DevOps – Don’t Be Left Behind

Picture Copyright www.thecreativecoast.org
VMWorld 2015
DevOps – Don’t be left behind
Gunnar Menzel, Capgemini

2Copyright © Capgemini 2015. All Rights Reserved
DevOps – Don’t be left Behind| 2015
DevOps – The Big Idea & Big Issue
“unlocking DevOps value”
DevOps Theory DevOps Practice

Agenda
DevOps Overview
Biggest Challenges adopting DevOps
How to make the most of DevOps
What DevOps can do for you

There are many misconceptions about DevOps...
Concept / Philosophy
More than “just” tools
Driving business outcomes
Key for many companies
DevOps IS
A single methodology
Complete by using one tool
Just a job title
Only for developers
DevOps is NOT

DevOps can drive significant value
More Agile
30x
More frequent deployment
8000x
faster lead times than their peers
More Reliable
2x
the change success rate
12x
faster mean times to recover (MTTR)
Finding From Puppet Labs State of DevOps 2014
More Competitive
2x
market share & productivity goals
50%
higher market capitalization growth

The 4 main business cases
Reduced Outages
Upto 80% outages
are change related
Increased Agility
To enable near instant
change deployment
Increased Quality
To increase end
user satisfaction
Improves Innovation
To increase
Innovation cycles

DevOps’ acceleration can take you from super slow to
ultra fast
http://www.maxingout.com/
sailing_sudan.htm
http://offshore-powerboat-
racing.blogspot.fr/2012/03/f1-boat-
racing-sponsorship.html
Company Deploy Frequency Deploy Lead Time Reliability
Amazon > 20,000 / day Minutes High
Google ~ 5,000 / day Minutes High
Netflix 300-500 / day Minutes High
Facebook Every day Hours High
Twitter 2-3 times a week Hours High
Typical
Enterprise
Once every 9 months Months / Quarters Low / Medium

The concept is focussed around 3 main areas
1. People
Cultural Aspects
No Silos
2. Process
Build-Release-
Run-Repeat
3. Tools
Common and
Integrated

Key Challenges
https://www.flickr.com/photos/piriki/9403219363

A survey to 1300 IT Leaders showed the biggest obstacles,
with the ‘People’ aspect leading the pack
Source: CA Technologies

There are two sets of challenges that exist with
adopting DevOps
DevOps
Difficult error prevention
and diagnosis
Diagnosis
Wall of confusion
Silo
Speed of Change
Innovation
Complex
Preproduction /
production build and
run
Complex
Outside-‐In

Challenges

DevOps is not well
understood
Inside-‐Out

Challenges

Understanding
The DevOps Tools
Cocktail
Tools
Big Bang vs Steps by
Step?
Approach
Who to manage
DevOps & current
changes
Current Change

And many organisations make four common mistakes on
the journey
Common
Mistakes
Deploying a Tool
!  A tool cannot force
collaboration
!  A tool cannot be relied upon
for a solution
!  A tool should be used to aid
the entire DevOps journey
Relying on a process
!  It is a way of thinking, a philosophy
!  It is supported by processes and tools
Creating separate DevOps group
!  Creating yet another silo
!  Complicating the structure to add further integration issues
Quick Fix
!  DevOps is not something
that happens overnight
!  Culture change is the
biggest issue and can
take months

How to make the
most of DevOps
http://thefuturebuzz.com/2011/12/01/pr-will-own-content-creation/

The challenges, however, can be overcome by incorporate
these four ‘key’ ingredients.
Create a Plan
Follow a Maturity Model
Cover all 3 Areas
Supporting Measures

Capgemini’s DevOps Implementation Framework (DIF)
helps to plan the various stages.
Today

Process

I
(IS/TI)

Users

Issues, Risks, Challenges and constraints
Overall
Client’s
Business
Objec:ves,
Sector
wide
drivers,
External
Drivers.
IT
Strategy

Target

Process

I
(IS/TI)

Users

Tomorrow

Process

I
(IS/TI)

Users

The People aspect is important to ensure cultural
shift and ensure there are no more Silos.
Design
/

Development

Test

Live

Change
=
Yes
please
No,
no
change
please

Design
/

Development
Test

Live

Change
Welcome

Transform

Cri:cal
Success
Factors:

1.  Shared
objecDves
&
Co-‐locate
as
much
as
possible

2.  Think
Non-‐FuncDonal
right
from
the
start

3.  Focus
on
business
outcomes

4. See
business,
applicaDons
and
infrastructure
together

The Process will help create automation enforcing the
message of ‘Build-Release-Run-Repeat’…
Plan Code Build Test Release Deploy Operate
Continuous Delivery
Continuous Integration
Agile Development
DevOps
Collaboration
!!
Communication
Integration
DevOps
Development
teams
Operations
teams
One Dynamic IT team
Continuous feedback
People
Cultural
aspects,
no silos
Tools
Process
Build-
Release-
Run-
Repeat
Common
and
Integrated
Cri:cal
Success
Factors:

1. Clear
criteria
defined
per
gate

2. Clearly
define
the
characterisDcs
of
each
environment

3. Define
and
document
all
key
non-‐funcDonal
requirements

4. See
it
as
a
conDnuous
loop
and
not
as
a
one
way
street

Tools should be implemented to support these
changes whilst being common and integrated.
One
End-‐to-‐End
Process

Development

Infrastructure

Middleware

ApplicaDons

TesDng

Infrastructure

Middleware

ApplicaDons

Live
OperaDon

Infrastructure

Middleware

ApplicaDons
Cri:cal
Success
Factors:

1.  Think
modular,
think
open,
think
service

2.  Standardise
environments,
automate
and
integrate

3.  Connect
with
build-‐release-‐run-‐repeat
process

Capgemini’s DevOps Maturity Model
Level
1:
Basic

Tradi:onal
Silo’ed
Organisa:on
|

separate
processes
|
separate
tools
with
many
manual
ac:vi:es
|

typically
very
long
release
dura:on
and
high
outages

Level
2:
Emerging

Emergence
of
joint
teams
|
star:ng
to
establish
connected
processes
|
some
automa:on

&
isolated
tools
|
medium
release
dura:on
&
reduced
outages

Level
3
:
Co-‐ordinated

Joint
and
shared
objec:ves
|
dev2ops
connected
lifecycle
|
limited
manual

processes

|
low
release
dura:on
&
signiﬁcantly
reduced
outages

Level
4
:
Enhanced

Co-‐authoring
of
soluDons
|
one
lifecycle
|
no
manual
processes
+

end2end
managed
environments
|

Level
5
:
Top
Level

One

Team
|
dynamic
process
|
near
instant
deployment

of
changes

|
no
dev
related
outages

Supporting activities
Standardise Train Virtualise
Rationalise Optimise
Hardware, Software,
Procurement
Automate
Hardware, Software,
2 3 4
5 6 7
1
Strategy &
Architecture
As-Is, To-Be, Plan
Business Case
People Compute, Storage
& Network
Reduce
complexity
Orchestrate
End to end
management
8
Processes

How DevOps Can Help You

We helped transform a major UK Postal and
Logistics supplier…
! Over 200 interfaces
! Ecosystem of 18 partners
! 25 external systems
! 86 Applications
! 20M+ unique visitors per month
! 50,000 ecommerce orders per day
! 6M registered users
! £1.5Bn revenue pa supported
•  Ability to release frequently – 3 week cycle
•  Multiple teams working in parallel on same code base
•  Release roll back issues
•  High number of defects due to issues with code
merge
•  Seasonal Peak (Christmas)
•  Special Events – e.g. Olympics
Scalability
Time to Market

! Setup time - 4 days to 4
hrs.
! Environment downtime -
18 hrs. to 4 hrs. per
month
! Zero environment defects
! Single Click Provisioning
! Faster adoption of best of
breed technologies and
tools
! Zero down time for IT
maintenance
! Release cycle time – 4
wks to 1 wk
! Improved CR throughput
by 50%
! Reduced development
efforts by 30%
… helping them to become more efficient and flexible in
all parts of the business

The key to success lies in ensuring you ‘Do’ it correct way
and ‘Don’t’ make the common mistakes
http://www.vexperienced.co.uk/2011/10/31/container-shipping-and-
virtualisation-a-potent-analogy/
Have a Plan
Decide how
far you need /
want to go
Think it is
“just” Tools
Neglect
creating a
Business
Case
Understand it
is a people,
process and
technology
change
Believe
DevOps is a
fix for all

Gunnar Menzel, Chief Architect Officer, Capgemini Infra
Heathrow Account CTO
Schneider Electric Account CTO
ODCA President
EA Account CTO
EA for Personal Tax

The information contained in this presentation is proprietary.
© 2014 Capgemini. All rights reserved.
www.capgemini.com
About Capgemini
With almost 140,000 people in 40 countries, Capgemini is one of
the world’s foremost providers of consulting, technology and
outsourcing services. The Group reported 2013 global revenues of
EUR 10.1 billion.
Together with its clients, Capgemini creates and delivers business
and technology solutions that fit their needs and drive the results
they want.
A deeply multicultural organization, Capgemini has developed its
own way of working, the Collaborative Business ExperienceTM, and
draws on Rightshore®, its worldwide delivery model.
Rightshore® is a trademark belonging to Capgemini

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