How to Run IT Support the DevOps Way

John Custy Managing Consultant

JPC Group

Sarah Khogyani Product Marketing Manager

Atlassian

John CustyService Management Practitioner, Consultant and Educator

jpcgroup@outlook.com

•Ron Muns Lifetime Achievement Award •IT Industry Legend – Cherwell Software •Distinguished Professional in IT Service Management •ITIL Expert and ITIL Accredited Trainer •ISFS, ISMAS based on ISO/IEC 27002 •ISO/IEC 20000 Consultant •DevOps Certified Instructor •KCS Verified Consultant •HDI Faculty & Certified Instructor

Twitter: @ITSMNinja Facebook: John Custy LinkedIn: johncusty

D E V O P S O V E RV I E W

TO D AY

D E V O P S VA L U E S

D E V O P S F O R S U P P O R T

Agenda

C R I T I C A L S U C C E S S FA C TO R S

Today’s situation

Rising business expectations

??

Stability

Today’s situation

MobileCloudBig data

New technologies

Virtualization

Agile development

Today’s situation

Lots of changes, not deployed quickly enough Ops, QA, Testing, Support not aligned with development

Deployment failures have risk of downtime Development and ops must work together

What about IT Operations?

Today’s situation

IT Challenges

Visibility

Continuing pressure to improve relevance of services.

BalanceIT must balance the rate of change with stability.

Pressure

Scattered data or lack of data at all limits incident and problem understanding.

Support Challenges of all incidents are due to changes

85%-87%

Support Challenges Support is often unaware of changes

being made to services they support.

What changes?

Support Challenges Duplication of work happens in

support and across IT groups.

Rework

Support Challenges Support is hidden from developers,

product owners and product managers.

Silo’d

DevOps Overview

ReliableAgile

High-Performing IT Organizations:

Winning

• 60x fewer failures

• Recover 168x faster

• Deploy 30x faster

• Lead times 200x shorter

• 2x more likely to exceed profitability, market share and productivity goals

Source: Puppet Labs 2014 and 2015 State of DevOps reports

Reliability

What do customers care about?

New functionality

Enabling the business and their customers by providing more reliable services. When there’s an interruption, they’re able to

recover faster and minimize impact to the business.

High-performing IT organizations are

Enabling the business

High-Performing IT Organizations:

What is DevOps?

DevOps is a movement that advocates a collaborative working relationship between development and IT operations.

Development Operations

Everyone involved in developing software products and services.

Everyone involved in delivering, managing and supporting the

products and services.

Agile working relationship

Where did DevOps come from?

•Processes in place today aren’t meeting business needs. •Response to bureaucratic processes

Notable DevOps practitioners:

DevOps Principles: The Three Ways

DevOps Principles

Dev Ops

Business Customer

The first way: systems thinking

DevOps Principles

Dev Ops

The second way: amplify feedback loops

DevOps Principles

The third way: continual experimentation and learning

Dev Ops

Agile and Lean

DevOps enablers:

Agile and lean development and service management practices

Automation Service Frameworks

Data center automation, configuration management,

monitoring, self-healing

ITIL, ISO/IEC 20000, Kanban, Value stream

mapping

DevOps Values

Keep C.A.L.M.S. and DevOps On

Automation

Measurement

Lean

Sharing

Applied to IT support

Culture

Automation

Measurement

Lean

Sharing

Applied to IT support

Culture

Culture

Focus on results

Understand behaviors

Good communication

• Standups

• Kanban boards

• Hack days

• Chatrooms or sharing space

Knowledge management• Known errors at deployment

• Link articles to problems

Automation

End-to-end linking• Link incidents, problems and requests

to changes and releases

Reliable deployment• Continuous integration, continuous

delivery and continuous deployment

Testing• Support requirements

Proactive monitoring• Visibility to support

Lean

Eliminate waste

• What am I doing that doesn’t add value?

Pull vs. Push• Driven by customer demand

Continuous improvement

• Small iterations

Failure is normal

• What was learned?

Waterlilies & Lean

MTSR• Mean-time-to-restore

• Did it increase or decrease?

Metrics

MTTR• Mean-time-to-repair

• Did it increase or decrease?

Repetitive issues• Did it increase or decrease?

SLAs/OLAs• Service level agreements and

operational level agreements

• What is the impact of deployments to achievements of service level targets?

Cost per incident

Total cost of support

Cost of downtime

Sharing

ViewsGoals Priorities

Process Knowledge systems

Communication

Codebase Toolsets

Ownership

Success

Workflow

Learnings

OutcomesVisions and goals must be linked to business outcomes.

Innovation

OutcomesEnsure categorizations and tools enable collaboration.

Sharing

OutcomesIncidents, problems and changes are part the backlog.

Process

OutcomesContinually improve service design, service transition and service operations.

Improvement

What does success look like?

Learning

Sense of urgencyCommon goals

Critical success factors:

Culture change

Everyone agrees to set goals.

Understanding for each of these goals.

People, processes and automation.

A common vocabulary.

Metrics Reinforce behaviors

Ensure goals are set on outcomes.

Reward and recognize teams.

Thanks for watching!