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
•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!
