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Devops on the edge V2

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Mike Dilworth

on 16 December 2016

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Transcript of Devops on the edge V2

DevOps on the edge - a case study
IT transformation
Mike Dilworth
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
Culture
Technology
Practice
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
Technical Designer
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?
Developer
Can I troubleshoot from the logs?
Product Owner
Can I push that fix NOW while everyone is in the office?
Infrastructure Developers
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
Infrastructure
Terraform
Vagrant
Packer
Docker
Kubernetes
Chef
Ansible
Monitoring
Pipelines
GO CD
Jenkins
Appveyor
Sensu
ELK/Splunk
NewRelic/AppDynamics
Cloudwatch
Grafana
People
Process
Technology
Tools for the job
Infrastructure
Tech stacks

On the edge
Cultural misalignment
Attracting talent
Identifying talent
Permanent and contractors
Velocity of recruitment
Support tools
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
Manage suppliers
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)

Attracting talent
Identifying talent
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
Infrastructure
Global thinking
Customer focused
Communications
Future
Incentivisation
Recruitment - devops graduate scheme
OPEX and CAPEX
3 Technical Pillars of DevOps
ITIL world
Technical standards
Engagement & a new operating model
Why change?
Long lead times for new services
Abandoned projects
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
https://uk.linkedin.com/in/mikedilworth
http://www.e-nspect.com
mjd@computer.org
FTSE 100
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
Support
Service transition
Change
Conversations on transformation
Full transcript