boston devops - drc meeting 1-21-16

DevOps 2016 – the year ahead21 January 2016 Boston DevOps

What’s up with DevOps today?

The Promise of Tools! Companies acquire tools with the best of business-centric aspirations

• Higher quality

• More customer satisfaction

• Aligning business and IT

• Faster time to market

• Lower costs/higher productivity

• More predictable delivery

21 January 2016 Boston DevOps

Reality adds significant complexity

Technology is complex enough & organizational realities compounds the complexity• Many tools from many vendors • Heterogeneous environments that are flexible

for partners and suppliers • Many teams in many places • Distributed development, cross site product

development • Many levels of teams • Coherent process


Industry predictions for 2016

• 2015 brought more tools, better analytics & greater awareness of the DevOps challenges.

• Once a niche concept in fast moving start-ups, will deepen its appeal to large enterprises.

• In 2016, Gartner Group says, “25% of Global 2000 Organizations will employ DevOps as a Mainstream Strategy.”

• DevOps will facilitate a bimodal strategy enabling business to drive the change to digital while assuring optimal performance with continuous delivery.


Gartner research indicates, 2016 will bring more DevOps and begin a cultural shift

From tools, implementation and technology management

To a deeper focus on effecting positive organizational change

From task oriented environments

To a realignment alignment of people, process, technology &

information in the business

From entrenched barriers & gaps preventing implementation

To actively removing barriers and gaps for deeper change &

broader impact


Delivery challenges will continue

Market demands and technical capabilities are pushing traditional management approaches to the breaking point.

Customers Business LinesDevelopment &

TestingOperations

21 January 2016 Boston DevOps21 January 2016 Boston DevOps

The take away

• "Key to this change are the issues of trust, honesty and responsibility. In essence, the goal is to enable each organization to see the perspective of the other and to modify behavior accordingly, while motivating autonomy."

• Gaps persist that prevent implementation.

• Businesses must acknowledged where they are today

• DevOps will require a culture change which does not come easily or quickly.

• Cultural resistance & low levels of process discipline create significant failure rates for DevOps initiatives


8

First steps

1. Know where you are today - organizationally & operationally.

2. Conduct an OBJECTIVE assessment of current practices and define framework for the future

3. Establish baseline metrics of performance & attainment

4. Assessment of roles & responsibilities of process owners

5. Determine the parameters for process planning & control

6. Define the requirements for monitoring

7. Develop a “Strategy Map” for the total business that leads to a DevOps culture.


Tying strategy & implementation

Strategic Orientation

Operational Excellence

Current State

Value Proposition &

Success Criteria

Qualitative Metrics

Quantitative Metrics

Organization Alignment

Core Processes

Technology Infrastructure

Methods & Tools

Design & Delivery

Planning & Control

Vision & Objectives

Future State -Continuous Delivery &

Value Creation

Collaborate, Automate, Validate,

Communicate


Transitioning to a high function DevOps environment

From

●Many cultures●Siloes●Task oriented●Reactive●Rules based●My job●Internally focused●Narrow view●Victims●Slow-cycle●Error prone

To

One cultureCollaborating teamsResults orientedProactiveProcess focusedOur jobMarket focusedBroad viewChampionsFast-cycleError free

Gaps & Barriers


Principles for Better DevOps*

Collaborate

How well do teams collaborate?

Is the agreement across the

organization?

Are there are well-defined delivery

processes?

Automate

Does operations have the tools to support

reusable scripts?

Is there one-step deployment?

Is there sufficient infrastructure for

development?

Can developers operate without ops

support?

Validate

Are automated test use to validate applications?

Are software applications

validated with KPIs?

How often are applications

deployed and verified?

Management

How is source control

implemented?

Are operational issues tracked and

used by development?

How is process & status measured

across the organization?

*Based on “The Joel Test”


12

Defining DevOps Strategy

2016 Dartmouth Research & Consulting

Some DevOps Principles & Values

• Collaborate across disciplines

• Develop and test against a production-like system

• Deploy frequently

• Continuously validate operational quality characteristics


DevOps Success in Your Organization

What does it take?

Know Thyself and Shall Be Successful!

When you work with DRC, the path to a successful adoption and transition to DevOps becomes clear.

We will work with you to identify the barriers, opportunities, and make very specific, targeted recommendations that are immediately actionable.

With over 25 years of experience in managing technology, navigating change management, implanting complex strategic initiatives, DRC brings a wealth of practical knowledge to customize the structure of a DevOps program in your organization.

DRC offers a comprehensive, yet fast-paced assessment of DevOps readiness in your organization which include:

• Executive Sponsorship• Cultural Change• Organizational structure• Internal Development Processes• Tools• Performance Metrics and Reporting• Skills and Competency Model• Agreements and Covenants• Funding Optimization

To have a no-obligation conversation regarding a DevOps program for your organization, contact us at:

Dartmouth Research & ConsultingBoston | Mexico City | Tokyo

(617) [email protected]

boston devops - drc meeting 1-21-16

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