DEVOPS - THE VACCINE FOR THE ENTERPRISE DISEASE - JASON SUTTIE
The body has organs that provide specific and vital functions. In order to survive each organ needs to work in harmony with the other. Just like the body, enterprises have organizational divisions/silos that provide specific functions.
Jason, Suttie, RMB, Agile, DevOps, Rand, Merchant, Bank, Technology, IT, Disruption, Foundery,
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DEVOPS – THE VACCINE FOR THE ENTERPRISE DISEASE

THE ENTERPRISE DISEASE

The body has organs that provide specific and vital functions. In order to survive each organ needs to work in harmony with the other. Just like the body, enterprises have organizational divisions/silos that provide specific functions.

• Silos in business between income generating units and support units
-IT mirrors those silos
-Silos within the IT function
-Divide between infrastructure and development
-Silos not tailored to flow of work
-Silos themselves aren’t bad but they don’t encourage collaborative behaviour
-In the old days of engineering you just had engineers in a team that did the work front-to-back
-Replacing essential functional organs with silos

Culture and philosophy are the treatment

-Culture – RMB empowering culture
-Philosophy – how we think about things

RMB Investment Bank is Agile

Product Owners are business people who work in the teams to define business priority and direction. Development teams exist in each part of the IT function. Operations consists of three parts Infrastructure Run, Infrastructure Change and Application Support.

The body has organs that provide specific and vital functions. In order to survive each organ needs to work in harmony with the other. Just like the body, enterprises have organizational divisions/silos that provide specific functions - Jason Suttie
Given our philosophy, DevOps is a natural extension of Agile for us.

We introduce new principles and supporting practices e.g. Principle automation over manual + Practice Infrastructure as Code

THE JOURNEY TO DEVOPS THE CYCLE

Is about where we are in the journey: A vision – Dreamed up by two people: This vision started simply but was informed by visits to other companies, vendors and literature.

THE EXPECTATION ACCORDING TO THE LITERATURE

What were our expectations according to literature as well as our environmental needs: Empathy is a spin off from collaboration.

Multiple handoffs from the business, dev and ops – multiple re-prioisations, multiple lists of work

Optimisation = automation view.

Measurement
Cycle Time
Stability
Behaviour – Collaborate, Empathy, Optimse

The vision and literature were the easy parts, the practicalities of where and how to start was more difficult. We decided to do a number of experiments to inform the overall direction.

THE PROGNOSIS: ALM

What were the observations, retrospective take-outs

Ownership + Behaviours shift
Teams more open to try/experiment
Excitement and energy – saw the value
Brains trust came together – mutual interest
Challenges – get right buy in at right levels, safe to fail in infrastructure, distrust of developers

This initiative among others has definitely introduced a CULTURE transformation where teams that work in siloes reached across the divide and collaborate, share knowledge, build automated release process together and continue to enable each other: DevOps success - Priya Thomas

THE PROGNOSIS: ALM

Step 1: “Vision: The Sell”= Engaged with Ops heads and Dev team to sell the idea and value derived. Dev needed Ops heads to understand they cant do it by themselves. Need Ops buy-in for successful DevOps
The Ops heads wanted standards and checks defined to enable better Ops services
Developers needed to streamline Ops functions including deployment freeing up developers and ensuring more reliability in deployments.
It was important for Ops to understand that this wasn’t diminishing the Ops role, rather it required Ops to be more involved with the developers during build and deployment stages. Ops time is also freed up to focus on other work i.e. researching new tools energizing the team morale.
Developers are also freed up to work on more Dev or focus more on Continuous Delivery.
A windows sys admin with an understanding of the deployment and monitoring practices was required to work directly with the Dev team
— Risk reduction Dev Access to production
— Dev want to focus on core competencies

Step 2: “Sharing: Ops & Development Lifecycles”= Dev team and ops Heads and Windows sys admin collaborated on the development lifecycle followed by the Microsoft team (SHARING)

Step 3: “Automation: Prototype”= Dev team prototyped an entire dev – build – release cycle using Microsoft TFS and Release Manager. This was followed by an interactive demo so everyone was on the same page as to how Release manager was configured per build and release.

Step 4: “Automation: Real-life”= A real life demo followed picking a project (BI project) that was to go live (AUTOMATION)
The deployment of this project was done using the automated Release manager process
A lot of effort goes into this upfront, but its once-off and ensures a smooth process across the lifecycle.

Step 5: “Collaboration: Enterprise Change”= The team is now collaborating with the Change management team to get the Release Manager change process to hook into the Enterprise change system (COLLABORATION)

Step 6 :”Measurement: Visiible Dashboards, Monitoring”= The team is also setting up SCOM monitoring for enablement of end-to-end proactive monitoring across the application and system in question (AUTOMATION)
Stats from TFS and Release Manager on successful milestones can be made visible on dashboards viewable by Dev and Op (MEASUREMENTS) This is a work in progress.
This initiative among others has definitely introduced a CULTURE transformation where teams that work in siloes reached across the divide and collaborate, share knowledge, build automated release process together and continue to enable each other: DevOps success – Priya Thomas

It takes time for the vaccine to work, as the people culture need to shift across, the different areas are not always in sync however need to work together
How do we make the body function
How do we ensure that the vaccine lasts, components of the value stream. - Claude Kumst

THE DIAGNOSIS

What were the observations, retrospective take-outs

Ownership + Behaviours shift
Teams more open to try/experiment
Excitement and energy – saw the value
Brains trust came together – mutual interest
Challenges – get right buy in at right levels, safe to fail in infrastructure, distrust of developer

Personal shift is around the people
In closing….

THE DIAGNOSIS/CLOSING

Talk about the vaccine, and how we are inoculating etc

Emergent approach – just like Agile, body analogy
How does a sick body heal itself
Feed The body knows how to heal, needs nutrients, water etc.

The vaccine of devops

Self healing body –
Vaccine is a long lasting approach
Right level of support, the culture of RMB is the recovery
It takes time for the vaccine to work, as the people culture need to shift across, the different areas are not always in sync however need to work together
How do we make the body function
How do we ensure that the vaccine lasts, components of the value stream. – Claude Kumst