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DevOps

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Dominic Saviuo M

This document discusses DevOps frameworks and principles. It outlines that as customer needs have become more complex, development teams have evolved their practices to be more flexible and agile. This has blurred the lines between traditional development and operations teams. DevOps aims to make organizations more efficient by integrating tools, processes, and guidelines. It provides a flexible environment that facilitates success. To implement DevOps successfully, organizations should perform due diligence, define processes tailored to their needs, select appropriate tools, establish KPIs, and provide best practices and examples.

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DEVOPS FRAMEWORK BY DOMINIC SAVIUO. M. Contact: dominic.saviuo@gmail.com
DEVOPS As the customer need increasingly complex for software applications/services. IT development teams evolved their software development, maintenance and support practices for more flexibility. Software framework evolving a change from waterfall models to agile or lean development practices. This change also propagated to operation teams which blurred the lines between traditional Development and Ops teams. Today, DevOps designates a set of tools, processes, best practices and corporate management guidelines that make an IT and business organization more agile and more efficient. We believe the customer service and value add takes the high priority, eventually it’s the goal of an organization. While the software tools and practices promoted by DevOps practitioners are well understood, rigid infrastructures and forecast reduce the benefits and hinders the application of agile methods. DevOps practise provides a flexible environment that facilitated the successes of organizations like Banking & Insurance, Telecommunications … etc. This DevOps change is Top-To-Down of the organization. Which mean the agility will be adapted from the business planning to deliverables and support services. One have to do:-  Due diligence on DevOps  Edify DevOps processes that fits for your organization  Edify on tools that are needed in DevOps practice  Setup KPI and guide the DevOps team  Provides best practices and practical examples on how to get started on DevOps, regardless of the size of your organization
DevOps
WHY WE DO IT… Integrated Environments Knowledge Retention Innovation Cost Reduction Time to Market Customer stratification Some common challenges...
TRADITIONAL DEPLOYMENT & CONFIGURATION COMPLEX AND TIME CONSUMING • BOTTOM UP THINKING • VERTICAL AND STATIC APPROACH • ON GOING MANAGEMENT IS PROCEDURAL AND REACTIVE PROLIFERATION OF IT ASSETS • LACK OF STANDARDIZATION INCREASES PERMUTATIONS OF SOFTWARE COMPONENTS NOT CLOUD AWARE • EACH DEPLOYMENT PLAN IS TIED TO A SPECIFIC INFRASTRUCTURE SERVICE Deploy OS Configure OS Deploy MW Configure MW OS OS OS OSOS
6 Let us break the wall of confusion… Why can’t “DevOps”…. HOW TO OVERCOME
WHAT WE DO  Deliver business value faster and better  Better coordination and collaboration  Enhanced customer experience  Minimize business impact  Optimization  Cost  Resource  Practice deploying smaller changes eventually reduces MTTR  Better knowledge retention through cross-skill enablement  Internal ownership by DevOps team for End-to- End services  Transparency within stakeholders  With feedback comes quality  Continuous improvement
DEVOPS STRUCTURE Product Backlog Team1 Team2 Team3..n Iteration – Design,Develop&UT … ReleasePlan SystemDemo SystemDemo SystemDemo (OM, Prog Mgr, Cheif Product Owner Cheif Scrum Master, Architect) (Buz Owners, OM’s, Finance Program Manager, Marketing) DevOps Team Monthly Release PortfolioLevelProgramLevelProjectLevel App team AM Services OPS Backlog Team1 Team2 Team3..n Remedy ServiceManagers
DEVOPS GOVERNANCE FORUMS •Provides strategic direction and management oversight •Has Executive sponsors and senior management representatives from both organization Portfolio Governance •Responsible for performance and management of services which addresses tactical and operational issues as and when they arise •Has a Project sponsor, Program manager, procurement manager for Clients and a Program manager and an Account manager from . Program Governance •Responsible for day-to-day management of services and deliveries •Has project managers fromDelivery Governance
DEVOPS TEAM ROLES IT Manager Project Board Execution Team  IT Manager  Client Partner  PM, BRM, FB, PO, Scrum master Preparation Team: Architect, Business Analyst , BRM to determine on Implementation PM – Product Backlog, PID Approval, Budget Approval, Scrum master– Resource Planning, Tracking, Reporting Infra Team Agile Delivery Team:1 Product Owner Scrum Master PM Agile developers Testing Team Agile Delivery Team:3 Product Owner Scrum Master PM Agile developers Testing Team Agile Delivery Team:2 Product Owner Scrum Master PM Agile developers Testing Team Service Manager Team …n Product Owner Scrum Master PM Agile developers Testing Team
KEY PERFORMANCE INDICATORS (KPI’S) & METRICS
KEY PERFORMANCE INDICATOR’S Resource & Communication Product Quality Service Management Execution Excellence Demonstrating Values Project Management Financials Lean Portfolio
SAMPLE METRICS “EXECUTION EXCELLENCE”
SAMPLE METRICS “PRODUCT QUALITY”
SAMPLE METRICS “SERVICE MANAGEMENT”
PRINCIPLES PREREQUISITE , INITIAL READINESS & ROADMAP
CRITERIA AND REQUIREMENTS • STABLE APPLICATION ENVIRONMENT; OTAP/DTAP • FULLY AUTOMIZE ENVIRONMENTS, • ALL TOOLS IN PLACE, TEST AUTOMATION TOOL, CI/CD FOR EVERY RELEASE, VERSION MGT TOOL, CODE REVIEW TOOL, KPI REPORT ON MONTHLY BASIS FROM THESE TOOLS. • FIXED CORE DEVOPS TEAM; • STAFFING IS FOR LONGER PERIOD TO RETAIN KNOWLEDGE • CLEAR GOVERNANCE AND OWNERSHIP • CLEAR KPI’S TO MEASURE THE QUALITY OF DELIVERABLES
PREREQUISITE FOR DEVOPS S.No “Must Have” - Tasks 1 Integrate Dev and Ops team 2 Identification of Roles and Responsibilities 3 Access controls within the DevOps team 4 Tools for SDLC with Define KPI’s 5 Commitment from stakeholders 6 Workshops, Trainings 7 Governance 8 Automated Process Version control, Code review, Testing, Release & deployment , etc 9 Synchronized OTAP/DTAP Environments 10 Licenses
DEVOPS INITIAL READINESS - Month 1 Month 2 Month 3 DevOps • “Must have” tasks in place • Forming Scrum Team and Scrum Board Baseline • Code base • No of production incidents • No of Releases • Velocity per sprint • Burn Down Chart • Effort • Testing • Release cycle • Product performance • Finalize Baseline data delivery • Knowledge sharing and workshops for each scrum team • Finalize Execution workflows • Go / No Go Decision • Statement of Work DevOps

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DevOps

  • 1. DEVOPS FRAMEWORK BY DOMINIC SAVIUO. M. Contact: dominic.saviuo@gmail.com
  • 2. DEVOPS As the customer need increasingly complex for software applications/services. IT development teams evolved their software development, maintenance and support practices for more flexibility. Software framework evolving a change from waterfall models to agile or lean development practices. This change also propagated to operation teams which blurred the lines between traditional Development and Ops teams. Today, DevOps designates a set of tools, processes, best practices and corporate management guidelines that make an IT and business organization more agile and more efficient. We believe the customer service and value add takes the high priority, eventually it’s the goal of an organization. While the software tools and practices promoted by DevOps practitioners are well understood, rigid infrastructures and forecast reduce the benefits and hinders the application of agile methods. DevOps practise provides a flexible environment that facilitated the successes of organizations like Banking & Insurance, Telecommunications … etc. This DevOps change is Top-To-Down of the organization. Which mean the agility will be adapted from the business planning to deliverables and support services. One have to do:-  Due diligence on DevOps  Edify DevOps processes that fits for your organization  Edify on tools that are needed in DevOps practice  Setup KPI and guide the DevOps team  Provides best practices and practical examples on how to get started on DevOps, regardless of the size of your organization
  • 4. WHY WE DO IT… Integrated Environments Knowledge Retention Innovation Cost Reduction Time to Market Customer stratification Some common challenges...
  • 5. TRADITIONAL DEPLOYMENT & CONFIGURATION COMPLEX AND TIME CONSUMING • BOTTOM UP THINKING • VERTICAL AND STATIC APPROACH • ON GOING MANAGEMENT IS PROCEDURAL AND REACTIVE PROLIFERATION OF IT ASSETS • LACK OF STANDARDIZATION INCREASES PERMUTATIONS OF SOFTWARE COMPONENTS NOT CLOUD AWARE • EACH DEPLOYMENT PLAN IS TIED TO A SPECIFIC INFRASTRUCTURE SERVICE Deploy OS Configure OS Deploy MW Configure MW OS OS OS OSOS
  • 6. 6 Let us break the wall of confusion… Why can’t “DevOps”…. HOW TO OVERCOME
  • 7. WHAT WE DO  Deliver business value faster and better  Better coordination and collaboration  Enhanced customer experience  Minimize business impact  Optimization  Cost  Resource  Practice deploying smaller changes eventually reduces MTTR  Better knowledge retention through cross-skill enablement  Internal ownership by DevOps team for End-to- End services  Transparency within stakeholders  With feedback comes quality  Continuous improvement
  • 8. DEVOPS STRUCTURE Product Backlog Team1 Team2 Team3..n Iteration – Design,Develop&UT … ReleasePlan SystemDemo SystemDemo SystemDemo (OM, Prog Mgr, Cheif Product Owner Cheif Scrum Master, Architect) (Buz Owners, OM’s, Finance Program Manager, Marketing) DevOps Team Monthly Release PortfolioLevelProgramLevelProjectLevel App team AM Services OPS Backlog Team1 Team2 Team3..n Remedy ServiceManagers
  • 9. DEVOPS GOVERNANCE FORUMS •Provides strategic direction and management oversight •Has Executive sponsors and senior management representatives from both organization Portfolio Governance •Responsible for performance and management of services which addresses tactical and operational issues as and when they arise •Has a Project sponsor, Program manager, procurement manager for Clients and a Program manager and an Account manager from . Program Governance •Responsible for day-to-day management of services and deliveries •Has project managers fromDelivery Governance
  • 10. DEVOPS TEAM ROLES IT Manager Project Board Execution Team  IT Manager  Client Partner  PM, BRM, FB, PO, Scrum master Preparation Team: Architect, Business Analyst , BRM to determine on Implementation PM – Product Backlog, PID Approval, Budget Approval, Scrum master– Resource Planning, Tracking, Reporting Infra Team Agile Delivery Team:1 Product Owner Scrum Master PM Agile developers Testing Team Agile Delivery Team:3 Product Owner Scrum Master PM Agile developers Testing Team Agile Delivery Team:2 Product Owner Scrum Master PM Agile developers Testing Team Service Manager Team …n Product Owner Scrum Master PM Agile developers Testing Team
  • 12. KEY PERFORMANCE INDICATOR’S Resource & Communication Product Quality Service Management Execution Excellence Demonstrating Values Project Management Financials Lean Portfolio
  • 16. PRINCIPLES PREREQUISITE , INITIAL READINESS & ROADMAP
  • 17. CRITERIA AND REQUIREMENTS • STABLE APPLICATION ENVIRONMENT; OTAP/DTAP • FULLY AUTOMIZE ENVIRONMENTS, • ALL TOOLS IN PLACE, TEST AUTOMATION TOOL, CI/CD FOR EVERY RELEASE, VERSION MGT TOOL, CODE REVIEW TOOL, KPI REPORT ON MONTHLY BASIS FROM THESE TOOLS. • FIXED CORE DEVOPS TEAM; • STAFFING IS FOR LONGER PERIOD TO RETAIN KNOWLEDGE • CLEAR GOVERNANCE AND OWNERSHIP • CLEAR KPI’S TO MEASURE THE QUALITY OF DELIVERABLES
  • 18. PREREQUISITE FOR DEVOPS S.No “Must Have” - Tasks 1 Integrate Dev and Ops team 2 Identification of Roles and Responsibilities 3 Access controls within the DevOps team 4 Tools for SDLC with Define KPI’s 5 Commitment from stakeholders 6 Workshops, Trainings 7 Governance 8 Automated Process Version control, Code review, Testing, Release & deployment , etc 9 Synchronized OTAP/DTAP Environments 10 Licenses
  • 19. DEVOPS INITIAL READINESS - Month 1 Month 2 Month 3 DevOps • “Must have” tasks in place • Forming Scrum Team and Scrum Board Baseline • Code base • No of production incidents • No of Releases • Velocity per sprint • Burn Down Chart • Effort • Testing • Release cycle • Product performance • Finalize Baseline data delivery • Knowledge sharing and workshops for each scrum team • Finalize Execution workflows • Go / No Go Decision • Statement of Work DevOps