D E V O P S T E X A S TEXAS M E E T U P DEVOPS INAUGURAL PRESENTATION
ITINERARY PART 1 • Introductions • Why Texas DevOps Meetup (in Houston) • Expectations for the Meetup PART 2 • Intro to DevOps (what is it, where it originated) • Why DevOps q Business Context q Project Management Context q Technology Context
PART 1 30-second Introductions ü Name & What you do ü How long involved with IS/IT (yrs exp) ü What you can contribute to the group ü Your expectations from the group
WHY START A DEVOPS MEETUP? • Demystifying DevOps • Collaboration of like minded people to help resolve DevOps related problems • Sharing new techniques and technologies with members in Houston • Enable the next generation of C-Level executives and key decision makers in becoming high speed “DevOps Problem Solvers” • Establish a DevOps center of competency in Houston • “ This group is for IT executives, business managers, designers, developers and systems administrators across all sectors; in fact anyone associated with the IT industry who is interested in learning and sharing how #DevOps can transform all aspects of technology innovation in a continual and sustainable manner. Topics to be discussed and shared will range from Agile frameworks and Test Driven Development to Continuous Delivery and everything between and beyond. Join us, share, learn and collaborate in growing Houston's global reputation as a cutting edge tech center. ”
WHAT YOU CAN EXPECT FROM THE GROUP? • Monthly Meetups to encourage knowledge sharing • Provide timely and pertinent information on a variety of innovation topics, across the IS/IT functions • Host local and global speakers/presenters who can enlighten us with their experiences • Organize workshops and seminars as a forum for accelerating DevOps adoption and success stories in Houston FOSTER COLLABORATION, DELIVER RELEVENT CONTENT
WHAT SHOULD GROUP MEMBERS EXPECT FROM ONE ANOTHER? • Active participation and actionable feedback • A friendly, open forum that is respectful and insightful • Continuous knowledge sharing (cross pollination) • Problem solving assistance for real-world challenges • Decisions on the future Meetup direction, discussions, seminars and workshops in Houston • Technologies • Processes • Tools • Culture (Change Mgmt)
ITINERARY PART 1 • Introductions • Why Texas DevOps Meetup (in Houston) • Expectations for the Meetup PART 2 • Intro to DevOps (what is it, where it originated) • Why DevOps q Business Context q Project Management Context q Technology Context
PART 2 Introduction to DevOps (what is it, where it originated)
WHAT IS DEVOPS? • Ultimately about culture, supported by • Technology • Processes • Tools • Culture being the manifestation • Beliefs • Behaviors • Actions i.e. Very difficult to change DevOps is not a sporadic development … Its is Evolutionary
BUSINESS MODEL EVOLUTION AND INNOVATION • A business model is the DNA of any enterprise • Over the last 20 – 30 years we have witness the rapid decline in the half-life of business models • Technology disruption • To survive many business need multiple business models to be ready to catch the next wave • This need for business change have driven the need for technology change. Hence DevOps Its Evolutionary. “It is not the strongest or the most intelligent who will survive but those who can best manage change.” ― Charles Darwin
KODAK – CASE STUDY 1 Disruption: Digital photography • Kodak could not fathom a world without traditional photography and hence did not change their business model • By the mid 2000’s found themselves competing with a highly commoditized, low margin digital photography industry • 2012 filed for bankruptcy
BLOCKBUSTERS – CASE STUDY 2 Disruption: DVD and Digital media distribution (no late fee) • Peaked in 2004 • 60,000 employees • 9,000 stores • Bankrupt 2010 • Sold at an auction for $233 million to Dish Network Ironic. Had the chance to purchase Netflix in 2000!
THE RELATIONSHIP BETWEEN BUSINESS AND TECHNOLOGY • The engagement between business and technology resides on a continuum • One extremely are entrepreneurial startups • Business and technology models are indistinguishable • Highly integrated • The other are those that struggle to align technology with business • Typically historical, brittle, “legacy technology” • Massive accrued technical debt • My Walgreens example IT and Applications are fundamental to a Business Model. Business Models can not evolve if IT is static
PROJECT MANAGEMENT • Evolution of Agile development project management practices DEVOPS MATURITY
PROJECT MANAGEMENT "There needs to be a holistic understanding of the value streams driving engineering work and how best to make improvements.“ Alec Lazarescu
PROJECT MANAGEMENT "There needs to be a holistic understanding of the value streams driving engineering work and how best to make improvements.“ Alec Lazarescu
PROJECT MANAGEMENT Big Bang (Waterfall) Characterized by: • Project Manager owns everything • Rigid Change Request Process • Massive Documentation Requirement • Triple Constraints planning ad nauseam
PROJECT MANAGEMENT Big Bang (Waterfall) Characterized by: • Project Manager owns everything • Rigid Change Request Process • Massive Documentation Requirement • Triple Constraints planning ad nauseam • Tightly managed gateway approvals (usually tied to budget / bonuses / invoicing / etc) • Potential Value realized only at the end of the entire investment cycle
PROJECT MANAGEMENT Big Bang (Waterfall) Characterized by: • Project Manager owns everything • Rigid Change Request Process • Massive Documentation Requirement • Triple Constraints planning ad nauseam • Tightly managed gateway approvals (usually tied to budget / bonuses / invoicing • Potential Value realized only at the end of the entire investment cycle • Massive Risk Accrual & Mitigation tradeoffs • Cost Over-runs • Scope Creep / Scope Shaving • Unsatisfied End-users & Sponsors • STRESS for everyone involved • PM gets killed or shipped to the Gulag
PROJECT MANAGEMENT • What are the traditional functions of Project Management? 1. OWNS Value Creation Process for entire Project Team 2. Managing Executive & Sr Mgmt Expectations 3. Delivering on Portfolio Priorities 4. Reporting & Predictability 5. Accurate Budgeting 6. Staffing & Delivery 7. Social Psychology 8. Translating Vision
PROJECT MANAGEMENT • What are the most common, recurring IT project management issues? 1. Lengthy and Verbose Planning Cycles (~30% of project failures due to this item alone – PWC) 2. Goals & Objectives not Aligned to Strategic Business Plans 3. Lack of Executive Sponsorship + Stakeholder Insecurity 4. Glacial Change Management 5. Hero Mentality / Low Collaboration 6. Rigid Documentation Requirements 7. Entrenched IS/IT Firefighting Mentality 8. Misaligned Philosophical Approaches 9. Untracked, Unmitigated Risks 10. Commercial Pressure
PROJECT MANAGEMENT • How does the typical waterfall project feel to the people involved? What does the Business want from IT? What does IT want from the Business? • Intelligent, flexible Plan (predictability) • Clearly articulated Requirements • Accurate Cost Estimates (cost • Priorities reductions) • Funding • Commitment to Delivery Dates • SME Resources • Continuous Status Updates • Uninterrupted Time to Develop & • Ability to modify Requirements (at any Validate time, based on market demand) • Quick turn-arounds / Answers • Working technology, NOW • … • …
PROJECT MANAGEMENT • How does the typical waterfall project feel to the people involved? Project Managers What does the Business want from IT? What does IT want from the Business? • Intelligent, flexible Plan • Clearly articulated Requirements (predictability) • Priorities • Accurate Cost Estimates (cost reductions) • Funding • Commitment to Delivery Dates • SME Resources • Continuous Status Updates • Uninterrupted Time to Develop & Validate • Ability to modify Requirements (at any time, based on market demand) • Quick turn-arounds / Answers • Working technology, NOW • … • …
PROJECT MANAGEMENT • Evolution of software development project management practices Only ~30% of Waterfall Projects Succeed.
PROJECT MANAGEMENT • Evolution of software development project management practices Lots of Waste + Stress = Unhappy Campers
PROJECT MANAGEMENT • Evolution of software development project management practices Project Managers This SUCKS … we’re a Learning Organization w/ PMO … ? … why can’t we WIN more often … ? … and we HATE the Gulag …
PROJECT MANAGEMENT • Evolution of Agile development project management practices February 2001, Agile Manifesto 12 Agile Principles
PROJECT MANAGEMENT • 12 Principles of Agile Software Development
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