s Results….Tomorrow's Promises live at 8am PDT / 10am CDT How IT and Developers Can Join Forces to Innovate in the Cloud live at 9am PDT / 11am CDT Experience Collaboration and Sharing With Dell Cloud Service for SharePoint live at 10m PDT / 12pm CDT Compliance Exclusive: What Healthcare Can Teach Business about the Cloud live at 11am PDT / 1pm CDT Cloud Security: Don’t Throw Caution to the Wind live at 12pm PDT / 2pm CDT On-Demand High Performance Computing live at 1pm PDT / 3pm CDT

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