Leading the Transformation

Leading the Transformation“Applying DevOps and Agile Principles at Scale”

Gary Gruver

FW no longer a bottleneck for the business

Development costs reduced from $100M/yr. to $55M/yr.

140% increase in the number of products under development

Capacity for innovation increased from ~5% to ~40%

Requirements Scheduling DevelopmentIntegration & Qualification

Waterfall Development Model

Resources

Waterfall Approach: Do enough up front planningto lock in all three corners

ScheduleScope

Requirements Scheduling DevelopmentIntegration & Qualification

Waterfall Development Model

Resources

Waterfall Approach: Do enough up front planningto lock in all three corners

ScheduleScope

Waterfall Reality: Discoveries during development and difficulties with integration/qualification results in frequent and costly schedule slips

Agile Development Model

Plan

Qual Dev

• Fully qualified code drops on a fixed schedule

• Frequent small integrations

• Short planning and development cycles

• Delivering to a well prioritized product backlog

Plan

Qual Dev

Plan

Qual Dev

Plan

Qual Dev

Drops of Working Complete Code on

A Fixed Interval

Scrum Agile≠

Water

Scrum

Fall

Planning & Prioritized Backlog

Applying DevOpsPrinciples at Scale

Leading the Transformation

Enterprise Level

ContinuousImprovement

Business

Objectives

Business Objectives (Don’t “Do Agile”)

Define your value proposition

Understand yourcost & cycle-time

drivers

Either automate, eliminate, or engineer out the drivers that aren’t key to the value prop

Enterprise Level Continuous Improvement

Mini-milestone Objectives

Cascading Objectives to Track Progress

ConversationsLearnings

Agile Adjustments

Long Term Predictability for SW Schedules

100%

Acc

ura

cy

Planning Investment

Locking in Capacity Over Time

100%

Capaci

ty

Time Horizon

Long-range commitments < ~50% of Capacity

Mid-range commitment < ~80% of Capacity

Delivery

Business

Objectives

Planning & Prioritized Backlog

Applying DevOpsPrinciples at Scale

Leading the Transformation

Enterprise Level

ContinuousImprovement

Business Objectives for Applying DevOps at Scale

Increase the quality and frequency of feedback

Reduce the time and resources between release branch & production

Improve deployment repeatability/env. stability

Testing in an Operational like environment as close to dev. as possible

Finding the offending codeWhat Code?

When? Are you sure it wasn’t Bob?

Developing on Trunk

Automated system test architecture

• Component based approach to the automated test architecture

Data Magic

Navigation

Page Objects

CD - Picking the Right Tool for the Job

Orchestrator

TriggerScripte

dEnv

Deployment

EDD AutoTesting

Scripting Environments - VariancesMY SERVICES PRE-PROD PERFORMANCE PRODUCTION

Common Script Common Script Common ScriptCommon Script

Environment descriptors

Finding the offending component quickly improves productivity

Configure Servers/Routing Device1:

Deploy Code2:

Run a System Test3: ? ? ? ? ? ? ? ? ? ? ? ?

Finding the offending component quickly improves productivity

Configure Servers/RoutingDevice and Validate Data1:

Deploy Code & Validate Successful Deployment2:

Run a System Test3: Code Validated

Building up a Large SW System

Ser

vice

Vir

tual

izat

ion

Agile Comp 1

Agile Comp 2

Agile Comp 3

Agile Comp 4

Agile Comp 5

Agile Comp 6

Legacy Waterfall

IT 1

Legacy Waterfall

IT 2

Legacy Waterfall

IT 3

Agile Comp 1

Auto-revert/Gated Commits

Building up the Enterprise

Gating at the Application or Artifact

Inte

rfac

e Te

st S

imu

lato

rIn

terf

ace

Test

Sim

ula

tor

Gating at the SCM

Gating at the SCM

Building Up the EnterpriseSystem

Application Gating

Understanding the Work

Farming the Build Acceptance tests

Shifting the Culture

• Getting developers to ensure every check-in to trunk is stable in a production like environment as job #1.

 • Getting development and operation teams using common

tools and environments so they share common objectives.

• Getting the entire organization to agree that the definition of done at the release branch.

• Embrace the unique characteristics of software and design a planning process that takes advantage of its flexibility.

FW no longer a bottleneck for the business

Development costs reduced from $100M/yr. to $55M/yr.

140% increase in the number of products under development

Capacity for innovation increased from ~5% to ~40%

Leading the Transformation“Applying DevOps and Agile Principles at Scale”

E-mail: [email protected]: largescaleagile.comTwitter: @GRUVERGary