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Devops on the edge V2
Transcript of Devops on the edge V2
In house things which you can add value to, through innovation or by doing them better than a supplier
Key transformation objectives
Outsource what you can't add value to
Use utility computing
Build skills and competencies
Use autonomous self-contained teams which are able to deliver end to end
Focus on small incremental changes with fast feedback loops
A large retailer
DevOps is a culture, not a Role
Not the responsibility of one team
It is how we think as a company
How we communicate and work together
How we build and consume technology
Can we do zero downtime deployments?
Can we install and configure without a mouse
UX and Digital
Does that change improve usability?
Are we selling more stuff?
Can I troubleshoot from the logs?
Can I push that fix NOW while everyone is in the office?
Here to help with infrastructure development, not 'DevOps engineers'
Deliver services and platforms to the agile teams so they can do DevOps
To Configure, Build, Deploy, Monitor, 24/7, At Scale, without fuss
Tools for the job
On the edge
Permanent and contractors
Velocity of recruitment
Location / Infra Dev home
Meetups - DevOps Exchange, Women who Go, etc.
Sponsor events - Kubecon
Speak at events - like this one!
Network - suppliers, vendors, personal contacts
Working closely with resourcing partners (HR)
Added agencies to the PSL
Improved role description documents
Hiring process, telephone, tech test, face 2 face
Dedicate resources to do this (1 day per week)
Large internal developer community - new type of end user
Using open source technologies
Access to a wide variety of Internet sites and SaaS
Move from MS Windows to Macs
Local admin rights to install software
Creation of new networks with more permissive access - move from white listing to black listing
Large investment in private cloud strategy.
Highly complex, multi-vendor, multi-year waterfall driven project.
Original plan to replicate traditional silo IT approach
Could not support DevOps ways of working
Could not change project direction fast enough to meet demand of new projects
Could not compete with public cloud providers
Resolution - public cloud first strategy adopted with private cloud investment focused on migrating legacy.
Tools for the job
Recruitment - devops graduate scheme
OPEX and CAPEX
3 Technical Pillars of DevOps
Engagement & a new operating model
Long lead times for new services
Large upfront capital costs
Sluggish release cadences
Too many supplier dependencies
Need to compete with the nimblest players in a low-margin market
Kris Saxton Bi-modal IT
A lot of employees > 160K
Many have long service > 15 years
Very large IT department > 800 people
1000s of stores - some large some small
1000s of suppliers
Millions of customers and millions of transactions every week
Inception - Discovery - Engineering
Conversations on transformation