Combining Speed of Delivery and Quality in Complex Systems. Manuel Pais DevOps & Delivery manuelpais.net

Transcription

1 Combining Speed of Delivery and Quality in Complex Systems Manuel Pais DevOps & Delivery manuelpais.net

2 About me Manuel Pais MS Software Eng DevOps and Delivery Consultant Focused on teams and manuelpais.net

3 About me Co-author: Team Guide to Software Releasability by Chris O Dell & Manuel Pais releasabilitybook.com

4 About me

5 Agenda 1. The Need for Speed (aka DevOps) 2. Failure = Quality in Complex Systems 3. Survival of High-Performing Cultures

6 2001: Agile Manifesto Java / Web Developer

7 Agile Scrum

8 Agile Scrum

9 Scrum, Scrum, Scrum

10 Scrum, Scrum, Scrum

11 Scrum, Scrum, Scrum

12 Scrum, Scrum, Scrum

13 Scrum, Scrum, Scrum

14 Wall of confusion

15 2009: DevOps Java / Web Developer Build Manager QA Engineer QA Lead

16 DevOps brought to the attention that two worlds, typically apart in a company, need to collaborate and that actually gives you a competitive edge Patrick Debois infoq.com/interviews/debois-devops

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19 Agile Scrum DevOps

20 Agile Scrum DevOps

21 Agile Scrum DevOps

22 Agile System Administration was too long and too narrow Patrick Debois infoq.com/interviews/debois-devops

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24 2010: Continuous Delivery Java / Web Developer Build Manager QA Engineer QA Lead DevOps Consultant

25 ability to get changes of all types, into production, or into the hands of users, safely and quickly in a sustainable way Jez Humble continuousdelivery.com

26 cdchecklist.info

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28 Agenda 1. The Need for Speed (aka DevOps) 2. Failure = Quality in Complex Systems 3. Survival of High-Performing Cultures

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34 Systems of systems Complex run time dependencies Vulnerable build time dependencies Failure is endemic

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38 The zero-error fallacy Researchers at MIT have shown that: a) the more incidents an airline has, the lower the passenger mortality risk b) construction sites with relatively more incidents in a given year have fewer worker deaths than those with zero incidents.

39 The zero-error fallacy Researchers at MIT have shown that: a) the more incidents an airline has, the lower the passenger mortality risk b) construction sites with relatively more incidents in a given year have fewer worker deaths than those with zero incidents.

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41 Learning from Failure Greatest illusion is that the difference between excellent and crappy operations is the number of errors or failures

42 Learning from Failure Greatest illusion is that the difference between excellent and crappy operations is the number of errors or failures What makes a difference is the presence of positive capacities in people, in teams, in the organization.

43 Learning from Failure Greatest illusion is that the difference between excellent and crappy operations is the number of errors or failures What makes a difference is the presence of positive capacities in people, in teams, in the organization. A safety culture is one in which the boss actually invites bad news, and may even reward it.

44 time between failures time to repair

45 time between failures time to repair

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48 Development vs Maintenance

49 Development vs Maintenance TEAM builds, deploys, runs, monitors and fixes + Ops provides platform

50 DONE = deployed

51 DONE = deployed DONE = monitored in production

52 DONE = deployed DONE = monitored NOT in production

53 Incident reviews

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56 Chaos engineering

57 Wrong incentives Rewarding zero defects / fixing defects

58 Wrong incentives Rewarding zero defects / fixing defects Focus on simple/single metric

59 Wrong incentives Rewarding zero defects / fixing defects Focus on simple/single metric Different IT teams with different goals

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61 Right incentives Reward along business objectives

62 Right incentives Reward along business objectives Combination of metrics (e.g. lead time + time to repair)

63 Right incentives Reward along business objectives Combination of metrics (e.g. lead time + time to repair) All IT teams share same objectives

64 High Performers Are More Agile 30x more frequent deployments 200x faster lead times than their peers Source: Puppet Labs 2015 State Of DevOps:

65 High Performers Are More Reliable 60x the change success rate 168x faster mean time to recover (MTTR) Source: Puppet Labs 2015 State Of DevOps:

66 Agenda 1. The Need for Speed (aka DevOps) 2. Failure = Quality in Complex Systems 3. Survival of High-Performing Cultures

67 Culture Types source:

68 Blame Culture Resistance to Change Lack of Collaboration

69 Blame Culture Resistance to Change Lack of Collaboration

70 Blame Culture Resistance to Change Lack of Collaboration

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73 Blameless Continuous Learning High Collaboration

74 Blameless Continuous Learning High Collaboration

75 Blameless Continuous Learning High Collaboration

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79 Conclusion

80 Conclusion People

81 Conclusion Process People

82 Conclusion Tools Process People

83 References

84 Thank you! Manuel Pais MS Software Eng DevOps and Delivery Consultant Focused on teams and manuelpais.net