2. Today’s Meeting Agenda
11:30 – 12:00
• Registration/Networking/Lunch
• Introductions
12:00 – 1:30
• Announcements
• Keynote - How DevOps Thinking Can Improve Service
and Support
Informal Discussion
Raffle Drawing
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meeting location today
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Today’s Speaker
Roy Atkinson
HDI Senior Writer/Analyst
3. Introductions
• Connect with 2 or 3 people who are “new to you”
– Find out their answers to the following questions:
• 1 – Their name
• 2 – Company
• 3 – Functional Title (what they do)
• 4 – Number of years they have worked in IT
• 5 – Find three things you have in common - For instance you all like the beach
• Connect with another group and share the things you have in
common
4. • Each year, HDI works jointly with the local chapters to identify and
award the highest honors in the technical service and support
profession.
• Nominations open in August
• The SFHDI chapter winners compete with their peers regionally to
represent at the HDI Annual Conference & Expo
• An exclusive membership benefit
– Analyst of the Year
– Desktop Support Technician of the Year
Let’s Celebrate our Award Winners!
http://ThinkHDI.com/IndustryAwards
5. 2016 SFHDI Award Winners
Analyst of the Year
Paul Mak
LinkedIn
Desktop Support
Technician of the Year
Luis Torres
Synopsys
6. San Francisco Bay Area HDI Board of Directors
VP Communications
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Rob Matheson (CompuCom)
VP Vendor Sponsorships
Josh Furr (LinkedIn)
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Nenita Rozzi
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Larry Motsenbocker (Fujitsu)
President
Terri Oropeza (Synopsys)
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Dawn Dunn (Wilson Sonsini Goodrich & Rosati
Hillary Hernandez (Robert Half Technology)
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12. Upcoming Meetings and Events
• Webinar – Feb 16, 2017 – 10 am
– The Road to Award-Winning KCS: A Case Study with Lowe's and
Spectrum Health
• March 17 – The Future of AI in IT
– Mountain View @ Synopsys - Multicast in SF and East Bay
• Webinar - Mar 30, 2017 – 10 am
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• April 6 – Sacramento HDI Big Event One Day Conference
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16. How DevOps Thinking Can
Improve Service and Support
California Chapters • February 2017
Roy Atkinson
Senior Writer/Analyst, HDI
17. About
• 15 years experience as a practitioner
• White papers, SupportWorld articles, research
reports
• HDI and FUSION Conference Faculty
• Co-host: DevOps FUSION 2015
• DevOps / Agile Track Chair
FUSION 2016, 2017
• Chapter Advisor - HDI Northern New England
• Advanced Management Strategy
Tulane University Freeman Graduate School of
Business
Twitter: @HDI_Analyst | @RoyAtkinson
18. Agenda
• A brief history of DevOps
• Myths about DevOps
– Why DevOps isn’t just about automation
– Why DevOps doesn’t mean ITIL® is dead
• The Three Ways of DevOps
• How support can learn and benefit from DevOps
ITIL is a registered trademark of AXELOS, Ltd.
19. But first, our theme song…
Ooooooooooooohhh…
San Diego, San Francisco, LA, Sacramento
Probably I won’t remember where I even went-oh
We will talk about the DevOps to a great extent-oh
San Diego, San Francisco, LA, Sacramento!
20. Here is a framed picture of the magic bullet
that cures all IT problems:
Before we start
22. What is DevOps, Anyway?
DevOps is “the set of cultural norms and technical
practices that enable organizations to have a fast flow
of work from Development through Test and
deployment, while preserving world-class reliability,
availability, and security.” – Gene Kim
25. DevOps: The Myths
DevOps:
1. is only for startups
2. replaces Agile
3. is incompatible with ITIL®
4. means eliminating IT Operations
5. is just “Infrastructure as Code” or Automation
6. is only for open-source software
7. is incompatible with information security and
compliance
DevOps Handbook, xiv-xvi
26. 1. DevOps is only for startups
DevOps: The Myths
27. 2. DevOps replaces Agile
• DevOps and Agile are compatible
• Agile is an enabler of DevOps
DevOps: The Myths
29. 3. DevOps is incompatible with ITIL®
DevOps: The Myths
A well-tended service management road…
Can DevOps and ITIL co-exist? A story of two IT service
philosophies – ZDNet
31. 4. DevOps means eliminating IT operations
DevOps: The Myths
“No Ops”
32. 5. DevOps is just “Infrastructure as Code” or
Automation
DevOps: The Myths
Source: DevOps.com
33. 6. DevOps is only for open-source software
DevOps: The Myths
Achieving DevOps outcomes is independent
of the technology being used.
- The DevOps Handbook
34. 7. DevOps is incompatible with information
security and compliance.
DevOps: The Myths
Instead of a final
check at the end of
the assembly line,
controls are
integrated into every
stage of daily work.
42. The First Way
Systems Thinking:
Start looking at the complete value chain
through to the customer.
Dev Ops -
Support
Marketing
Sales
Customer
Service
Customer
44. The Third Way
Experimentation and learning
Dev
ps -
Sup
por
tMarketing
Sales
Customer
Service
Cus
tom
er
Dev
Ops -
Support
Marketing
Sales
Customer
Service
Customer
46. How Support Can Learn from
DevOps
Silos are for corn, not companies.
47. Conclusions
• No framework or methodology will, by itself, cure all your
problems
• Don’t believe the hype
• Don’t believe the myths
• Have your ITSM house in order
• Learn from and work with DevOps initiatives in your
organization
• Get involved early and often
• End the blame game
• Collaborate
50. And the winner is…
• Random drawing from all three sites for
today’s lucky winners
– Plantronics Voyager 5200 UC
• Donated by
– Amazon Gift Card Provided by SFHDI
– Predator FPV Drone
• Donated by CDW
Editor's Notes
David
David
David
Penny
“We bought ITIL and it didn’t work.” - Kirsty Magowan client.
AGILE 2008 Conference, Toronto: Andrew Clay Shafer’s “birds of a feather” ad hoc session called Agile Infrastructure. The only person who showed up was Patrick Debois. Shafer and Debois started a Google group called “Agile System Administration”
June 2009: Presentation at Velocity of 10+ Deploys per Day: Dev and Ops Cooperation at Flickr by John Allspaw and Paul Hammond – Debois watched by streaming video, tweeted
October 2009, DevOpsDays: Organized through Twitter. Conversation continued on Twitter and the #DevOps hashtag was born, dropping “Days” for brevity.
2010: First US DevOpsDays
March 2011: Gartner’s first notes about DevOps
Alternate definition:
DevOps is “the philosophy of unifying Development and Operations at the culture, practice, and tool levels, to achieve accelerated and more frequent deployment of changes to Production.” – Rob England
At certain points, these companies risked going out of business because of “dangerous code releases that were prone to catastrophic failure.”
“A well-tended service management road, leveled by responsive change management practices, can help to expedite the goals of Agile methods.” – RA
By Craig Barbakow, Kepner-Tregoe
Probably not!
With the emergence of Agile and DevOps, some people are saying that ITIL is dead! Is this true? The short answer is ‘NO!’
However we need to understand the rationale for the claim of ITIL irrelevance and IT Service Management (ITSM) obsolescence. It’s certainly true that many organizations that have “implemented ITIL” or are “ITIL-compliant” or “ITIL-aligned” currently face many challenges. These issues include unnecessary bureaucracy, inflexible and complex processes, outdated tools and technology, siloed and adversarial IT departments, as well as other significant issues and dysfunctions.
It’s common for people to view ITIL and IT Service Management (ITSM) as being dogmatic and fixated on rigid processes. Another popular perception is that ITIL has a strong bias for operations over software development and thus isn’t relevant for the “app guys”.
Also check out a paper by Gene on HDI’s archive – from November 2012.
Why NoOps is a DevOps disaster waiting to happen - Peter Waterhouse
Firstly, however operationally awesome developers think they are, building resilience, maintainability and supportability is not always top-of-mind. Worse still, these elements might be neglected if management is fixated on rewarding developers according to ‘speeds and feeds’. Secondly, even if these elements are addressed, they’re often conducted at the end of development cycles or bolted on after problems are discovered – that’s like baking a cake, forgetting the sugar, and then trying to compensate with a sickly sweet chocolate sauce.
In reality, great operations engineers are best equipped to help incorporate operational excellence into all practices. After all they have years of experience supporting every new wave of technology – from Mainframes to Microservices. What must change, however, is how their expertise is developed and shared.
“The important thing to remember is that automation is simply a tool or method for achieving the goal. It, like any other facet of DevOps, has to be part of a broader cultural shift and mindset.”
Toyota assembly line process Andon cord. Any worker could stop the line.
“…preserving world-class reliability, availability, and security.” – Gene Kim
The First Way emphasizes the performance of the entire system, as opposed to the performance of a specific silo of work or department — this as can be as large a division (e.g., Development or IT Operations) or as small as an individual contributor (e.g., a developer, system administrator).
Think about the position of the support center: How does it work as part of the entire value stream?
The outcomes of putting the First Way into practice include never passing a known defect to downstream work centers, never allowing local optimization to create global degradation, always seeking to increase flow, and always seeking to achieve profound understanding of the system (as per Deming).
The goal of almost any process improvement initiative is to shorten and amplify feedback loops so necessary corrections can be continually made.
The outcomes of the Second Way include understanding and responding to all customers, internal and external, shortening and amplifying all feedback loops, and embedding knowledge where we need it.
The Third Way is about creating a culture that fosters two things: continual experimentation, taking risks and learning from failure; and understanding that repetition and practice is the prerequisite to mastery.
Does this remind anyone of something else? Related to knowledge management, perhaps? KCS, maybe? Could you not say Use It, Flag It, Fix It, Add It about the rapid development of software?
What if there were rapid feedback loops to the other groups that produced almost immediate remediation and improvement?
What is the customer experience like if you have a fabulous service desk and crummy products? Have you ever bought something that was really substandard and gotten good service when you returned it?
Consider the Voice of the Customer. When you solicit feedback, listen to it, decide what to do about it, and then do that. Gathering information or data about how well you are doing is meaningless unless what you learn is being put into practice.
The culture of blame is prevalent in the world of service and support. Frank Zappa said, “Without deviation from the norm, progress is not possible.” I worked at a genetics laboratory for 10 years. I can tell you that without deviation from the norm, progress is not possible. So when someone goes off-script, makes a mistake, suggests something that doesn’t work out – you need to analyze what worked, what didn’t, and how to do it better next time, not say, it’s Bob’s fault, or chime in with Bart Simpson and say “I didn’t do it”.
It’s simple, but certainly not easy. It requires a large cultural shift—exactly the type of cultural shift DevOps is intended to accomplish.
Any framework or methodology is largely what you make of it, and none is going to solve every problem.