How IT and Developers can join forces to innovate in the Cloud
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The presentation begins with the rise of the developer and their key role in cloud. From there we talk about how IT can best work with developers to drive innovation, while at the same time maintaining stability (spoiler alert: the answer is DevOps). To see a recording of the presentation, check out https://www.brighttalk.com/webcast/9463/72117
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How IT and Developers can join forces to innovate in the Cloud
- 1. 1 Global Marketing How IT and Developers Can Join Forces to Innovate in the Cloud Barton George Director, Developer Programs Dell John Willis Director, Cloud Management Dell (Enstratius)
- 2. 2 Global Marketing Overview and agenda You will learn • How developers have risen to power • The key principles, tools and procedures of DevOps • How working together helps reduce friction, increases velocity and improves customer outcomes • How developers, IT and business can work together to implement and drive innovation in the cloud Agenda • Introduction • The rise of the developer • How developers are driving the defacto cloud strategy • How the world of developers is changing • The key processes, procedures and culture shifts of DevOps • Next Steps • Q&A
- 3. 3 Global Marketing John Willis Director, Cloud Management Dell (Enstratius) Barton George Director, Developer Programs Dell Speaker introduction
- 4. 4 Global Marketing Poll: Which best matches your function? Development Line of business IT operations Other
- 5. 5 Global Marketing Developers are king Decreed: 1. Programming language 2. Platform (OS) 3. Middleware 4. How data is stored
- 6. 6 Global Marketing The rise of the developer: How did they get here? Source: The New Kingmakers, Stephen O’Grady, March 2013 Open source The cloud Seed stage financing The internet
- 7. 7 Global Marketing How this has altered the tech landscape Empowerment Choice Agility Source: The New Kingmakers, Stephen O’Grady, March 2013 Innovation • Software becoming a means to an end • Language/tool proliferation • Open Source becomes ubiquitous • Triumph of organic standards: convenience trumps features • The importance of APIs
- 8. 8 Global Marketing What does this mean for the Cloud? Source: IDC: It Cloud Services At The Crossroads (Stephen Hendrick, Robert Mahowald, Malanie Posey), April 2013, doc #240572 of net new software built in 2013 will be built for cloud delivery? 85%
- 9. 9 Global Marketing Cloud IaaS: Who is the buyer? Source: Gartner, Market Trends - How Customers Purchase Cloud Iaas (Lydia Leong), January 2013 Data center infrastructure assets, as well as outsourced services such as hosting, have traditionally been purchased by a business’s IT operations – often in conjunction with a procurement organization. Cloud IaaS has a different buyer and procurement cycle. Business leadership, not IT, often controls the budget. Part of a broader shift in IT procurement patterns: Responsibility increasingly shared by the business and IT Budget increasingly comes from the business
- 10. 10 Global Marketing Developers are leading the foray into cloud Source: Gartner – Market Trends - How Customers Purchase Cloud Iaas (Lydia Leong), January 2013 Source: Forrester Research, Inc. - The Rise Of The New Cloud Admin (James Staten, Lauren E Nelson), February 2013 • Rather than Central IT, it will be business-unit-aligned developers (the new “cloud admin”) who will lead the company into the cloud • Business looks to developers to drive a solution rather than I&O • Developers start with solutions that are designed to integrate with public cloud first and the enterprise second • Developers are the face of business buyers • This is not unsanctioned adoption; the IT ops team might actively be opposed to it, but this use is sanctioned by the business and paid for by the business
- 11. 11 Global Marketing Typical enterprise cloud adoption cycle 1. An individual technical user, often a developer gets a cloud IaaS for a project – usually one which must be completed on a tight schedule 2. This ad hoc adoption grows organically, project by project and person by person 3. A company becomes aware that it has multiple projects running on cloud IaaS and decides it needs better governance 4. Enterprise arch team tasked with • writing cloud IaaS adoption policy • setting the governance rules • evaluating providers (usually in cooperation with IT ops) • signing MSA’s with one or more IaaS providers 5. IT projects are able to adopt any approved IaaS providers at their own discretion 6. IT ops may decide to adopt a workload migration strategy, shifting some new and existing workloads onto cloud IaaS Source: Gartner – Market Trends - How Customers Purchase Cloud Iaas (Lydia Leong), January 2013
- 12. 12 Global Marketing What does this mean for IT? of IT shops think cloud first to solve a problem – Dell survey? 15%
- 13. 13 Global Marketing IT response #1 • Very different workloads • Virtualized applications are traditional in design: don’t scale out, aren’t componentized web services, tend to have a fixed and permanent footprint • Cloud applications are elastic or transient: designed to scale out, componentized in construction, intercommunicate via web services, designed to fail Source: Forrester Research, Inc. - The Rise Of The New Cloud Admin (James Staten, Lauren E Nelson), February 2013 Build on top of existing virtualization (wrong)
- 14. 14 Global Marketing IT response #2 • Not a way of keeping the business from the public cloud • Private clouds are an extension of the public cloud not vice versa • The public cloud development team is buyer and driver of requirements and user experience for private clouds • To be a private cloud it must – provide self-service access to developers – be fully standardized and automated – have a pay-per-use model or another mechanism for incenting developers to not park workloads there forever Source: The Rise Of The New Cloud Admin, James Staten, Lauren E Nelson, Forrester Research Inc, February 21, 2013 Build a private cloud (maybe wrong)
- 15. 15 Global Marketing Modern response #3: DevOps Innovation Stability Developers Operations The good ol’days VS
- 16. 16 Global Marketing Modern response: DevOps Innovation + Stability The new world order Flexible, agile, able to adapt DevOps Innovation Stability Developers Operations The good ol’days VS
- 17. 17 Global Marketing Poll: Are you familiar with DevOps? A. Never heard of it B. Know of it, but not using C. Just starting to learn D. Currently practicing
- 18. 18 Global Marketing DevOps What is Devops Shorten Lead time $Dev Ops Wall of confusion Feedback
- 19. 19 Global Marketing DevOps Culture Lean Automation Measurement Sharing
- 20. 20 Global Marketing DevOps Business Customer The first way: systems thinking The second way: amplify feedback loops The third way: culture of continual experimentation and learning Dev Ops Dev Ops Dev Ops
- 21. 21 Global Marketing Common technical characteristics Being agile about agile Open source and open culture Cloud or cloud-like infrastructure
- 22. 22 Global Marketing Counter intuitive nature DevOps • Fail fast and often • Less time in design • Deploy in small increments • WIP Limits/Slack time • People over process
- 23. 23 Global Marketing DevOps culture principles • No rock star mentality – Shared contributions • Healthy attitudes towards failure – Failures are learning opportunities • The problem is the enemy – No blame games • No victims – Shared blame • Develop shared metrics – Focus on end goal • Alignment of Purpose – Shared goals/ slay the dragon
- 24. 24 Global Marketing DevOps in development Done means released Code deploy not code complete Infrastructure as code Configuration is code and needs control Frequent releases Self service / continuous delivery Version control everything Everything is an artifact (scripts, xml, source) Instrument operations Feature flags / canary releases / immune systems Test end-to-end Test driven code and infrastructure
- 25. 25 Global Marketing DevOps in operations If anything fails stop the line Reduce technical debt early Instrument pervasively Collect data to detect trends early Enable graceful degradation Some availability is better than none If it’s hard do it more often Practice makes perfect MTTR vs. MTBFRe-provision not repair It’s easier to recover to a known state Automate where possible Desired state consistency
- 26. 26 Global Marketing DevOps in the organization Chat rooms Skype, Hipcat, Watercooler Slack time Allowing special free project time Fun working environments Games, reading rooms, bars Embedded engineers Dev in ops or ops in dev Hack days Creating collaborative projects
- 27. 27 Global Marketing Technical debt
- 28. 28 Global Marketing Technical debt Vicious cycle Toxic operations Terminal
- 29. 29 Global Marketing Tale of two startups 10 20 30 40 50 Traditional operations #ofhours 10 20 30 40 50 Operations – the secret sauce Hardware OS install Config Upkeep New Existing Servers 0 5 10 15 20 25 1 2 3 4 5 6 7 8 9 10 Week # 0 5 10 15 20 25 1 2 3 4 5 6 7 8 9 10 Week #
- 30. 30 Global Marketing Meat to math ratio Alisair Croll - O’reilly Radar Revenue/Employee ($000s) $Thousands Amazon Q410 0 100 200 300 400 500 Barnes& Noble Q410 Netflix Q409 Blockbuster Q409 Dropbox Q211 Groupon Q211
- 31. 31 Global Marketing Next Steps How do I get started?
- 32. 32 Global Marketing Q&A What questions do you have?
- 33. 33 Global MarketingConfidential View Live on June 6, 2013 – On Demand any time after Check out all of the Webinars in the Series Is Cloud Meeting Your Expectations? Today’s Results….Tomorrow's Promises live at 8am PDT / 10am CDT How IT and Developers Can Join Forces to Innovate in the Cloud live at 9am PDT / 11am CDT Experience Collaboration and Sharing With Dell Cloud Service for SharePoint live at 10m PDT / 12pm CDT Compliance Exclusive: What Healthcare Can Teach Business about the Cloud live at 11am PDT / 1pm CDT Cloud Security: Don’t Throw Caution to the Wind live at 12pm PDT / 2pm CDT On-Demand High Performance Computing live at 1pm PDT / 3pm CDT
Editor's Notes
- Slide 2: Developers are kingsWeb companies survive and thrive through innovation and its developers that drive that innovation. It’s no secret that the secret sauce in any web company is the software. The software environment in these companies is dominated by open source software, on top of which developers then write their own applications, it is these applications that provide the web company with its competitive advantage. As a result, in a web company it is the developer who holds the power . It is the developers who make the key architectural decisions like the Programming Language (s), Platform (OS), Middleware and how data is stored.
- Use managed APIs everywhere: development shops must think deeply about security, authorization, and real-time management of the data that flows into and out of their application through third-party applications. – ForresterAPIs are specially crafted to expose only chosen functionality and/or data while safeguarding other parts of the application which provides the interfaceWith the rise of cloud computing, where a mix of applications is both internally and externally hosted, the ability for various independent applications to be able to communicate with each other has never been more important.
- I&O and developers have two different ways of looking at the cloudVirtualization is bottom-up -- I&O see cloud as a linear upward progression, you start with infrastructure and keep stacking layers on top. Most virtualized infrastructure is quite consolidated, but not very agile. Static virtualization still rules – you can try and make it incrementally faster and easier to provision, but that’s not the best path to cloud.Cloud is top-down --Developers see cloud as a service first and don’t care much about the layers below. They don’t care about the VM container their app will eventually run in as long as they are able to get it fast, run it hot, and through it away as soon as their done with it – and they only want to be charged for the time they’re actually running it.
- Slide 3 But their kingdom is changingWhile the developer’s influence is on firm ground in Web companies, their accountability is growing and their responsibilities are expanding. In the past, Developers have kept their distance from operations. It is not surprising that these groups have stood apart in light of how vastly different their goals and objectives have been. Developers are goaled to drive innovation and reinvention in order to constantly improve on user experience and deliver new features to stay one step ahead of the competition. Operations on the other hand is focused on providing rock solid stability, never letting the site go down, while at the same time being able to scale at a moment’s notice. Between the two sides exists what is known as “the wall of confusion.” Traditionally developers have written their applications isolated from operations and then have then lobbed them over the wall where ops use a completely different and incompatible set of tools to test and deploy. When an application goes down there is a pointing of fingers as to who is to blame. Needless to say this disconnect introduces considerable friction and inefficiencies into business slowing down delivering innovative features to customers and users.The response to this disconnect has been the emergence of the DevOps model. DevOps, which as the name implies is a linking of DEVelopment and OPerations, is the idea of using people, processes and tools to break down the wall that traditionally exists between the two sides. The former delineation of responsibilities blurs: Developers are asked to put “skin in the game” and for example carry a pager to be notified when an application goes down. Conversely operations will need to learn at least basic coding. In this new world order, developers and ops folks who understand and can work with “the other side” will be the ones hired first. Ultimately by doing away with the divide between development and operations, DevOps practices and technologies help companies to accelerate the delivery of new features safely and at scale. Because new features can be delivered more frequently, for many web companies, putting DevOps into practice directly contributes to better business results. As “frequent functionality” is put into practice, the removal of friction accelerates the business model driving greater adoption, user retention and ultimately monetization.
- Slide 3 But their kingdom is changingWhile the developer’s influence is on firm ground in Web companies, their accountability is growing and their responsibilities are expanding. In the past, Developers have kept their distance from operations. It is not surprising that these groups have stood apart in light of how vastly different their goals and objectives have been. Developers are goaled to drive innovation and reinvention in order to constantly improve on user experience and deliver new features to stay one step ahead of the competition. Operations on the other hand is focused on providing rock solid stability, never letting the site go down, while at the same time being able to scale at a moment’s notice. Between the two sides exists what is known as “the wall of confusion.” Traditionally developers have written their applications isolated from operations and then have then lobbed them over the wall where ops use a completely different and incompatible set of tools to test and deploy. When an application goes down there is a pointing of fingers as to who is to blame. Needless to say this disconnect introduces considerable friction and inefficiencies into business slowing down delivering innovative features to customers and users.The response to this disconnect has been the emergence of the DevOps model. DevOps, which as the name implies is a linking of DEVelopment and OPerations, is the idea of using people, processes and tools to break down the wall that traditionally exists between the two sides. The former delineation of responsibilities blurs: Developers are asked to put “skin in the game” and for example carry a pager to be notified when an application goes down. Conversely operations will need to learn at least basic coding. In this new world order, developers and ops folks who understand and can work with “the other side” will be the ones hired first. Ultimately by doing away with the divide between development and operations, DevOps practices and technologies help companies to accelerate the delivery of new features safely and at scale. Because new features can be delivered more frequently, for many web companies, putting DevOps into practice directly contributes to better business results. As “frequent functionality” is put into practice, the removal of friction accelerates the business model driving greater adoption, user retention and ultimately monetization.