The end to end DevOps lifecycle, The journey of DevOps

Clive Hannon

Head of Continuous Delivery, Oneview Healthcare

May 2016

Devops Credentials • Industrial Engineer Qualified in 1989

• First development projects 1996

• First devops project was in 1999 (pre devops moniker, pre cloud ,distributed systems with complicated north bound interfaces)

• Full global swapout of disk packs site by site across 100 + countries

• 2011 to 2015 head of developing and transforming a large telco OSS platform for Global Telco network equipment provider (key deliverables, automated install, zero down time upgrade and full third party component replacement capability) Moved from 10 week delivery cycle to twice a week. Enabled and capable of delivering 24 times per day.

• 12 teams delivering to 100 dev teams across 7 sites and 4 continents

• 2015 … Head of continuous delivery Oneview Healthcare, transforming waterfall customers to match Oneview agile continuous delivery capability

Topics

• Success factors and barriers to adoption

• The journey of DevOps

• The next most important thing

• Customer obsession • The big lebowski

• Summary

Success factors DevOps and Lean success factor parallels

• Openness, sharing, trust, and collaboration Culture/People

• Cross-functional self-directing teams

• Support from higher management

Structure/Process

• Processes, practices, metrics, tools, and holistic, systems thinking

Common/Tools

Barriers

Organisation and culture

change

Lack of understanding of how to plan and implement

change

Current leadership and management

practices

Unclear business case

Separately located teams

Lean/DevOps adoption barriers

The journey of Devops• Where are you now? What is your process “from” state? • Be very Honest and transparent? Are you in a downward spiral?

The journey of Devops

• Simplicity--the art of maximizing the amount of work not done--is essential

• Build metrics and evolve to help focus on improvement and next most important thing

• Highest priority must be to satisfy the customerthrough early and continuous deliveryof valuable software

• Build projects around motivated individuals Give teams the environment and support they need, and trust them to get the job done

• Continuous attention to technical excellence and good design enhances agility

The journey of Devops• Establish good and continuously improving metrics. Focus

on next most important thing ? Measure solidify update and move on.

The next most important thing

• Acknowledge you will always have more to do than is possible

• Focus efforts on next most important thing with particular focus on Macro level route cause analysis

• Remove failures at earliest stage in your software delivery lifecycle

The next most important thing • Its almost old hat but its still a must

read

• Establish the current workflow in your business and plan the improvements

• Focus on where demand is coming from and how it is met

• Highlight and remove bottlenecks

• Keep the real business and or efficiency value in your mind

• Automate everything only move to new next most important thing once automation in place

Customer obsession

• Accept that there is a very strong possibility you are experiencing the above problem

• Study your full end to end process to establish pain points with problem in = problem out focus

Customer obsession• Focus all of your organisation touch points on asking key questions

• Embrace the fact that you and your team understand your system and your customer will understand its usage

• Measure and grow your understanding of the true value of your system and shorten your delivery cycle

• Your customer is not always right. Some customer requests can actually be competing against the overall customer goals don’t be afraid to say no

• Understand that moving to devops is also a transformation programme for you and your customers

Customer obsession• Some customer requests can actually be against devops and an ever

evolving delivery requirement

• Eg Non technical lead questions like “when will I have no problems ever with my software and the people using it”

• Be inquisitive ask why your customer wants x or y functionality

• Think scale avoid short term workarounds and plan for scale

• Ask yourself is the requirement compatible and supportable in the long term

• Discourage your customers from prescribing the “how” focus on the intended outcome

• Don’t be afraid to say NO to unclear requirements for any of the above reasons

The big lebowski• When all around you is panicking keep your calm you know the “dude” would

The big lebowski• These Chinese dudes love devops and it has helped them become world

leading competitors in telecoms

The big lebowski• But its all for the internet dudes, not anymore, if you don’t embrace devops

you will slow down and die. “Even the garment guys are at it dude”

The big lebowski• Follow all of the people process and culture changes mentioned and

acknowledge that new “S##t will come to light” • Encourage all teams to embrace frequent decision making, while new stuff

comes to light

SummaryDevOps/Continuous Delivery basics

Origins in Lean/Agile

3 key elementsPeople, Process, Tools

Find out more www.oneviewhealthcare.com https://ie.linkedin.com/in/clivehannon