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Continuous Delivery - The Next 10 years

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

Continuous Delivery - The Next 10 years

  1. 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. 2. @jezhumble direct intellectual forebears
  3. 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. 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. 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. 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. 7. Copyright © Google and Dave Farley 2020
  8. 8. Copyright © Google and Dave Farley 2020 "CD is about the Continuous Delivery of Ideas”
  9. 9. Copyright © Google and Dave Farley 2020 CD In Context
  10. 10. Copyright © Google and Dave Farley 2020 CD In Context Test Automation Deployment Automation Infrastructure As Code Deployment Pipelines Build Automation
  11. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 22. Copyright © Google and Dave Farley 2020 Measures of Success
  23. 23. Copyright © Google and Dave Farley 2020 Measures of Success • Technical Performance
  24. 24. Copyright © Google and Dave Farley 2020 Measures of Success • Technical Performance • Organisational Performance
  25. 25. Copyright © Google and Dave Farley 2020 Measures of Success • Technical Performance • Organisational Performance • Cultural Performance
  26. 26. Copyright © Google and Dave Farley 2020 Measures of Success • Technical Performance • Organisational Performance • Cultural Performance Note: These are all deeply inter-related!
  27. 27. Copyright © Google and Dave Farley 2020
  28. 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. 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. 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. 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. 32. Copyright © Google and Dave Farley 2020 The Nature of the Problem Source: “The Art of Action” by Stephen Bungay
  33. 33. Copyright © Google and Dave Farley 2020 The Nature of the Problem Outcomes PlansActions Source: “The Art of Action” by Stephen Bungay
  34. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 55. Copyright © Google and Dave Farley 2020
  56. 56. Copyright © Google and Dave Farley 2020 You can’t close the gaps!
  57. 57. Copyright © Google and Dave Farley 2020
  58. 58. Copyright © Google and Dave Farley 2020
  59. 59. Copyright © Google and Dave Farley 2020 You can only work to reduce them!
  60. 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. 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. 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. 63. Copyright © Google and Dave Farley 2020 “What Does Your Business Think of IT?”
  64. 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. 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. 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. 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. 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. 69. Software Development is Driven By 2 Things… Copyright © Google and Dave Farley 2020
  70. 70. Software Development is Driven By 2 Things… Learning Copyright © Google and Dave Farley 2020
  71. 71. Software Development is Driven By 2 Things… Learning Managing Complexity Optimize for 
 These Things! Copyright © Google and Dave Farley 2020
  72. 72. Software Development is Driven By 2 Things… Learning Managing Complexity Copyright © Google and Dave Farley 2020
  73. 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. 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. 75. Copyright © Google and Dave Farley 2020
  76. 76. Copyright © Google and Dave Farley 2020 This is about Engineering!
  77. 77. Copyright © Google and Dave Farley 2020 This is about Engineering!
  78. 78. Copyright © Google and Dave Farley 2020 This is about Engineering! …but it is about “Engineering” products, organisations and cultures
  79. 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. 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. 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
  82. 82. Source: 2019 State of DevOps Report, https://cloud.google.com/devops/
  83. 83. Dave Farley Jez Humble http://www.davefarley.net Google @davefarley77 @jezhumble https://www.continuous-delivery.co.uk Thank you! cloud.google.com/devops

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