Starting the DevOps Train

We’re ready. Are you?

February 15 - 19, 2016 • Berlin, Germany

Starting the DevOps Train Experiences in DevOps Transformation

Andy Boden Technical Director

© 2016 Cisco and/or its affiliates. All rights reserved. Cisco Public Andy Boden [1176]

•  Introduction •  I have Agile what is DevOps

•  DevOps Value proposition

•  Starting the DevOps train

•  Notes from the front line

Agenda

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•  In this session we will try and answer •  Why move to DevOps •  What is the Value proposition •  What does it look and feel like

•  I will also give you insights into what I have learned •  Currently I am working with a Large multinational Telco with

roots in the UK to deliver a Video delivery program in Germany across Cable, data and Cellular networks. With a goal to go global with this solution

•  Top focus on Business transformation to DevOps

Introduction & about the presenter


•  Our Customer has had poor deliveries from Cisco in the past that made the new Video platform unlikely to be won by Cisco.

•  The top level brief to make success for the video customer:- •  The Customer needs a new video platform to remain ahead of the competition •  They also want to make an impact in the mobile video market •  This platform will be in direct competition with other systems such as AppleTV, Google Chrome and Amazon Fire with rapid feature

change and high availability •  New features velocity is highly important •  Quick delivery to the market •  Visible roadmap to have new features

•  The top level brief to make success for Cisco :- •  Cisco has a video solution product called Infinite Home that needs to come to market and be successful •  Cisco need to show we can deploy a future generation video service to rival the rest of the industry

•  The success we have in this program is a door opener to significant domination in the video space…

•  Our customers brings the knowledge and ability to operate a large video footprint

Video Technology Customer starting point Video Program and the transition of Cisco and the Customer

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I have Agile what is DevOps


Why have Agile a quick reminder •  As we work through the timeline we can not wait for a big bang of deployment at the end of a long

development cycle

•  Agile is a way of getting lots of small things done and working rather than waiting and believing that it will all be ok

•  The small step approach has many advantages •  See initial results quicker •  No wait until the end to know if it will work •  Allow us to make small changes as we go

•  The Cisco development teams are already committed to Agile and work on a sprint delivery

•  Planning for development is also an agile practice with the decision of what to do next based on current priority, risk and cost

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DevOps

Continuous Delivery

Continuous Integration

Agile Development

I have Agile why have DevOps? •  DevOps is the close coupling of Development and Operations to develop a product that is in harmony with the

deployment and operations team.

•  DevOps promises:- •  Common understanding of work coming through the pipeline •  Rapid feedback on system delivery •  Identification of system issues before end users experience a problem •  Quick recovery of a failed or failing system

•  DevOps delivers this by:- •  Lots of small changes that builds to new features or rapid fixes (Agile) •  Rapid deployment by using Continues Deployment (CD) •  Quick recovery or new deployment of systems if failure (CD) •  Low defect count in field by highly automated testing of the integrated solution (CI) •  High amount of real time monitoring •  Software promotion groups to limit risk and allow monitoring

•  When something goes wrong the goal is to restore the service •  The process of finding and fixing the root cause is done after the service is restored

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DevOps is…. •  DevOps is the extension of the Agile, CI and CD concept

•  Agile development empowers the developers to choose work and commit to delivery and includes automated testing at the code level

•  CI creates rapid integration and testing of software created by agile and non agile development teams in an environment

•  CD takes the tested work from CI and allows for automated deployment of the packages

•  DevOps brings together the developers with the Operations teams •  When work is planned the operations teams are aware of the change •  When developers work they understand where the code will be deployed •  The developers code with operations in mind •  The CI system has a environment that is live or represents live •  The CD system deploys the same code and configures for all systems •  High monitoring information is available from the system and it code •  Issues identified by operations can be provided directly to the Dev teams •  On system failure operations have access to all teams to restore service •  Software is promoted through the live system stages (Alpha, Beta, Live) •  It is only done when it is in the field and customers use it

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DevOps

Continuous Delivery (CD)

Continuous Integration (CI)

Agile Development (Agile)


DevOps Value Proposition


The Traditional to Agile to DevOps value •  Agile

•  Customer driven requirements •  Customer driven engagement and timeline •  Manage change with more flexibility from

both Customer and Engineering •  Empower a engineering focused planning

and delivery •  Increase engineering equality to take

ownership on quality and delivery •  Iterative delivery to the traditional pipeline •  Faster delivery to customer based on right

product priority •  Increased development velocity based on

engineering empowerment •  Full test coverage •  Traditional deployment and test pipeline •  Acceptance is customer focused

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•  DevOps –  Operations and Subscriber driven outcome –  Relationship driven engagement –  Soon as possible driven timeline –  Manage change with more flexibility from both

Customer and Engineering –  Operation and Subscriber focused delivery –  Increased velocity based on faster feedback

from operations and subscriber –  Reduced effort based on focus on just enough

design, development and quality –  Increase engineering equality to take ownership

on quality and delivery –  Automated pipeline for deployment –  Automated test focused high value areas (legal,

make money) –  Acceptance is focused on subscribers and

operations


* Data is not definitive but based on presenters experience •  Focus on Customer and Product requirements to drive the product

•  Inequality in influence by effort

•  Customer defined outcome assumes Customer and Product knows the end user and business

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Customer

Sales

Product Manager Architecture

Project Manager

Development

Integration Test Operations

Subscriber

Influ

ence

Traditional Project Influence vs. Effort Focus


* Data is not definitive but based on presenters experience •  Focus customer requirements to drive product

•  Equality in influence based around engineering •  Customer defined outcome assumes Customer and Product knows the end user and business

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Customer

Sales Product Manager

Architecture Project Manager Development Integration Test

Operations Subscriber

Influ

ence

Agile Project Influence vs. Effort Focus


* Data is not definitive but based on presenters experience •  Focus on the Customer and Operations influence feedback to drive product •  Reduce effort around test and integration relaying on end user and Operations •  End user and operations quick feedback drives a product that is loved

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Customer Sales

Product Manager Architecture Project Manager Development Integration Test

Operations Subscriber

Influ

ence

DevOps Project Influence vs. Effort Focus


What type could me project be?

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(Start) Has this project been

done before?

No High level of Uncertainty

(Agile)

Yes Is the project

Simple?

No High level of Complexity

(Agile)

Yes Is the customer a

Traditional Program?

No Agile Customer

(Agile)

Yes Is the customer

ready to change?

Yes Help transform the customer to Agile

(Agile) No

Stay a traditional Project

(Traditional Project)

(From Agile) Agile project has regular update

cadence

No Keep to Agile

(Agile)

Yes Help transform the

customer to DevOps (DevOps)


So you want it. But how? •  Transition to a new methodology is a journey that we go on together with our

customer

•  We need to agree the key direction with the customer

•  Build outcomes and set expectations

•  Explore risks and rewards of the different engagement models

•  Much More….

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Starting the DevOps Train


How to get DevOps started •  Understand Why you are making the change

•  DevOps transformation is a big change and needs to have a clear outcome

•  Have a realistic understanding that this is a change at all levels •  People (Development, Deployment, operations, test acceptance, management) •  Organisation •  Business

•  Identify the people involved first •  Leadership Drive •  Some people are ready to change •  Do you have control or influence over the people

•  Decide if you will drive DevOps from Development or Operations

•  Select the team that will be hardest to transform and start with them •  You need to be able to control and influence that teams outcomes

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Product Development Deployment Test Operations Business


Are we ready to get going? A Quick safety check list q  Clear Outcomes for the transformation

q  Realistic expectation

q  People inventory

q  DevOps go live vision (not a Gant plan)

q  Foundation of Agile

q  Foundation of Continues Delivery

q  Have a product to use (MVP)

q  Key Stakeholders on board

q  Kick off group and meeting identified

q  On Boarding process

q  Quality vision

q  …

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What does it feel like now the train has started? What will I see and hear? •  Common words across the teams •  Common outcomes not individual dates •  Collaboration at all business levels •  Feature priority understood by all teams

•  Feature outcome over detailed documentation •  Regular feedback without blame •  Collaborative and quick fix of priority defects

•  Just enough quality outcome over detailed test plans •  Trust / Fun

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Basic Advice •  There is no identified right way to start DevOps only an agreed outcome

•  Leadership not management of people is key

•  People are more important than tools they use

•  Relationships will make or break the outcome

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Notes from the front line Experiences in DevOps Transformation


Key Stakeholder concerns What could go wrong? How do we think about it. •  Key concerns

•  Can Cisco deliver based on history •  The proof is in the execution and delivery and can be only fixed by success

•  Can both parties bring a new way of working to overcome the previous program problems •  Attitude by the team and willingness to share real view and status

•  Can we all work as one team •  Attitude of the people on the ground

•  Can the customer transform to be able to move to Agile and then to DevOps •  Cisco has to help the customer understand the transformation and be a thought leader in this area

•  Can Cisco and the customer build a common vision of the outcome •  The way we mention the contract and how often that we revert to what it says

•  Can Cisco business units work as one team to deliver this large video program •  Clear leadership and ownership within Cisco is required

•  Will the customer change the program once we have started and get more departments involved •  Managing program expectations within the wider customer organisation

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Areas of Transformation Understand, Transform and Execute •  Business

•  Agile projects in a SoW framework

•  Organization •  The mating of Cisco and the customer to make one team and build a common outcome

•  Planning •  Agile and Waterfall in the same space •  Outcomes over big plan timeline

•  Agile •  Requirements management Cisco Product vs. Contract

•  DevOps •  One team with Cisco as Development and the customer as Operations •  Software testing and live users •  Delivery of software Velocity

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Organizational Transformation •  The mating of Cisco and customer organization

•  Problem •  The mating of Cisco and the customer into one program •  The mating of Cisco Development and the customer operations in to one DevOps team

•  Transform •  This is a current (program) and future (DevOps) challenge •  Cisco and the customer have agreed to have a joint leadership of the program and to share one program

manager that will direct both Cisco and the customer •  The build out of the first system has both Cisco and the customer managers working as joint teams •  Close collaboration and openness is the key •  For big issues escalate internally then share based on risk and time to resolve •  Cisco and the customer have agreed to have a leader with experience as a consultant to bring in the

DevOps transformation •  Outcome

•  Joint ownership places both organizations in the hot seat if the system succeeds or fails •  Cisco gets to feel the real end to end ownership of the program •  The customer gets to see Cisco work and share the feeling

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Planning Transformation •  Outcomes over big plan timeline

•  Problem •  The big plan timeline results in some of the teams focused on the timeline •  Other teams identify with the ability to complete before another team in the timeline

•  Transformation •  Have the focus of the team on a tangible outcome such as:-

•  First device bring-up •  Cloud deployment •  Device Available with Cloud UI •  Content Playback available

•  Keeping only the short term outcomes or high risk outcomes is important •  Outcome

•  The focus on the outcome over the date can accelerate the team to deliver sooner than the time identified

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Deployment Pipeline •  Deployment transformation

•  Problem •  Traditional deployment of new features and fixes is a long process in the mission critical or

revenue critical domain •  Transform

•  Drive to a quick deployment pipeline •  Including live communities as part of the testing plan •  Automation of testing in all key areas •  Short delivery cycles making small amount of change in each release •  Understanding software and deployment change so that testing can be targeted

•  Outcome •  Not confirmed yet but transformation in process

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Testing Transformation •  Testing transformation

•  Problem •  Traditional testing takes a long time and needs high effort. This is in contradiction to the DevOps

delivery of new software to live in a week •  Transform

•  Including live communities as part of the testing plan •  Automation of testing in all key areas •  Short delivery cycles making small amount of change in each release •  Understanding software and deployment change so that testing can be targeted

•  Outcome •  Not confirmed yet but transformation in process

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Lessons and Advice •  Make collaboration a key corner stone and get the team to do it

•  Know the contract but don’t have it banded around as the “rules”

•  Be confident that you have the back-up by the organizations leadership

•  Be honest as your attitude reflects to the customer

•  Worrying about the end date results in missing the outcome

•  Listen to what the customer tells you and then help them understand the real world context

•  Transition is not a reason to fail but a reason to succeed

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Thank You Keep Calm

&

Board the

DevOps

Train

Thank you

© 2016 Cisco and/or its affiliates. All rights reserved. Cisco Public Andy Boden [1176] 31

We’re ready. Are you?


Suggested reading list •  You Tube. what is DevOps https://www.youtube.com/watch?v=_I94-tJlovg

•  The Phoenix Project http://www.amazon.co.uk/Phoenix-Project-DevOps-Helping-Business/dp/0988262509/ref=sr_1_1?ie=UTF8&qid=1423144567&sr=8-1&keywords=the+phoenix+project

•  Continuous Delivery http://www.amazon.co.uk/Continuous-Delivery-Deployment-Automation-Addison-Wesley/dp/0321601912/ref=pd_sim_b_2?ie=UTF8&refRID=0TNTBDZQJD6PMCKRXWDK

•  Building a DevOps Culture http://www.amazon.co.uk/Building-DevOps-Culture-Mandi-Walls-ebook/dp/B00CBM1WFC/ref=sr_1_1?ie=UTF8&qid=1424360443&sr=8-1&keywords=Building+a+DevOps+Culture

•  Continuous Delivery and DevOps - A Quickstart Guide http://www.amazon.co.uk/Continuous-Delivery-DevOps-Quickstart-Second/dp/1784399310/ref=sr_1_1?ie=UTF8&qid=1424360524&sr=8-1&keywords=Continuous+Delivery+and+DevOps+–+A+Quickstart+Guide

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