1. From 6 Weeks to 6 MinutesAlmost!Shakeel Sorathia 2.
Ticketmaster We are part of Live Nation Entertainment You may have
heard of us We sell a few tickets 7 Data Centers worldwide 20,000+
OS images (VMs and bare metal)2 Transactions > $16BWorldwide
Onsales > $1M/minute 255M+ user accounts 3. Heres our story
ChallengeHeres what was going on backstage SolutionOn with the show
ImpactThe reviews are in3 4. Early Tactical
SolutionsChallenge42001Managementthrough
M42003Implementedvirtualizationindevelopmentenvironments2004DevelopedSpine
(rubix)for CMS2005Scaled out150% forYankee'sonsale within48 hours
5. And thenChallenge52008 Our split from IACI saddled us with $750M
in debt The economy forced a cost-driven mindset Our initial
proposal for internal cloud approved due tocost savings 6. We
reached a turning pointChallenge62010 Merged with Live Nation Faced
a key decision to turtle or grow; we chosegrowth! The
re-architecture of the platform began This led to the development
of a real DevOps strategy 7. We face a lot of uncertainty
andpotential pitfalls in an enterpriseThere were a lot of questions
to answer7FanExperienceEmployeeExperienceDollars &Sense 8. Fan
Experience Will we be able to provide anequal or better product?
Will this result in faster time-to-marketfor our requested
features? Will our fans have to deal withproblems while we figure
things out?8 9. Employee Experience How will people in the
companyadapt? What type of training will theyneed? How do we
overcome fear inthe minds of our people? How do we share the vision
for the future?9 10. Dollars and Sense How much will this cost us?
What about learning pains,what will that cost? Will our sales be
better if wedo this? How will we know if this is working?10 11.
Where we startedChallenge 17 different ticketing systems 30 year
old technology Hard split between Development andOperations teams
Product release cycles were bi-monthly toquarterly11 12. Heres what
we did1. Developed atier 1 TOCSolution122. Developed anSRE team3.
Aligned SystemsEngineering todelivery teams4. Empowereddevelopers
to pushcode to production 13. What has this achieved?Impact 51% of
all services/products are deployedby development teams Development
teams now have an on call 109 Deployments in Sept 490 Alerts
resolved by TOC13 14. What has this achieved?Impact Ticketmaster
Resale is up 30% for first halfof 2014 Increase in Customer Service
Rating In general, how would you rate the stability ofTicketmaster
products/services?14YOY Increase in Excellent
Rating0%5%24%30.00%20.00%10.00%0.00% 15. And it continues We strive
for continuous refinement We are pushing more services to the edge
Customer service tools Client Services tools for event building We
continue to train people in newmethodologies Lean PMO Agile
(Scrum/Kanban)Impact15 16. Things we dont knowImpact How many
people should be aligned inSystems Engineering? What should some of
the responsibilities befor the different roles? How does infosec
fit into all of this? What other metrics should we be looking
at?16
