Transcription
DEVOPSA NEW DEVOPS MODEL FOR ACHIEVING MARKET AGILITYBYSEYHAN BAKI
BACKGROUND TO STUDY THIS STUDY IS THE RESULT OF THE PRESENTER’S MBA RESEARCH (2015 – 2016) QUALITATIVE STUDY WITH EIGHT IT PROFESSIONALS PURPOSE: TO EXPLORE THE MAIN CHARACTERISTICS OF DEVOPS APPROACH ALSO TO IDENTIFY THE DIFFERENCES BETWEEN DEVOPS IN THEORY AND IN PRACTICE REMEMBER! AS A RESEARCHER I AM A HUMAN BEING AND THIS IS MY INTERPRETATION,HENCE HUMBLE CONTRIBUTION
Theme 1: DevOps is a cultural changeSIX KEY THEMESIDENTIFIEDANALYSIS OF THE RESEARCH DATALED TO 6 KEY THEMESIN DEVOPS UNDERSTANDING &ADOPTIONTheme 2: Continuous Integration (CI), Continuous Delivery (CD) andContinuous Deployment (CDp) are key elements of DevOpsTheme 3: Tooling and Cloud Automation supported by the RightCulture are critical components of DevOps StrategyTheme 4: DevOps needs to be part of the Business StrategyTheme 5: Successful execution of DevOps within enterprisedepends on understanding the problems and acting together tosolve themTheme 6: Everyone should benefit from DevOps
CALMSLI A NEW DEVOPS MODELA NEW FRAMEWORK HAS BEEN PROPOSED:CALMSLI DEVOPS MODELBY COMBINING THE FINDINGS OF THE RESEARCH AND LITERATURE REVIEW
CALMSLI DEVOPS MODELBASED ON THE ALREADY EXISTING CA-L-MS MODEL (BY EDWARDS AND HUMBLE)WILLIS AND EDWARDS COINED THE ACRONYM CAMS MEANING CULTURE AUTOMATION MEASUREMENT SHARINGAND JEZZ HUMBLE INTRODUCED THE ‘L’, MEANING FOR LEAN
NEW DEVOPS1. CulturalYOU – AS A SMALL OR LARGER ORGANISATION - CAN USETHE PROPOSED MODEL AS A STRATEGIC FRAMEWORKTO ACHIEVE STRONG AGILITYCALMSLIUNDERPINNED BY 7 DIMENSIONS:1. CULTURAL 2. AUTOMATION 3. LEAN 4. MEASUREMENT,5. SHARING 6. LEARNING 7. INNOVATION2.Automation7. Innovation6. Learning3. Lean5. Sharing4.Measurement
1. Cultural Dimension ORGANISATIONAL CULTURE IS ONE OF THESTRONGEST PREDICTORS OF OVERALLPERFORMANCE OF THE ORGANISATION HIGH-TRUST ORGANISATIONS WITH GOODINFORMATION FLOW, CROSS-FUNCTIONALCOLLABORATION, SHARED RESPONSIBILITIESAND CONTINUOUS REFLECTION ARE MOSTLIKELY TO PERFORM AT A HIGH LEVEL(Puppet Labs 2014)CALMSLICULTIVATING A DEVOPS MINDSET ANDCREATING A CULTURE OF TOLERANCE IS KEY(LETTING ITS PEOPLE LEARN FROMFAILURES)AS INDIVIDUALS OUR CULTURAL CAPITALAND HABITUS (Bourdieu) PLAY ANIMPORTANT ROLE IN OUR SUCCESSTHE ORGANISATIONAL CULTURE SHOULDBE WILLING TO ACCEPT ITS PEOPLE WITHDIFFERENT LEVELS OF CULTURAL CAPITALAND SUPPORT THEM TO ALTER THEIRINDIVIDUAL HABITUS FOR GROWTH ANDPRODUCTIVITY
1. Cultural Dimension - ChallengesCALMSLI SECURITY AND COMPLIANCE CONCERNS MISCONCEPTION THAT BY PURCHASING PERCEIVED DEVOPS TOOLS, SUCHAS CHEF OR PUPPET, WE WILL ACHIEVE DEVOPS TEMPTATION TO HAVE DEVOPS SPECIFIC ROLES WITH DEVOPS AS PART OFTHE TITLE TOO TECHNICAL FOR THE SENIOR MANAGEMENT NOT REALLY UNDERSTANDING THE THEORETICAL UNDERPINNINGS SYSTEMS THINKING, AMPLIFYING FEEDBACK LOOPS AND CREATING ACULTURE OF CONTINUAL EXPERIMENTATION AND LEARNING
2. Automation DimensionCALMSLIHUMBLE AND FARLEY (2011)PROMOTES ‘CONTINUOUSDELIVERY’ AS A DEVOPS STRATEGYTHEY CLAIM THAT IMPLEMENTING A‘DEPLOYMENT PIPELINE’ WILLESTABLISH THE BACKBONE OF ADEVOPS STRATEGYDeployment Pipeline creation steps
2. Automation Dimension - Automation Maturity LevelsBaseBeginnerIntermediate PRIORITISEDWORKCulture & DEFINEDOrganisationPROCESS FREQUENTCOMMITS ONE BACKLOGPER TEAM STABLE TEAMS BASIC AGILEMETHODS NO BOUNDARYIN DEV & TEST Source: Rehn et al. 2013CALMSLIAdvanced/Expert TEAMEXTENDEDRESPONSIBILITY FORCOLLABORATIONPRODCOMPONENT CONTINUOUSOWNERSHIPRELEASESACT ON METRICS CONTINUOUSNO BOUNDARY INIMPROVEMENTDEV& OPSCULTURECOMMON PROCESS CROSS-FUNCTIONALFOR ALL CHANGESTEAMSDECENTRALISED NO ROLLBACKSDECISIONS(ALWAYS ROLLFORWARD)
2. Automation Dimension - Automation Maturity LevelsBase CONSOLIDATEDPLATFORM &TECHNOLOGYDesign VERSIONBuildCONTROLTest BUILD SCRIPTSReporting MANUALDEPLOYMENT AUTOMATEDUNIT TESTS MANUALREPORTINGSource: Rehn et al. 2013CALMSLIBeginnerIntermediateAdvanced/Expert MODULARARCHITECTURE API MANAGEMENT BUILDS STORED MANUAL TAG &VERSIONING SOME AUTOINTEGRATIONTESTS STATIC CODEANALYSIS QUALITY REPORTS NO OR MINIMALBRANCHING CONFIGURATION ASCODE FEATURE HIDING AUTO BUILD/TAG SCRIPTED CONFIGCHANGES AUTOMATED(ISOLATED) TESTS COMMONINFORMATIONMODEL ZERODOWNTIME/TOUCHDEPLOYS BUILD BAKERY FULLY AUTOMATEDACCEPTANCE/PERFORMANCE/SECURITYTESTS VERIFICATION OFBUSINESS VALUE DYNAMICDASHBOARDS
3. Lean DimensionCALMSLILEAN IS A WAY OF THINKING:PURPOSE: IT IS ALL ABOUT MAXIMISING CUSTOMER VALUE – ASK WHYPROCESS: ANY ACTIVITY IN THE PROCESS OF CREATING THIS VALUE – WASTEIS DEFINED AS ANY ACTIVITY WHICH DOES NOT CONTRIBUTE TO THE FINALCUSTOMER VALUE – STREAMLINED FLOWPEOPLE: VALUE CREATING IS DONE BY PEOPLE HENCE THEY SHOULD BE GIVENAUTONOMY TO CREATE IMPACT ON THE PRODUCT AND PROCESS –EMPOWERMENT FOR DECISION MAKING AND EXECUTION
3. Lean Dimension - GoalsELIMINATED WASTEAMPLIFIED LEARNINGDEFERRED COMMITMENTSEMPOWERED TEAMSBUILT-IN INTEGRITYHOLISTIC APPROACHCALMSLI
3. Lean Dimension - FlowCALMSLIVISUALISE WORKFLOWCHUNK WORK TO SMALLBATCHESLIMIT WORK TO CAPACITY WIPELIMINATE CONSTRAINTSFAST VALUE DELIVERY – Two types of customers served:1. External customer – paying customer2. Internal customer – who receives and processes thework immediately
CALMSLI4. Measurement Dimension‘WHAT GETS MEASURED, GETS MANAGED’Peter DruckerCOMING UP WITH GOOD METRICS IS A COLLABORATIVE EFFORTFIRST DECIDE WHAT YOU CARE - MOST IMPORTANT METRICSIDENTIFY THE MEASURES TO TRACK FOR THAT METRIC WHICH YOU THINK ARE WORTH YOUR ENERGYSEE IF THAT METRIC IS PROVIDING YOU VALUABLE INSIGHTSIF NOT FIND A BETTER ONE
4. Measurement DimensionKEYORGANISATIONALCONCERNSCALMSLI
5. Sharing DimensionCALMSLIONLY THROUGH SHARING WE CAN GROW AND SCALE HEALTHILY SHARED GOALS – COLLECTIVE EGO NEEDS TO BE BIGGERTHAN ANY SINGLE EGO CLOSE COLLABORATION – AVOID OVERSHADOWING CONSTRUCTIVE FEEDBACK TRANSPARENT COMMUNICATION SHARED KNOWLEDGE
6. Learning Dimension LEARNING ORGANISATIONBUT FIRST LEARN TO UNLEARNJOURNEY TO MASTERYCONTINUOUS EXPERIMENTATIONCALCULATED RISK TAKINGCONTINOUS REFLECTIONASKING QUESTIONSCALMSLI
7. Innovation DimensionCALMSLIIN THE PARADOX OF ICARUS, MILLER (1992) DRAWS OUR ATTENTIONTO TWO ASPECTS OF STRATEGY:1. SUCCESS CAN LEAD TO FAILURE2. THE VERY CAUSES OF SUCCESS, WHEN EXTENDED, MAY BECOMETHE CAUSES OF FAILURE.
LET’S REMEMBER HOW WE GOT HERE - PARADIGMSWATERFALL1970 BIG-BATCHWORK SEQUENTIALFLOW CHANGE ISNOTWELCOME LATE QUALITYCHECKS BIG-BANGDELIVERY LATE FEEDBACK MINIMUMBUSINESSINVOLVEMENTAGILELEAN1990 FOCUS ONVALUEDELIVERY IDENTIFYVALUE STREAM CONTINUOUSFLOW PULL OVERPUSH DRIVE WASTEOUT EMPOWERPEOPLE CONTINUOUSIMPROVEMENT 2001SMALL-BATCHESITERATIVEINCREMENTALCHANGE ISAgileWELCOMEA.D. RAPIDFEEDBACK CONTINUOUSBUSINESSINVOLVEMENTAGILE GROWINGPOPULARITY OFAGILE/LEANFRAMEWORKS:DEVOPS,LEAN START-UP,KANBAN/SCRUMBAN,INCREASINGADOPTION OFSCALED AGILEFRAMEWORKS(NEXUS, SAFE,LESS, DAD ETC.)
Cultural Goal To create a trust-based culture that fosterscollaboration and experimentation, promotes failingfast and safe through unified goalsAutomation Goal To fully automate deployments to production at thepush of a buttonLean Goal To see the whole system To achieve a holistic waste elimination throughoutMeasurement Goal To identify right metrics and measure continuouslySharing GoalLearning GoalInnovation Goal To have an open culture for all level ofcommunication and knowledge sharing To learn and experiment continuously to keep focuson innovation and achieving a better state to make innovation a systemic capability
REFERENCES Images: https://www.pexels.com/ Miller, D. (1992) The Icarus paradox: how exceptional companies bringabout their own downfall. Business Horizons Rehn, A., Palmborg, T. and Boström, P. (2015) The Continuous DeliveryMaturity Model. InfoQ. aturity-Model Humble, J. and Farley, D. (2011) Continuous delivery. Upper Saddle River,NJ: Addison-Wesley Puppet Labs (2014) 2014 State of devops report. Puppet Labs.https://puppetlabs.com/2014-devops-report
: Continuous Integration (CI), Continuous Delivery (CD) and Continuous Deployment (CDp) are key elements of DevOps . Theme 3: Tooling and Cloud Automation supported by the Right Culture are critical components of DevOps Strategy . Theme 4: DevOps needs to be part of the Business Strategy . Theme 5: Successful execution of DevOps within enterprise
