Keynote presentation from DeliveryConf 2020 in Seattle by Dave Farley and Jez Humble

1. Dave Farley Jez Humble
http://www.davefarley.net Google
@davefarley77 @jezhumble
https://www.continuous-delivery.co.uk
Continuous Delivery -
The Next 10 Years
cloud.google.com/devops

2. @jezhumble
direct intellectual forebears

3. the unix way?
1. Make each program do one thing well. To do a new job, build afresh rather than complicate
old programs by adding new “features”.
2. Expect the output of every program to become the input to another, as yet unknown,
program. Don't clutter output with extraneous information. Avoid stringently columnar or
binary input formats. Don't insist on interactive input.
3. Design and build software, even operating systems, to be tried early, ideally within weeks.
Don't hesitate to throw away the clumsy parts and rebuild them.
4. Use tools in preference to unskilled help to lighten a programming task, even if you have to
detour to build the tools and expect to throw some of them out after you've finished using
them.
Doug McIlroy, E. N. Pinson, B. A. Tague (8 July 1978). "Unix Time-Sharing System Forward". The Bell System Technical Journal. Bell Laboratories. pp. 1902–1903.

4. Copyright © Google and Dave Farley 2020
Example Continuous Delivery Process
Artifact
Repository
Local Dev. Env.
Deployment Pipeline
Acceptance
Commit
Component
Performance
System
Performance
Production Env.
Deployment
App.
Commit
Acceptance
Manual
Perf1
Perf2
Staged
Production
Source
Repository
Manual Test Env.
Deployment
App.
Data
Migration

5. Copyright © Google and Dave Farley 2020
What’s changed in the last 10 years
Cindy Sridharan | @copyconstruct | https://medium.com/@copyconstruct/testing-microservices-the-sane-way-9bb31d158c16

6. Copyright © Google and Dave Farley 2020
Regrets
• Not Many!
• We could have communicated better:
• CD is about the Continuous Delivery of *Ideas*
• We should have talked more about Engineering
• We should have talked more about Culture
• We should have talked more about Security

7. Copyright © Google and Dave Farley 2020

8. Copyright © Google and Dave Farley 2020
"CD is about the
Continuous Delivery of Ideas”

9. Copyright © Google and Dave Farley 2020
CD In Context

10. Copyright © Google and Dave Farley 2020
CD In Context
Test
Automation
Deployment
Automation
Infrastructure
As Code
Deployment
Pipelines
Build
Automation

11. Copyright © Google and Dave Farley 2020
CD In Context
Test
Automation
Deployment
Automation
Infrastructure
As Code
Deployment
Pipelines
DevOps
DevSecOps
DevSecBizOps
Build
Automation

12. Copyright © Google and Dave Farley 2020
CD In Context
Test
Automation
Deployment
Automation
Infrastructure
As Code
Deployment
Pipelines
DevOps
DevSecOps
DevSecBizOps
Dev/QA
Build
Automation
Dev/Product
Product/QA
Product/Ops

13. Copyright © Google and Dave Farley 2020
CD In Context
Test
Automation
Deployment
Automation
Infrastructure
As Code
Deployment
Pipelines
DevOps
DevSecOps
DevSecBizOps
Requirements
Product
Design
Regulatory
Compliance
Dev/QA
Software
Product
Selection
Team
Structure
Software
Architecture
Testing
Strategy
Collaboration
Build
Automation
Dev/Product
Product/QA
Product/Ops

14. Copyright © Google and Dave Farley 2020
CD In Context
Test
Automation
Deployment
Automation
Infrastructure
As Code
Deployment
Pipelines
DevOps
DevSecOps
DevSecBizOps
Requirements
Product
Design
Regulatory
Compliance
Dev/QA
Software
Product
Selection
Team
Structure
Software
Architecture
Testing
Strategy
Collaboration
Experimental
Business
Build
Automation
Dev/Product
Product/QA
Product/Ops

15. Copyright © Google and Dave Farley 2020
Test
Automation
Deployment
Automation
Infrastructure
As Code
Deployment
Pipelines
DevOps
DevSecOps
DevSecBizOps
Requirements
Product
Design
Regulatory
Compliance
Dev/QA
Team
Structure
Software
Architecture
Testing
Strategy
Collaboration
Experimental
Business
Build
Automation
Dev/Product
Product/QA
Product/Ops
CD In Context

16. Copyright © Google and Dave Farley 2020
Test
Automation
Deployment
Automation
Infrastructure
As Code
Deployment
Pipelines
DevOps
DevSecOps
DevSecBizOps
Requirements
Product
Design
Regulatory
Compliance
Dev/QA
Team
Structure
Software
Architecture
Testing
Strategy
Collaboration
Experimental
Business
Build
Automation
Dev/Product
Product/QA
Product/Ops
Governance
Financing
Incentives
CD In Context

17. Copyright © Google and Dave Farley 2020
Test
Automation
Deployment
Automation
Infrastructure
As Code
Deployment
Pipelines
DevOps
DevSecOps
DevSecBizOps
Requirements
Product
Design
Regulatory
Compliance
Dev/QA
Team
Structure
Software
Architecture
Testing
Strategy
Collaboration
Experimental
Business
Build
Automation
Dev/Product
Product/QA
Product/Ops
Governance
Financing
Incentives
Monitoring
Observability
A/B Testing
Release
Strategy
Product
Lifecycle
CD In Context

18. Copyright © Google and Dave Farley 2020
Test
Automation
Deployment
Automation
Infrastructure
As Code
Deployment
Pipelines
DevOps
DevSecOps
DevSecBizOps
Requirements
Product
Design
Regulatory
Compliance
Dev/QA
Team
Structure
Software
Architecture
Testing
Strategy
Collaboration
Experimental
Business
Build
Automation
Dev/Product
Product/QA
Product/Ops
Governance
Financing
Incentives
Monitoring
Observability
A/B Testing
Release
Strategy
Product
Lifecycle
Lean
Management
Iterative
Planning
Iterative
Design
Evolutionary
Architecture
Evidence
Based
Decisions
CD In Context

19. Copyright © Google and Dave Farley 2020
Test
Automation
Deployment
Automation
Infrastructure
As Code
Deployment
Pipelines
DevOps
DevSecOps
DevSecBizOps
Requirements
Product
Design
Regulatory
Compliance
Dev/QA
Team
Structure
Software
Architecture
Testing
Strategy
Collaboration
Experimental
Business
Build
Automation
Dev/Product
Product/QA
Product/Ops
Governance
Financing
Incentives
Monitoring
Observability
A/B Testing
Release
Strategy
Product
Lifecycle
Lean
Management
Iterative
Planning
Iterative
Design
Evolutionary
Architecture
Evidence
Based
Decisions
CD In Context Technical Performance
Cultural Performance
Organisational Performance

20. Copyright © Google and Dave Farley 2020
Test
Automation
Deployment
Automation
Infrastructure
As Code
Deployment
Pipelines
DevOps
DevSecOps
DevSecBizOps
Requirements
Product
Design
Regulatory
Compliance
Dev/QA
Team
Structure
Software
Architecture
Testing
Strategy
Collaboration
Experimental
Business
Build
Automation
Dev/Product
Product/QA
Product/Ops
Governance
Financing
Incentives
Monitoring
Observability
A/B Testing
Release
Strategy
Product
Lifecycle
Lean
Management
Iterative
Planning
Iterative
Design
Evolutionary
Architecture
Evidence
Based
Decisions
C
Continuous Delivery
CD In Context

21. Change Approvals
Trust
less
Burnout
less
Deployment Pain
less
Rework
Autonomy Retrospectives
Culture and Work Environment
Westrum
Organizational Culture
Culture of
Psychological Safety
Climate for
Learning
Job
Satisfaction
Identity
SDO Performance
Availability
Lean Product Development
Technical Practices
Database Change
Management
Test
Automation
Deployment
Automation
Trunk-Based
Development
Shift Left
on Security
Loosely Coupled
Architecture
Empowered
Teams
Continuous
Integration
Continuous
Testing
Version
Control
Test Data
Management
Monitoring &
Observability
Proactive
Notifications
Code
Maintainability
Work in
Small Batches
Make Flow of
Work Visible
Gather & Implement
Customer Feedback
Team
Experimentation
Transformational Leadership
Vision
Inspirational
Communication
Intellectual
Stimulation
Supportive
Leadership
Personal
Recognition
Lean Management
Limit Work in
Process (WIP)
Visual
Management
Feedback from
Production
Heavyweight Process
decreases
Clear
Process
Voice
Organizational Performance
Commercial
Performance
Non-commercial
Performance
Software Delivery
Performance
Continuous
Delivery
Cloud
Infrastructure
Predictive Relationship:
Colors are for readability
and do not have meaning
Second - order construct
Constructs grouped by
theme: For readability, this
has no statistical meaning
Functional Outsourcing
decreases
Disaster Recovery
Testing
DORA Research Program
Created January 17, 2020. An interactive version of this diagram with descriptions
of the capabilities is at https://bit.ly/dora-bfd. Our guide to DevOps, along with six
years of State of DevOps Reports, is at https://cloud.google.com/devops
https://bit.ly/dora-bfd

22. Copyright © Google and Dave Farley 2020
Measures of Success

23. Copyright © Google and Dave Farley 2020
Measures of Success
• Technical Performance

24. Copyright © Google and Dave Farley 2020
Measures of Success
• Technical Performance
• Organisational Performance

25. Copyright © Google and Dave Farley 2020
Measures of Success
• Technical Performance
• Organisational Performance
• Cultural Performance

26. Copyright © Google and Dave Farley 2020
Measures of Success
• Technical Performance
• Organisational Performance
• Cultural Performance
Note: These are all deeply inter-related!

27. Copyright © Google and Dave Farley 2020

28. Copyright © Google and Dave Farley 2020
“Agile innovation has revolutionised the software industry,
which has arguably undergone more rapid and profound
change than any other area of business over the past 30
years. Now it is poised to transform nearly every other
function in every industry.

29. Copyright © Google and Dave Farley 2020
“Agile innovation has revolutionised the software industry,
which has arguably undergone more rapid and profound
change than any other area of business over the past 30
years. Now it is poised to transform nearly every other
function in every industry.
At this point the greatest impediment is not the need for
better methodologies, empirical evidence of significant
benefits, or proof that agile can work outside IT, it is the
behaviour of executives.

30. Copyright © Google and Dave Farley 2020
“Agile innovation has revolutionised the software industry,
which has arguably undergone more rapid and profound
change than any other area of business over the past 30
years. Now it is poised to transform nearly every other
function in every industry.
At this point the greatest impediment is not the need for
better methodologies, empirical evidence of significant
benefits, or proof that agile can work outside IT, it is the
behaviour of executives.
Those who learn to lead agile’s extension into a broader
range of business activities will accelerate profitable growth”

31. Copyright © Google and Dave Farley 2020
“Agile innovation has revolutionised the software industry,
which has arguably undergone more rapid and profound
change than any other area of business over the past 30
years. Now it is poised to transform nearly every other
function in every industry.
At this point the greatest impediment is not the need for
better methodologies, empirical evidence of significant
benefits, or proof that agile can work outside IT, it is the
behaviour of executives.
Those who learn to lead agile’s extension into a broader
range of business activities will accelerate profitable growth”

32. Copyright © Google and Dave Farley 2020
The Nature of the Problem
Source: “The Art of Action” by Stephen Bungay

33. Copyright © Google and Dave Farley 2020
The Nature of the Problem
Outcomes
PlansActions
Source: “The Art of Action” by Stephen Bungay

34. Copyright © Google and Dave Farley 2020
The Nature of the Problem
Outcomes
PlansActions
Knowledge Gap:
What we’d like to know
vs
What we know
Source: “The Art of Action” by Stephen Bungay

35. Copyright © Google and Dave Farley 2020
The Nature of the Problem
Outcomes
PlansActions
Knowledge Gap:
What we’d like to know
vs
What we know
Alignment Gap:
What we want people to do
vs
What they do
Source: “The Art of Action” by Stephen Bungay

36. Copyright © Google and Dave Farley 2020
The Nature of the Problem
Outcomes
PlansActions
Knowledge Gap:
What we’d like to know
vs
What we know
Alignment Gap:
What we want people to do
vs
What they do
Effects Gap:
Expected outcome
vs
Actual outcome
Source: “The Art of Action” by Stephen Bungay

37. Copyright © Google and Dave Farley 2020
Classic Responses
Outcomes
PlansActions
Knowledge Gap:
What we’d like to know
vs
What we know
Source: “The Art of Action” by Stephen Bungay

38. Copyright © Google and Dave Farley 2020
Classic Responses
Outcomes
PlansActions
Knowledge Gap:
What we’d like to know
vs
What we know
Source: “The Art of Action” by Stephen Bungay

39. Copyright © Google and Dave Farley 2020
Classic Responses
Outcomes
PlansActions
Knowledge Gap:
What we’d like to know
vs
What we know
Plan Harder!
Source: “The Art of Action” by Stephen Bungay

40. Copyright © Google and Dave Farley 2020
Classic Responses
Outcomes
PlansActions
Knowledge Gap:
What we’d like to know
vs
What we know
Plan Harder!
Analyse More!
Source: “The Art of Action” by Stephen Bungay

41. Copyright © Google and Dave Farley 2020
Classic Responses
Outcomes
PlansActions
Knowledge Gap:
What we’d like to know
vs
What we know
Plan Harder!
Analyse More!
More Detailed
Requirements!
Source: “The Art of Action” by Stephen Bungay

42. Copyright © Google and Dave Farley 2020
Classic Responses
Outcomes
PlansActions
Knowledge Gap:
What we’d like to know
vs
What we know
Source: “The Art of Action” by Stephen Bungay

43. Copyright © Google and Dave Farley 2020
Classic Responses
Outcomes
PlansActions
Knowledge Gap:
What we’d like to know
vs
What we know
Alignment Gap:
What we want people to do
vs
What they do
Effects Gap:
Expected outcome
vs
Actual outcome
Source: “The Art of Action” by Stephen Bungay

44. Copyright © Google and Dave Farley 2020
Classic Responses
Outcomes
PlansActions
Alignment Gap:
What we want people to do
vs
What they do
Source: “The Art of Action” by Stephen Bungay

45. Copyright © Google and Dave Farley 2020
Classic Responses
Outcomes
PlansActions
Alignment Gap:
What we want people to do
vs
What they do
Micro-Manage
Source: “The Art of Action” by Stephen Bungay

46. Copyright © Google and Dave Farley 2020
Classic Responses
Outcomes
PlansActions
Alignment Gap:
What we want people to do
vs
What they do
Micro-Manage
Process Control
Source: “The Art of Action” by Stephen Bungay

47. Copyright © Google and Dave Farley 2020
Classic Responses
Outcomes
PlansActions
Alignment Gap:
What we want people to do
vs
What they do
Micro-Manage
Process Control
Bureaucracy
Source: “The Art of Action” by Stephen Bungay

48. Copyright © Google and Dave Farley 2020
Classic Responses
Outcomes
PlansActions
Alignment Gap:
What we want people to do
vs
What they do
Source: “The Art of Action” by Stephen Bungay

49. Copyright © Google and Dave Farley 2020
Classic Responses
Outcomes
PlansActions
Knowledge Gap:
What we’d like to know
vs
What we know
Alignment Gap:
What we want people to do
vs
What they do
Effects Gap:
Expected outcome
vs
Actual outcome
Source: “The Art of Action” by Stephen Bungay

50. Copyright © Google and Dave Farley 2020
Classic Responses
Outcomes
PlansActions
Effects Gap:
Expected outcome
vs
Actual outcome
Source: “The Art of Action” by Stephen Bungay

51. Copyright © Google and Dave Farley 2020
Classic Responses
Outcomes
PlansActions
Effects Gap:
Expected outcome
vs
Actual outcome
Expectation Mgmt
Source: “The Art of Action” by Stephen Bungay

52. Copyright © Google and Dave Farley 2020
Classic Responses
Outcomes
PlansActions
Effects Gap:
Expected outcome
vs
Actual outcome
Expectation Mgmt
Watermelon Status
Reporting
Source: “The Art of Action” by Stephen Bungay

53. Copyright © Google and Dave Farley 2020
Classic Responses
Outcomes
PlansActions
Effects Gap:
Expected outcome
vs
Actual outcome
Expectation Mgmt
Watermelon Status
Reporting
Increase PM
Rigour
Source: “The Art of Action” by Stephen Bungay

54. Copyright © Google and Dave Farley 2020
Classic Responses
Outcomes
PlansActions
Effects Gap:
Expected outcome
vs
Actual outcome
Source: “The Art of Action” by Stephen Bungay

55. Copyright © Google and Dave Farley 2020

56. Copyright © Google and Dave Farley 2020
You can’t close the
gaps!

57. Copyright © Google and Dave Farley 2020

58. Copyright © Google and Dave Farley 2020

59. Copyright © Google and Dave Farley 2020
You can only work to reduce them!

60. Copyright © Google and Dave Farley 2020
Best Way to Reduce Gaps - Speed Up!
Outcomes
PlansActions
Knowledge Gap:
What we’d like to know
vs
What we know
Alignment Gap:
What we want people to do
vs
What they do
Effects Gap:
Expected outcome
vs
Actual outcome
Source: “The Art of Action” by Stephen Bungay

61. Copyright © Google and Dave Farley 2020
Best Way to Reduce Gaps - Speed Up!
Outcomes
PlansActions
Knowledge Gap:
What we’d like to know
vs
What we know
Alignment Gap:
What we want people to do
vs
What they do
Effects Gap:
Expected outcome
vs
Actual outcome
OriginalGap
New
Source: “The Art of Action” by Stephen Bungay
Work In
Small Steps!

62. Copyright © Google and Dave Farley 2020
Best Way to Reduce Gaps - Speed Up!
Outcomes
PlansActions
Knowledge Gap:
What we’d like to know
vs
What we know
Alignment Gap:
What we want people to do
vs
What they do
Effects Gap:
Expected outcome
vs
Actual outcome
OriginalGap
New
Source: “The Art of Action” by Stephen Bungay

63. Copyright © Google and Dave Farley 2020
“What Does Your Business Think of IT?”

64. Copyright © Google and Dave Farley 2020
Source: Gregor Hope “Enterprise Architecture = Architecting the Enterprise” YOW! 2017
“What Does Your Business Think of IT?”

65. Copyright © Google and Dave Farley 2020
“What Does Your Business Think of IT?”
Source: Gregor Hope “Enterprise Architecture = Architecting the Enterprise” YOW! 2017
Cost Center Asset Partner Enabler
Focus On Cost
Return on
Investment
Business
Value
Speed &
Innovation
CIO Reporting CFO COO CDO CEO
Common Strategy Outsource IT
Harmonize/
Rationalize
Insource IT IT = Business
Levers Cost Cutting
Economise of
Scale
Economies
of
Speed

66. Copyright © Google and Dave Farley 2020
“What Does Your Business Think of IT?”
Source: Gregor Hope “Enterprise Architecture = Architecting the Enterprise” YOW! 2017
Cost Center Asset Partner Enabler
Focus On Cost
Return on
Investment
Business
Value
Speed &
Innovation
CIO Reporting CFO COO CDO CEO
Common Strategy Outsource IT
Harmonize/
Rationalize
Insource IT IT = Business
Levers Cost Cutting
Economise of
Scale
Economies
of
Speed

67. Copyright © Google and Dave Farley 2020
“What Does Your Business Think of IT?”
Source: Gregor Hope “Enterprise Architecture = Architecting the Enterprise” YOW! 2017
Cost Center Asset Partner Enabler
Focus On Cost
Return on
Investment
Business
Value
Speed &
Innovation
CIO Reporting CFO COO CDO CEO
Common Strategy Outsource IT
Harmonize/
Rationalize
Insource IT IT = Business
Levers Cost Cutting
Economise of
Scale
Economies
of
Speed
Traditional
Structure

68. Copyright © Google and Dave Farley 2020
“What Does Your Business Think of IT?”
Source: Gregor Hope “Enterprise Architecture = Architecting the Enterprise” YOW! 2017
Cost Center Asset Partner Enabler
Focus On Cost
Return on
Investment
Business
Value
Speed &
Innovation
CIO Reporting CFO COO CDO CEO
Common Strategy Outsource IT
Harmonize/
Rationalize
Insource IT IT = Business
Levers Cost Cutting
Economise of
Scale
Economies
of
Speed
Traditional
Structure
Digital
Disruption

69. Software Development is Driven By 2 Things…
Copyright © Google and Dave Farley 2020

70. Software Development is Driven By 2 Things…
Learning
Copyright © Google and Dave Farley 2020

71. Software Development is Driven By 2 Things…
Learning Managing Complexity
Optimize for
These Things!
Copyright © Google and Dave Farley 2020

72. Software Development is Driven By 2 Things…
Learning Managing Complexity
Copyright © Google and Dave Farley 2020

73. Copyright © Google and Dave Farley 2020
• Iterate
• Employ Feedback
• Incremental
• Experimental
• Empirical
How to Optimize for…
• Modularity
• Separation of Concerns
• Information Hiding
• Cohesion
• Loose-Coupling

74. Copyright © Google and Dave Farley 2020
• Iterate
• Employ Feedback
• Incremental
• Experimental
• Empirical
Learning Managing Complexity
How to Optimize for…
• Modularity
• Separation of Concerns
• Information Hiding
• Cohesion
• Loose-Coupling

75. Copyright © Google and Dave Farley 2020

76. Copyright © Google and Dave Farley 2020
This is about Engineering!

77. Copyright © Google and Dave Farley 2020
This is about Engineering!

78. Copyright © Google and Dave Farley 2020
This is about Engineering!
…but it is about “Engineering” products, organisations and cultures

79. Copyright © Google and Dave Farley 2020
This is about Engineering!
…but it is about “Engineering” products, organisations and cultures
as well as software

80. Copyright © Google and Dave Farley 2020
The Scientific Method
Characterisation Make a guess based on experience and observation.
Hypothesis Propose an explanation.
Deduction Make a prediction from the hypothesis.
Experiment Test the prediction.
Repeat!

81. @jezhumble
design vs delivery
Product Design and Development Product Delivery (build, testing, deployment)
Create new products and services that solve
customer problems using hypothesis-driven delivery,
modern UX, design thinking.
Enable fast flow from development to production
and reliable releases by standardizing work,
reducing variability and batch sizes.
Feature design and implementation may require
work that has never been performed before.
Integration, test and deployment must be performed
continuously as quickly as possible.
Estimates are highly uncertain. Cycle times should be well-known and predictable.
Outcomes are highly variable. Outcomes should have low variability.
The DevOps Handbook; also

83. Source: 2019 State of DevOps Report, https://cloud.google.com/devops/

84. Dave Farley Jez Humble
http://www.davefarley.net Google
@davefarley77 @jezhumble
https://www.continuous-delivery.co.uk
Thank you!
cloud.google.com/devops