2013/09/15 Opscode NYC Event

by Gene Kim on

#devops

Barry Christ, CEO, Opscode

  • Internal 5 points
    • fuel the love of chef
    • make it easy to be successful
    • give orgs reasons to buy
    • be their favorite company to work with
    • speed matters; be disruptive

John Esser, Director Engineering Productivity, Ancentry.com

  • Esser: Ancestry is 2nd most popular hobby, rright behind gardening
  • Esser: PwC Tech Forecast: "DevOps: Solving the engineering productivity challenge;
  • Esser: Transformation: 2 phases: 4/2010-2012; 4/2012-Present;
    • Phase 1: Agile bootup (Scrum), data center virtualization, continuous devery, devops
    • Phase 2: Cloudification, business agility
  • Esser: Most common Q: "how do I adopt devops in my organization?"
  • Esser: "Traditional ops: responsible for operating stuff built by others: availability, reliability, stability, perf"
  • Esser: "Traditional ops: more sysadmin/operator skillset; less dev/builder skillset (coding, languages, architecture)
  • Esser: "Trad ops: bias towards buying solutions, "complete solutions"
  • Esser: "Trad ops: high dependency on processes, policies and best practices (ITIL); all good ideas, but often poor in execution
  • Esser: "Trad ops: typically, things get slower when you scale it up"
  • Esser: "Trad ops: when app is unstable, they restrict changes in order to prevent victimhood, reinforcing perception of anti-nimbleness
  • Esser: "I believe #DevOps will become the ops standard in the future; those that don't adopt will be at competitive disadvantage
  • Esser: "I also believe that larger, traditional IT/Ops departments cant change to DevOps
  • Esser: "Orgs must view #DevOps as a disruptive innovation: it will enable a new demand model for IT customers
  • Esser: "Disruptive innovation: 1. good firms are aware of innov; 2. firm's value network places insufficient value on it; a. not profitable enough; b. takes scarce resources away from sustaining innovation
  • Esser: "3. Firm disrupted by competitor (usually by smaller company)
  • Esser: "Unicorns (Etsy, Netflix, Etsy, Flickr) are poor case studies for horses like my organization (Ancestry.com)
  • Esser: "My pattern for #devops enterprise adoption in 3-5 years: 1) drive Lean/Agile thru org w/new mindset (ala Innov Soln)
  • Esser: "2) put senior leader in charge w/confidence & influence to drive DevOps venture outside of Ops;
  • Esser: "3) seed core DevOps team exempt from existing rules, policies, guidelines
  • Esser: "Transformational models: Level 1) the output; 2) the process; 3) the operating system; 4) the mindset" (Start at 4)
  • Esser: "The Lean Mindset:
  • Esser: "My leadership approach: 1) be concerned w/influence, not control; 2) concerned w/control in leverage situations
  • Esser: "3) sit up as high in the org as possible to allow unimpeded access, and get unfettered access throughout the org
  • Esser: "4) have trust & confidence of my superiors to provide air cover and beat down the organizational immune system
  • Esser: "Sequence of events:
    • 1) reported to VP Dev, as uber scrum master in Lean/Agile; got on first name basis w/dev and archs;
    • 2) realize ops is a release impediment;
    • 3) asked to report to VP Ops;
    • 4) ask for control of current config/release team (5 guys),
    • 5) ask for $1MM to build new team/tools;
    • 6) create new DevOps tools teams,
    • 7) create dept of Engineering Productivity ("good ol business language),
    • 8) acquire all QA/Testing (b/c old one left),
    • 9) thwart new Ops director attempted takeover;
    • 10) gain responsibility for "cloudiying" Ancestry
    • 11) creating SRE corp
  • Esser: "Fowler Strangler Pattern: gradually create new system around edges of old, growing until the old system is strangleld
  • Esser: "How I thwarted Ops director attempted takeover: 'Conways Law: if business moves, what do they need to take with them?
  • Esser: "Operatings becomes everyone's core concern: Dev operates apps; Productivity platform enables Dev
  • Esser: "Now we do 70+ deploys/week (used to be 1 big deploy every 2 weeks); outages due to deployment errors down by 10x
  • Esser: "New production innovation investment time up from 10% to 40% of portfolio; time to deploy systems now 1 day vs. 6 wks
  • Esser: "We're three years into our #devops journey: I see 1 more year to go"

Up: "What is ArchOps?" Justin Arbuckle, Chief Architect, GE Capital

  • Arbuckle: "I want to share GE Capital #devops journey; GE Capital is not a unicorn; it's a huge horse" (hahaha)
  • Arbuckle: "I love alliteration; every word I use begins with 'C'" (haha. true!)
    https://pbs.twimg.com/media/BT_IWRSCAAAkhAs.jpg
  • Arbuckle: "Building internal brands (like ArchOps) is dangerous: it's often causes vilification or 'they're crazy'
  • Arbuckle: "Enterprises are complex: insecure, slow, unstable, unsustainable
  • Arbuckle: "How many enterprises are doing things differently now vs 5 years ago; most enterprises must honestly answer 'no'
  • Arbuckle: "GE Capital: few different financial services; dozens of reg framewks; 10s of data centers; 1000s of apps; 10K+ svrs
  • Arbuckle: "Every enterprise in given vertical goes to same conferences
  • Arbuckle: "Consistency is the lever to move the enterprise
  • Arbuckle: "Top-down control pattern: policy > natl reg > regional reg > industry reg > market skills > technical priorities
  • Arbuckle: "John Esser was right-on; in enterprise, it's all abt influence; org chart & structure in enterprises means little
  • Arbuckle: "So, what if we could drive from the bottom up?" (Holy cow, Justin is a trained Jonah, too!)
  • Arbuckle: "ArchOps is obsessively efficient std to building blocks enabling the enterprise: low cost, open source, secure
  • Arbuckle: "Resulted in new way of building: converged, continuous, conversational" (Chris Alexander: "A New Way Of Building": first book on patterns, adopted by the Gang of Four
  • Arbuckle: "For decades, it has always struck me as perverse of separation between Application and Infrastructure
  • Arbuckle: "Converged: no more silos; all part of team
  • Arbuckle: "Continuous: continuously adding building blocks, capabilities; GE is greatest product company in the world; but we in IT seem to suck
  • Arbuckle: "Conversational: adopt Lean Startup: no more 9 months batches; MVP must be in production; Gmail in beta for 8 yrs
  • Arbuckle: "Results: Consistency, Cost and Agility; trust me, ppl who write checks want these things"
  • Arbuckle: "Our Three ArchOps Buzzwords: DevOps, CD (continuous delivery) and MVP (minimum viable product)
  • Arbuckle: "We wants builders, not bricklayers; blueprints, by-products; put ppl who can speak like this in room, awesome results
  • Arbuckle: "How do you do this, w/o boiling the ocean? we've been doing this for 8 months,
  • Arbuckle: "How to do this w/o boiling the ocean? we create bi-products that can be used anywhere (ex: secure tomcat, patch in 15s)
  • Arbuckle: "My architecture career has changed: no more traveling around, being brilliant; now it's just making Dev lives easier
  • Arbuckle: "Want a secure app server? here, use our secure tomcat building block; one step build, takes only 15 sec to patch
  • Arbuckle: "Yeats: 'The battle for the heights has been won; now the battle for the plains begins'; we've already won heights
  • Arbuckle: "Our building blocks are being adopted in our highly distributed org; across dozens of countries"
  • Arbuckle: "I'll take a buyer of only one of MVP, DevOps or CD. I'll take it.
  • Arbuckle: "We have entire blueprint for ArchOps checked into version control; all changes are tested; easy to scale
  • Arbuckle: "Capability can't be bought, only built; you must grow it internally"
  • Arbuckle: "Build faster to build better; it's so counter-intuitive, until you see it in action"
  • Arbuckle: "Infrastructure as code: if compliance isn't encoded, then it doesn't exist"
  • Arbuckle: "Long-run quality is a function of engineering autonomy at the center"
    • not just "push responsibility to the edge; the people at the edge must earn a seat at the center"
  • Arbuckle: "Compliance that isn't automated is counter-flow; it won't get done"

Adam Jacob, Chief Dev Officer, Opscode

  • .@adamhjk: "Enterprises can't just study journey of unicorns; that leads to failure; horse journey is different" (awesome)
  • PS: One of most memorable moments this yr was at @velocityconf w/@adamhjk, discussing whether horses belonged at @velocityconf
  • Lesson: most unicorns don't really like horses. :) /cc @adamhjk
  • People who like @adamhjk notion of globalization will love "The Box: How the Shipping Container Changed The World" http://www.amazon.com/The-Box-Shipping-Container-Smaller/dp/0691136408
  • .@adamhjk: "The lines finally crossed: there are now more mobile phones than people in the world"
  • .@adamhjk: "Amazon starting to rule the world; who's next to be eaten? fashion retailing"
  • .@adamhjk: "Crappy back-office email impacts ability for front-office to succeed"
  • .@adamhjk: "Sam Walton: 'we want customer service that is not just great, but legendary'"
  • .@adamhjk: "Jeff Bezos: 'unhappy customers in physical world will tell 6 friends; in online world, they tell 6000 friends'"
  • .@adamhjk: "Jeff Bezos lesson: the way to become leader in online retailing is duplicate what Sam Walton did in physical"
  • .@adamhjk: "The time it took Sam Walton to kill all of rural retailing took decades
  • .@adamhjk: "You are the right person to transform your business, and no one else: no secret science"
  • .@adamhjk: "focus on responsibility and authority, not process and controls
  • .@adamhjk: "Many enterprises bought Oracle, and only one guy knew the one tunable; many things aren't completely toolable
  • .@adamhjk: "Countermeasure: rotate jobs; mitigates people loving the stupidity of clicking 15 things"
  • .@adamhjk: "I know some dudes that deliver 5-nines every 8 months; but they can never do anything interesting"
  • .@adamhjk: "
  • @chrisfarnham: The goal is to automate an expert's job so they focus on their area of expertise and the boring parts are spread through the org

Misc

  • @urbancode: "There is more to DevOps than infrastructure as code," says @Steve_Boone in The Many Layers of DevOps http://t.co/hZ4ls4uqbw
  • @DDubie: Still skeptical about #DevOps? Research shows 66 percent of companies w/DevOps strategy have increased revenue #CADevOps...
  • @mhsargeant: Results from #DevOps are real: Improvements, increases and/or reductions between 17-23% #CADevOps [infographic] http://t.co/e1YJtLdUxg
    jjj

  • @DDubie: #DevOps is a success for IT orgs, but obstacles remain. @AndiMann discusses how to succeed via #CADevOps research http://t.co/njUGkrBwLc

  • @DevOpsNetwork: CA Technologies Report: The DevOps Culture Continues to Grow: Expectations related to DevOps a... http://t.co/S9ax3XmOev #ITNews #DevOps