Introduction to DevSecOps. An intuitiv approach

DevOps
2 day introduction course

Content
Day 1
 What is DevOps?
 Dev and Ops
 Which problem does DevOps solve
 Automation
Day 2
 Performance
 Behavior and Attitude
 Organization
 Governance
 Transformation
2

‘DevOps (a portmanteau of "development" and "operations") is a software development
method that stresses communication, collaboration (information sharing and web service
usage), integration, automation and measurement of cooperation between software
developers and other information-technology (IT) professionals. DevOps acknowledges the
interdependence of software development and IT operations. It aims to help an
organization rapidly produce software products and services and to improve operations
performance - quality assurance’ (http://en.wikipedia.org/wiki/DevOps)
4
Definitions of DevOps
DevOps is “a cross-disciplinary community of practice dedicated to the
study of building, evolving and operating rapidly-changing resilient
systems at scale.”
Jez Humble
DevOps is the blending of tasks performed by a company's
application development and systems operations teams.

5
“DevOps is just the Agile principle taken to the full
enterprise”
* DevOps is Agile for the rest of the company
Mar 4, 2015 Posted by Tony Bradley In Blogs, (http://devops.com/blogs/devops-is-agile-for-the-rest-of-the-company/)
‘DevOps is just the Agile principle taken to the full enterprise. It provides a more
comprehensive end-to-end perspective that enables enterprise-scale transformation’
‘DevOps is just a natural extension of Agile. It takes the guiding principles and best
practices that Agile brought to developers and applies them on a much broader scale
across the organization.’

Business Development Operations
Use
DevOps
Here
What is the current situation? We have built walls –
intentionally or not – that limit performance
To help
remove
this wall
6
“DevOps is a response to the growing awareness that there is a disconnect between what is
traditionally considered development activity and what is traditionally considered operations
activity. This disconnect often manifests itself as conflict and inefficiency”
(What is DevOps? Dev2ops.org)

The wall of confusion
Extreme focus on change
 More urgent, date/driven projects
 Fragile code going into production
 Releases with ´turbulent installs´
 Longer release cycles amortize `cost of
deployments`
 Backlog of infrastructure projects that could fix
root cause and reduce costs
Extreme focus on stability
 Fragile applications failing
 Difficulties identifying root cause
 Taking too long to restore service
 Extensive firefighting and unplanned work
 Unfinished planned project work
 Frustrated customers
 Market share decreasing
7
Development Operations

DevOps is ...
8
DevOps is a way
of building
software while
still getting a
speed to market
without
sacrificing quality
and reliability.

What is DevOps
9
 DevOps is about
identifying bottlenecks
and removing the
waste from the system
to continuously
improve your
organization to deliver
better software.
Bottlenecks can be in
the form of long
approval processes,
manual processes, and
even certain resources.

What are the points of view of DevOps?
Culture
Automation
Flow
Organization
Performance
• From complex and slow …
• To end-to-end and simple
• From “different” …
• To “together”
• From different KPIs for dev and ops …
• To common goals and measures
• From own tools …
• To integrative tooling
• From functional siloes …
• To multidisciplinary customer-focused teams
The market sees the solution from various points of
view
10

DevOps helps to achieve the goals of IT
Quint Definition of DevOps:
DevOps (a portmanteau of development and operations) is an organizational philosophy that
stresses communication, collaboration and integration between information technology (IT)
software developers and IT operations professionals. DevOps uses the interdependence of
software development and IT operations to create higher quality products and services. It aims
to help an organization rapidly deliver the value sought by the customers of IT
DevOps is, in short, “movement” to bring Development and Operations
closer together to achieve four key goals:
• Improve Quality of delivery (First time right)
• Deliver higher Business Value (Customer)
• Increase Speed of delivery (Performance)
• Improve Efficiency (Reduce Cost)
11
• Improve Quality of delivery (First time right)
• Deliver higher Business Value (Customer)
• Increase Speed of delivery (Performance)
• Improve Efficiency (Reduce Cost)

Making life easier?
New Situation
4.2
Business DevOps
Culture
Organization
Process
Performance
Tooling

4.1
Culture
Automation
Flow Organisation
Performance
DevOps is the solution to a problem

DevOps vocabulary
Continuous Delivery is a software strategy that enables organizations to deliver new features to
users as fast and efficiently as possible. The core idea is to create a repeatable, reliable and
incrementally improving process for taking software from concept to customer. The goal is to
enable a constant flow of changes into production via an automated software Continuous
Delivery pipeline.
Continuous integration is the practice, in software engineering, of merging all developer working
copies to a shared mainline several times a day. The main aim of CI is to prevent integration
problems
Test-driven development is a software development process that relies on the repetition of a
very short development cycle: first the developer writes an (initially failing) automated test case
that defines a desired improvement or new function, then produces the minimum amount of
code to pass that test, and finally refactors the new code to acceptable standards.
Test automation is the use of special software (separate from the software being tested) to
control the execution of tests and the comparison of actual outcomes with predicted outcomes
14

DevOps adoption
15
The adoption of DevOps is being driven by factors such as:
1. Use of agile and other development processes and methodologies
2. Demand for an increased rate of production releases from application and
business stakeholders
3. Wide availability of virtualized and cloud infrastructure from internal and
external providers
4. Increased usage of data center automation and configuration
management tools
5. It has also been suggested that side-effect of the dominant, traditional US
management style (“the Sloan model” vs. “the Toyoda model”)
guarantees the development of silos of automation, thus creating “the
DevOps gap” that then requires DevOps capabilities to address

DevOps Goals
16
Better align IT responsiveness and capabilities to business
needs
Produce smaller, more frequent software releases
Reduce effort with software development, transition and
operation
Improve time to market
Improve quality of code
Improve quality of software deployments
Reduce cost of product iteration and delays
Intill a culture of communication and collaboration
Improve productivity
Improve visibility into IT requirements and processes

Classic software development
1. Determine requirements
2. Complete the design
3. Do the coding and unit testing
4. Perform functional and
integration tests and fix bugs
5. Perform acceptance and
deploy

Agile Software Development
19
Most Agile implementations use a routine and formal daily face-to-face communication among
team members. This specifically includes the customer representative and any interested
stakeholders as observers.
Agile development emphasizes working software as the primary measure of progress. This,
combined with the preference for face-to-face communication, produces less written
documentation than other methods.
Agile methods are sometimes characterized as being at the opposite end of the spectrum from
plan-driven or disciplined methods. Agile methods lie on the adaptive side of this continuum.
Adaptive methods focus on adapting quickly to changing realities.

Traditional versus Agile
Waterfall
• Start with a complete design
• Building is followed by testing the
final product
• Finally, testing in practice
• No feedback loops
• Plan-driven
Agile
• Every Sprint delivers working
software that can be used in practice
• Starts with delivering basic
functionality to which features are
added
• Value-driven

Traditional Approach and No Quality at the Source
21

Dev and Ops Realities
24
Dev and Ops are each taking steps to improve their quality and
velocity
 Agile and lean software development practices
 Agile and lean service management practices
 Virtualized and cloud infrastructure from internal and external providers
 Infrastructure as a code
 Data center automation and configuration management tools
 Monitoring and self-healing technologies
Unfortunately, Dev and OPS are not working together on these
initiatives

Lean is a paradigm shift
Traditional Lean
Managers have all the answers Manager should ask the right questions,
employees should have the answers as a
team
Managers do the thinking, workers
concentrate on doing
Managers facilitate the workers to add
value
Activities are done, because they are asked
to be done
Activities are only done if they add value
for the customer
A certain rate of defects is unavoidable Defects can be eliminated
Knowledge is power Power comes from sharing knowledge and
applying it as a team

Lean IT, Agile, ITIL and DevOps
27
How are Lean, Agile, and DevOps related to each other?, Matthias Marschall
• LSD – “Lean Software Development” Application of Lean IT to Software Development – same
principles as Agile.
• “Since one of the Agile principles (and also very Lean) is to make business people and developers
work together daily throughout the project, shouldn’t we call it BusDevOps…or value stream
management
• Although they were independent approaches, they have lots of synergies. A DevOps team could
use:
• Agile approaches to accelerate TTM mainly in Dev side (use SCRUM and XP methodologies),
and involve business (use roles of “product owners” as “business ambassadors”)
• Lean techniques to create and evolve DevOps team both in Dev and Ops sides (Team Vision,
Visual Management, Team Leader Agenda, Retrospective Meeting, VSM, VoC, …)
• ITIL knowledge and best practice to speed up continuous improvement.

Lean, Agile and DevOps – Similarities and
differences
28
DevOps
Lean IT
Main Focus Value for Customer Reduce silos inefficiencies
Organization All or a small process Projects & Operations
Visual Mgmt. Core Recommended
People (B&A) Integral transformation Join Teams (Dev and Ops)
Goals /
Indicators
% Initiatives for improvement
% Savings Time & Costs
by waste reduction
Customer and employee Satisf
Quality
% Post-release incidents
% Successful changes/releases
IT Team performance (E2E)
Processes Value Flow ITSM and PPM processes
Tools /
Artifacts
CTQ, VSM, Team Vision,
DILO, Kaizen, A3…
Automatic Test. and Deploy.
Continues deployment
Agile/Scrum
Improve TTM
Business & Projects
Core
Project Management
And Devs Teams
% Successful projects
% User stories implemented
Business satisfaction
Project Management
(SCRUM, XP, ..)
User stories, Kanban,
Product Owner

Lean, Agile and DevOps synergies
29
Lean
IT
DevOps Agile /
Scrum
• There are synergies in the 3
approaches, although you can follow
your path independently.
• There is no recommended path–
although abroad Lean focus could
guide you to cover the most urgent
necessities
• They are no and end by themselves,
but they help you to obtain your goals
and fulfil your requirements (agility,
efficiency, continuous deployment,
continuous delivery, continuous
improvement, …)
• Lean is the most global approach, you
can use this philosophy both for a
particular department or the global
Enterprise

Evolution DevOps
32
Design Code Build Integrate Test Release Deploy Operate
DevOps
Continous Deployment
Continous Delivery
Continous Integration
Agile Development

Integrate all the useful bits
33
Tip: View clips at ‘Google Spotify Agile part 1 & 2’

Integrate all the useful bits
34
Tip: View clips at ‘Google Spotify Agile part 1’

Integrate all the useful bits (continue…)
35
Tip: View clips at ‘Google Spotify Agile part 2’

Which problem does
DevOps solve

Why did DevOps develop? It is the solution to
one or more problems …
37
Which issues do we solve?
• Speed of delivery
• Quality of delivery
• Lack of understanding between developers and operations people
• Ability to ensure that customer requests are seamlessly processed
• Bring people who work on the same IT service closer together
• Preventing burnouts

Importance of Feedback: Three Ways Model
39

The Three Ways
40
 The First Way – Flow
 Understand and increase the flow of work (left to right)
 The Second Way – Feedback
 Create short feedback loops that enable continuous improvement (right to left)
 The Third Way – Continuous experimentation and learning
 Create a culture that fosters
 Experimentation, taking risks and learning from failure
 Understanding that repetition and practice is the prerequisite to mastery
1
2
3

DevOps increases Agility and stability
 Organizations that implement DevOps are more likely to be high performing
 Organisations are more agile
 Code is shipped 30 times faster
 Deployments are completed 8000 times faster
 Services are more reliable
 There are 50% fewer failures
 Service is restored 12 times faster
(source: 2013 State of DevOps Report – Puppet labs and IT revolution press)
42

Same cadence between business and IT
Business processes change over time in a evolutionary way.
So the IT services that enable those processes need to change as well

Who is best
44
“Amazon has become famous for its high-
velocity deployment of more than 2500
software releases per day across its various
Cloud solution offerings. And there are
similar storied successes at eBay, Etsy,
Facebook, Netflix, Spotify, Twitter.”
http://blog.saugatucktechnology.com/

2 The Flow Solution
The problem is because Dev and Ops use different processes
“The important theme of DevOps is that the
entire development-to-operations lifecycle
must be viewed as one end-to-end process.
Individual methodologies can be followed for
individual segments of that processes (such
as Agile on one end and Visible Ops on the
other), so long as those processes can be
plugged together to form a unified process
(and, in turn, be managed from that unified
point-of-view). Much like the question of
measurement and incentives, each
organization will have slightly different
requirements for achieving that unified
process.”
What is DevOps? Dev2ops.org
Key considerations
• Development uses Agile,
Scrum, TDD
• Operations uses ITIL
• Processes are seen to be
different, even incompatible
• Nobody takes an end-to-end
view

Getting units of work to Flow through the team to deliver value
Flow
Customer orientation
What is it Why is it important
Flow is about ensuring that units of work move swiftly through the
process
How each unit of work needs
to be processed
Knowledge of units of
work
Awareness of
processes
Documentation of
processes
How extensively processes are
documented
Monitoring of progress
The things the team spends
time on
Understanding the status of
each unit of work
Each process starts and ends
with a customer, and delivers
value
improve its performance on each
unit of work
Developing successful habits
supports team performance
Helps to standardize the way of
working
Encourages flow efficiency
Focuses team on ensuring that
processes deliver value
Key aspects per dimension: Flow
47
3

Flow for Service Creation and Operation
50

Continues flow
59
Behavior &
Attitude
Automation
Flow Organization
Performance

Continues flow
60
Behavior &
Attitude
Automation
Flow Organization
Performance

Performance
62
Behavior &
Attitude
Automation
Flow Organization
Performance
The problem is because Dev and
Ops measure performance in a
different way
“DevOps promises more releases in a
short timeframe in order to adapt to
problems or changes in the market
faster. […] It also means that the metrics
defined by each team can be
automatically measured and
automatically communicated and shared
with everybody that relies on them to
make decisions.”
Best Practices for Performance-focused
DevOps, ampblog.compuware.com
Key considerations
• Change vs. Stability
• Fast change vs. slow change
• Different KPIs used in development
and operations
• Dev and Ops have different goals

Performance is all about understanding how well the team is doing. Delivering value for the
customer; performance must be sustainable.
Time usage
(Earning/Burning)
Health of the service
Key Performance
Indicators
Technical Debt
reduction
Level of performance (Inc,
SR, St. Ch.)
Understand performance on
small units of work
Level of performance
(creative work)
Metrics for understanding
performance of the team
Understanding of performance
on larger units of work or
specials
Understanding of how time is
used within the team
Show the team how it is doing.
Identify improvements
Directs solutions towards
architectural choices
Basic hygiene factor for customers.
Steer greatest business value
Steering the usage of time to
optimize the time available for
creative work
Key aspects per dimension
63
Behavior &
Attitude
Automation
Flow Organization
Performance

Measuring Success
64
Behavior &
Attitude
Automation
Flow Organization
Performance
Practice that enable organizations to understand and improve flow enable
improved IT performance
 IT performance is measured in terms of throughput and stability
 Throughput is measured by deployment frequency and lead time for
changes
 Stability is measured by mean time to recover and the ability to
preemptively detect and mitigate problems
 Deployment frequency – mean time between deploys
 Cycle time – Time from start of work to ready for delivery
 Change Failure rate
 Mean time to detect incidents (MTTD)
 Mean time to recover (MTTR) – Component
 Mean time to restore (MTRS) - Service

Culture is all about
66
Behavior &
Attitude
Automation
Flow Organization
Performance
Culture
Change is good
Tools
Transparency
Rewarding
good
behaviours
Grass root
innovation
Accountability
No blame
Embrace
failure
Trust
Collaboration
Honesty and
openness
Communication

The culture in Dev and Ops
67
Behavior &
Attitude
Automation
Flow Organization
Performance
The problem is a mismatch of cultures
between Dev and Ops
“DevOps is simply a culture that brings
development and operations teams together
so that through understanding each others’
perspectives and concerns, they can build
and deliver resilient software products that
are production ready, in a timely manner.
DevOps is not NoOps. Nor is it akin to
putting a Dev in Ops clothing. DevOps is
synergistic, rather than cannibalistic.”
Fresh Stats Comparing Traditional IT and
DevOps Oriented Productivity, DevOps.com
Key considerations
• Change vs. Stability
• Fast change vs. slow change
• Development people are different
from Operations people

68
Behavior &
Attitude
Automation
Flow Organization
Performance
A team of skilled professionals with the right attitude, behavior and motivation to deliver excellent
performance
Motivation
An environment in which people
are free to act together
Team-forming
Collaboration
Problem-solving A method and mindset for
resolving the issues
Leadership Fit
Understanding of where the
team is in its evolution
Leadership in relation to the
requirements of the team
Understanding level of
motivation of the team
Helping a team to ‘gel’ to deliver
high performance
This is the basis for continuous
improvement and learning
Ensure progress of and excellence
in the service
Leader’s style must be compatible
with team needs
Only motivated people can
produce a sustained excellent
performance

Burn down the old silos…
Burn down the silos and create
integrated cross functional teams
 Overcome the challenge of change versus
stability
 Create shared team responsibility for all
requirements,
 analysis, design, engineering, testing,
integration, delivery
 and deployment
 both new development as well as
maintenance and support
Results:
 shorter lead time!
 no more walls of confusion
 more trust and fun
 higher quality, lower risk
Stable, co-located teams with a common
goal and enough mandate
 Product teams and Platform teams
 Team KPIs instead of personal KPIs
 Speak the same language
 Seek first to understand, then to be
understood
 Tools (software; Scrum board)
 Retrospective and daily stand-up:
 honest and open feedback
 Training, knowledge sharing
 Team building events
69
Behavior &
Attitude
Automation
Flow Organization
Performance

… and create transparency
Transparency is about getting feedback
 from the customer / business
 from the team
 from the software / system in order to continually improve: inspect and adapt
 Transparency is about visualizing metrics
70
Behavior &
Attitude
Automation
Flow Organization
Performance

Cultural Elements of DevOps
72

Cultural Shift “Connect” your Teams
75
Behavior &
Attitude
Automation
Flow Organization
Performance
The problem is because Dev and Ops
have artificially been organizationally
kept apart
When we talk about “The Wall” between
the Teams (Dev, Test, Ops, Business) – most
industry professionals we have conversed
with understand and recognize the
concept. So – these walls exist – and we
have to tear them down. The best way to
start is by inviting Testing and Operations
to your daily development Stand-Ups. Let
them listen in what you are currently
working on. Invite them to your sprint
reviews and planning meetings so that they
see what is coming down the pipeline.
Best Practices for Performance-focused DevOps,
ampblog.compuware.com
Key considerations
• Traditionally, we have organized skills
in functional siloes
• Development people sit next to
development people, ops next to ops,
etc.

Team responsibilities and accountability are, and that it is capable of fulfilling them.
Management practices
Clear definition of for whom
the service is provided
Service Definition
Customer definition
Completeness of team Skills & knowledge and roles
to provide the service
Dependency on other
teams
Unambiguous definition of the
service
Understanding of shared
resources and dependencies
Visual management and other
governance practices to
facilitate the team
Sense of purpose
Responsibility and accountability
Understanding of value of the
service
Ensure that the team can take full
responsibility for the service
Optimize freedom to act on behalf
of the customer
Facilitate team in delivering
value
76
Behavior &
Attitude
Automation
Flow Organization
Performance

Behavior &
Attitude
Automation
Flow Organization
Performance
Make it easy for customers to do business with you
77
Service
Oriented IT
(‘DevOps’)
Structure
High
Performance
Integration
High Performance
High Performing
Team model to
guide both
Management Team
and DevOps teams
Structure
Organizing teams and
the governance
Integration
DevOps Integration
Model to guide the
integration of Dev
and Ops teams
1
2
3
4

Define Service-oriented IT based on
customer, service and required skills
78
IT Service(s)
 All functionality that
supports business
process
 Deliver the value
customers require
The customer
• Person responsible
for the business
process
• People using the
service
DevOps Team
 Responsible for the ‘health’ of a service
 Contains all knowledge and skills required to
support and develop the service
1 Behavior &
Attitude
Automation
Flow Organization
Performance

Organizational Model: DevOps
80
Business System Team, manage end user (customer), services and products
(applications)
Platform Team, manage platform product used by Business System Teams

Determining the scope of a DevOps team
‘Technology Stack’ of the service
‘Cloud’
‘Technology stack’
determines:
 The area of
responsibility of the
team
 The required skill set
of the team
‘Team’
IaaS
PaaS
SaaS
Server
Network
Operating System
Database
Development Platform
Storage
Application Layer
Presentation Layer
Security Layer
Desktop Infrastructure
A DevOps team is responsible for all facets of:
- The ‘health’ of a service
- The continued match of the service with the business process it supports
82
1 Behavior &
Attitude
Automation
Flow Organization
Performance

Focus on Products and Services
83

Understand demand
84
1 Behavior &
Attitude
Automation
Flow Organization
Performance

Continues deployment within the
team
85
Behavior &
Attitude
Automation
Flow Organization
Performance
1

86
Behavior &
Attitude
Automation
Flow Organization
Performance
way of working within the teams
1

Governance
DevOps Team
Create the structure with DevOps
teams and necessary governance
87
DevOps Team DevOps Team DevOps Team
2
Customers Customers Customers
Behavior &
Attitude
Automation
Flow Organization
Performance

Integrate Dev and Ops, based on a
holistic view, starting from the
current situation
88
Level 5: Full
Level 1: Low Level 2: Partial Level 3: Initial Level 4: Advanced
Traditional IT
organization
Traditional IT
organization with
some DevOps; no
clear DevOps
vision
Dev and Ops
closer together
based on benefits
Dev and Ops
together in teams
based on vision
DevOps teams
based on a
integrated vision
of providing value
to customers
Behavior & Attitude
Automation Flow Organization
Performance
5 DevOps Levels of Integration
3 Behavior &
Attitude
Automation
Flow Organization
Performance

DevOps is characterized by integration rather than maturity
Behavior &
Attitude
Automation
Flow
Organization
Performance
Individuals, lack of
management and
technical practices
No measures, no
steering
High-performing integrated
team with agreed practices
Measures integrated into
way of working
Basic leadership,
low motivation
Facilitating leadership, high
motivation and continuous
improvement
No customer
orientation, poor
processes
Processes are simple and
short, few descriptions
Level 5
Level 1 Level 2 Level 3 Level 4
No or little tooling
for testing and
deployment
Fully integrated suite of
tooling for development,
testing, deployment and
service management
Combine dimensions and integration
levels to achieve DevOps
89
3 Behavior &
Attitude
Automation
Flow Organization
Performance

Focus on turning the DevOps team
into a High Performance Team that
delivers Customer Value
90
Flow
Measurement
Leadership
Collaboration
Vision &
Goals
High
Performing
Team
Team Development
4 Behavior &
Attitude
Automation
Flow Organization
Performance

Customer
BI Team use agile techniques to manage
workload
93
Team
BI
Governance
Team
e Incidents
Operational activities,
service requests
Product Backlog
• Intakes
• Projects
• Functional
changes
• Source changes
• Problems
• Advice
• Technical debt
• …

BIGT directly linked to teams
94
BI Governance Team
BIGT:
• All changes according to architecture
• Checks execution with availability of
resources
• Changes allocated to most suitable team
IT BI Delivery Group
Team
Customer and
Market
Team
Asset
Management
Team
Execution
Team
Optimization
Team
Service & Staff
Team
Network
Architecture & Quality
Benefits
• Direct steering of delivery
reduces conflicting changes
• Central quality check to avoid
new technical debt

BI Governance Team: Way of Working and
Timing
95
BIGT
backlog
IMs & Architects
BIGT
planning
Scrum masters
& Architects
BIGT
execution
Scrum masters
Sprint
Week 1
Meeting 1 Meeting 2 Meeting 3
Sprint
Week 2
Sprint
Week 3
Sprint
Week 1
Sprint
Week 3
Week k Week l Week m Week n Week o

Key part of improving the service: Knowledge
development
96
Team
Customer &
Market
Team
Asset Mgmt
Team
Execution
Team
Optimization
Team Service
& Staff
Team
Network
Knowledge meetings
(min. 1 x / sprint; 1 rep per Team mandatory)
Solution architect
determines
• Knowledge and
learning goals
• Technical Guidelines
Experts discuss
• Knowledge & learning
goals
• Technical
coordination
Benefits
• Up-to-date-knowledge
• Common technical way
of working
• Prevents solutions that
do not fit in
architecture

Approach creates predictability and stability in
a changing organization and space for
realizing ambitions
98
▪ Service Oriented IT analysis
▪ Agreeing design principles for
DevOps teams and
governance
▪ Leadership workshop(s) on
DevOps principles, goals and
behavior
▪ DevOps training
▪ Detailed team and
governance designing
▪ Defining technology stacks
▪ Transformation roadmap
workshops
▪ Form DevOps teams
▪ Awareness and training
▪ Prepare Team for integration
▪ Analysis of improvement
potential on DevOps goals
“Current state?”
“Future state?”
“Commitment?”
Analysis and
definition
“ Organizing teams and
governance”
Structure
“High performance on
collaboration and technology
”
Perform
Integrate
“Working in DevOps
teams”
▪ Intensify collaboration
▪ Improve flow
▪ Extensive automation
▪ Multi-skilled team members
▪ Focus on customer-oriented
performance
▪ Current state of Service
Oriented IT
▪ Design principles
▪ Commitment leadership to
DevOps principles and goals
Results
in
▪ Detailed definition of
customers, services, teams
and technology stacks
▪ Roadmap and
communication plan
Results
in
▪ Management ▪ Management, Architects,
Lead technologists, Team
leads, HR
▪ Management, Teams in
scope
▪ Management,
DevOps teams
▪ Detailed Integration plan per
team
▪ Trained employees
▪ Continuous service
improvement roadmap
Results
in
▪ Improved Quality of delivery
▪ Higher Business Value
▪ Increased Speed of delivery
▪ Improved Efficiency
Results
in

• Choose a common reference
framework (DevOps Integration
Model) to facilitate learning
• Assess the current situation per
team/department
• Create individual plan per team to
achieve the selected level of
integration
• Pay attention to the governance of
the DevOps teams
DevOps is an individual path per team
Getting DevOps to work
Prepare / kick off Sprint 1 (two weeks) Sprint 2 (two weeks) Sprint3 Sprint 4 Sprint 5 Determine Next steps after implementation
Process
Performance
Organization
Behavior &
Attitude
Tooling
The Skills
(coaching)
The Leader
(coaching)
Good practise implementation approach Agile/Scrum maturity level 1
Identifyandtrain:
Productowner
Scrum master
Bord 1.0
Focuson:to do -
doing - done
Setup Team
CreateTeam
Charter
Product backlog
Train SM& PO
Workshop
Determine Team
dynamics
Understand
5 cornerstomes
Identify Application
Landscape&Value
Chains
Deep dive on Code
Quality
in training
determine
first DoD and
DoR def
first sprint
backlog
first spintpoker
etc.
Agile Awareness
ScrumFoundation
Deepdiveon Scaled
Agile Framework
ChangeStory
Involve
usersin the
Vision & Plan for
Config and
Vision & Plan for
Automation
Town Hall
Lean & Agile
Leadership
Plan meetings
-planning
-daily scrum
-review
-demo
Visit otherteam &
Champion
Bord 2.0
Focuson:
burn down -
Bord 3.0
Focuson:
velocity
Maturity scan
Involve
chain
Identify used standards
implement
automation
Deep dive on
Story mapping
Deep dive on kpi's and
metrics
Othernecessary
deepdives
Othernecessary
deepdives
Othernecessary
deepdives
Othernecessary
deepdives
Maturrity scan and
determinenext
steps
Coach thecoache
approach
Focuson Ready
Focuson Done
includingKanban
board
integrating
DEV enOPS
Skillsmatrix clear
The Whyof the
processesanduse
of agile anddevops
99

Start with assessing the current situation of
the team, using the Quint DevOps Integration
Model
The Integration model from Dev and Ops to a DevOps team, and on to a high-performing
DevOps team
10
Low Partial Initial Advanced Full
Level 0 Level A Level B Level C Level D Level E
Organization Service Definition 1 2 3 4 5
Customer definition 1 2 3 4 5
Completeness of team 1 2 3 4 5
Dependency on other teams 1 2 3 4 5
Management practices 1 2 3 4 5
Performance Key Performance Indicators 1 2 3 4 5
Technical Debt reduction 1 2 3 4 5
Level of performance (Incidents, SRs, St Ch.) 1 2 3 4 5
Level of performance (Creative work) 1 2 3 4 5
Time usage (Earning/Burning) 1 2 3 4 5
Behavior & Attitude Team-forming 1 2 3 4 5
Collaboration 1 2 3 4 5
Problem-solving 1 2 3 4 5
Leadership fit 1 2 3 4 5
Motivation 1 2 3 4 5
Flow Knowledge of units of work 1 2 3 4 5
Awareness of processes 1 2 3 4 5
Documentation of processes 1 2 3 4 5
Monitoring of progress 1 2 3 4 5
Customer orientation 1 2 3 4 5
Automation Automated Test 1 2 3 4 5
Development Tooling 1 2 3 4 5
Automated Deployment to Production 1 2 3 4 5
Service Management Tooling 1 2 3 4 5
Use of other tools 1 2 3 4 5
DevOps Integration

Ensuring the right habits makes the DevOps team more effective
• Standardize methods to encourage learning
• Define the interface with the customer,
together with the customer
• Define the flow of units of work through
the team, e.g. Waterfall, DSDM, Agile,
• Define the management principles used by
the team, e.g. Lean, TOC,
Lean & Visual Management
Agile & Continuous Delivery
Integrate Technical and Management Methods
101

Success factors
 Start small with quick wins
 Attention to culture and tools
 Transparency and adoption
 Ensure the process is end to end
 The attitude of ‘doing it right now’
 Automation of testing and deployment
 Track and analyze impact of changes
 Constant cooperation within the teams and over the teams
 Get buy in from senior management
102

Big Bang VS Snowball
Big Bang
Disadvantages
 Critical processes can’t be tested first
 Changes apply to all, could be difficult to master
and the impact could be huge
 No flexibility in scheduling
 Impact of changes are difficult to measure, it all
comes at once
Advantages
 It applies to everyone, no jealousy
 Requires little or no planning.
Snowball
Disadvantages
 Number of people are first and some are last,
jealousy my occur.
 Requires planning.
Advantages
 Changes only apply to small groups, impact is
small
 Incidents can be sorted out and conquered first, to
stabilize before taking the next step
 The process are tested frequently and become
more and more reliable.
 The process is reviewed over and over,
inefficiencies could be optimized every time.
 Small changes early results
103

10
“We find ourselves now with two camps in the DevOps
community: technical and non-technical. Either side shifts the
conversation to where they feel most comfortable: the domain
they work in and understand. Technical folks talk about tooling.
Non-technical folks talk about culture.”
http://dustinrcollins.com/devops-a-house-divided

Continuous delivery covers the full
deployment pipeline
 Treating infrastructure as code by programmatically provisioning and
managing infrastructure resources
 Repeatable and reliable deployment processes
 Development and testing (preferably automated testing) performed against
production-like systems
 On-demand creation of development, test, staging and production
environments
 Proactive monitoring of infrastructure components, environments, systems
and services
10

ENGINEERING FLOW OF CONTINUOUS DELIVERY
10
Check in
Check in
Check in
Check in
Check in
Feedback
Feedback
Feedback
Feedback
Feedback
Trigger
Trigger
Trigger
Trigger
Trigger
Trigger
Trigger
Trigger
Trigger
Trigger
Trigger
Trigger
Trigger
Trigger
Trigger
Trigger Trigger

Continuous Integration, delivery &
deploy
Continuous Integration: Integrate early and often to minimize the gap between development
and operations to increase:
 quality assurance
 test driven development
 configuration management
Continuous Delivery: extension of continues integration and ensures that every change is
releasable:
 Automation to improve processes software delivery including integration and acceptance
testing.
 Release in one push on the button
Continuous Deployment: end to end software delivery which includes continues integration and
delivery:
 Automate the release of the delivered software
 Automated infrastructure, Release Management
 reduced lead time, earlier feedback, reduced risk
108
Continuous Integration Continuous Delivery Continuous Deployment
Behavior &
Attitude
Automation
Flow Organization
Performance
Design Code Build Integrate Deploy Test Release Operate

Use of other tools
Tooling to ensure the quality,
completeness and speed of
the test process.
Service Management
Tooling
Automated Test
Automated Deployment to
Production
Automated flow from dev
through test and acceptance
to production
Development Tooling
Tool in which all units of work
are registered
Tooling supporting the
development process
Monitoring progress and data for
the overall KPIs
A tool can generally test more
quickly and accurately
Reduces the chance of mistakes;
ensures the consistency of
environments
Reduces the time required for
developing working software
Not everything is integrated
into tooling, but does need to
be available for the team
Non-technical tools e.g.
checklists, guidelines and
architecture drawings.
Automation is vital for ensuring speed,
consistency and quality of work
109
Behavior &
Attitude
Automation
Flow Organization
Performance

Continues Delivery Implies: Software has to Flow
110

Continues Delivery Implies: Software has to Flow
(Contd.)
111

TYPICAL TOOLS THAT SUPPORT THIS PRINCIPLE OF
CONTINUOUS DELIVERY
113
ALM SCM Build
Contin.
Integr.
Analyze Reposit. Test Deploy Monitor
Endevour
Nexus
IWD TBSM
ITCAM
Endevour
Endevour
TADDM

Tools for automation
114
Behavior &
Attitude
Automation
Flow Organization
Performance

Benefits of automation
Automation supports
 Faster lead times
 More frequent releases
 Less turbulent releases
 Fewer errors
 Higher quality
 Faster recovery
 Business and customer satisfaction
Automation enables
computers to do rote tasks
and allows people to
 Solve problems
 Make decisions based on feedback
 Use their skills, experience and
Judgment
115
Behavior &
Attitude
Automation
Flow Organization
Performance

Considerations with DevOps
 Legacy systems: first do DevOps then let the team clean up the legacy
 Team forming
 Short cycles of feedback from customer to DevOps team
 Short cycles of feedback from P to DTA
 Real service definition
 Encourage the self-cleansing capability of the team (“Eat your own dog food”)
 Sizing for DevOps – how big must my organization be?
 Shared resources or underutilized resources
 What happens to all the process management roles?
117

How to deal with the old-school segregation of duties?
• The release manager role ensures that there is no unauthorized access to the
production environment.
• As a result of the increase in deployments, the need for quick, unauthorized
access is reduced as the process fulfills the needs of the team.
• Tooling can also ensure that SoD is facilitated
How to deal with the ‘shared resources’ phenomenon?
• “I have one DB expert who reviews all major queries on our database system.
But now I have 4 DevOps teams? In which one should he be?”
• The key is to understand how much time the expert needs to spend per team.
• If, for example, there is 1 day of work per team, then the shared resource
should focus on sharing knowledge and skills with people in the team. The
expert can then be used for the specialist tasks and project support.
• This expert should be evaluated on flow efficiency rather than resource
efficiency.
There are other details to be ironed out
4.2
Other considerations … (1)

How to deal with the promise of increased efficiency?
• Since I get faster, automated and better at things…, I guess this whole
DevOps thing is a great way as a drastic cost saver, no?
• There is a basic minimum size to a DevOps team; below this level, the service
can no longer be guaranteed. The aim is to continually increase the amount of
value added by the team. The IT service can always be further automated and
improved.
• If there is truly too little work, expand the scope of the team.
How to deal with customers?
• “Since one of the Agile principles (and also very Lean) is to make business
people and developers work together daily throughout the project, shouldn’t
we call it BusDevOps…or value stream management?
• The intention of DevOps is to improve the flow efficiency of the units of work
that enter the team. Involving the customer gives a greater certainty that the
team is also dealing with the right things
• A DevOps team must have its processes in place so that the customer is
enticed to join in

How to deal with visualization?
• My Agile board starts with epics, to features, to sprint items, to stuff in integration
and then ‘done’…; so what columns do I add once Ops is in my team? Are we still
working on the same units of work?
• The units of work are identical only we use generic common names for them
(incident, change, project, service request, problem). These are used on the team’s
VM boards. The details per unit of work will differ
How to deal with governance?
• “I’m currently a project manager. I already have two scrum masters on board of my
development team plus a product owner. And now there’s this team leader of the
Ops team. Who is going to be the appointed manager in this circus and what is its
main responsibility?
• It works the other way round. First, there is a service. Second, there is a team that
supports it. Within the team, all units of work are processed. The ‘project manager’
may have the role of team leader, or someone else may have the role. In this case,
the project manager reports to the team leader.

How to deal with ‘interest’ or lack thereof?
• One of the traditional arguments against DevOps is that the people involved are not
interested in each other’s work: a developer does not understand and is not
interested in operations and vice versa
• This is the cultural change that needs to take place in the team: there is a common
goal – the health of the IT service and everyone plays an equally important part. It is
vital for the team spirit that each team member is aware of the contribution that
each of the team members makes.
• The lack of interest is something that we have created as a result of out way of
steering and structuring the organization and individuals

122
Now what?
You’ve been introduced to DevOps

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