DevOps Days New York
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A company attempted a large-scale DevOps initiative to improve their development and production processes, but faced many challenges that ultimately led to failures in production. The company cultures and teams were spread across geographies and silos, leading to tension when a new elite team was brought in. Technical debt from 10 environments and long stage gates caused knowledge vacuums and splits between new and experienced employees. Key lessons included needing more empathy, data-driven decisions, treating DevOps as an organizational change, and ensuring production-like environments in development to prevent failures in production.
DevOps Days New York
- 1. GOING BIG AND F*#&#*G UP A Cautionary Tale @mikebaukes 1
- 2. THE BUSINESS s p d O e v Disruption MarketWide ov e r D p p A A History of Success A New Market in 9 months 2
- 3. THE PROJECT Funding a DevOps initiative using "risk y t i r s What do we have? cu p e O S ev / of production? k Is it representative D is e R v lo Are we at risk? 3
- 4. COMPANY CULTURE Teams Spread across Geographies and Organization Charts Average Request ful鍖llment was around 2 weeks Rife with process debt 4
- 5. TEAM CULTURE We recruited the best Immediately Caused Tension Elitism & Arrogance began to grow 5
- 6. THE PROCESSES Risk = MS/DE Sign-offs Project Managers = Test Results/Environment Documentation SDLC = VC Inf/Repeatable Env ITIL = DSL/DML/CMDB & ST Architecture = TRM/Enterprise Continuum Automation using Chef 6
- 7. TECHNICAL DEBT 10 Environments, Multiple Stage Gates (2 weeks) 90% on Writing Code, 10% on education Split in 2 groups (newbies/old-school) Knowledge Vacuum 7
- 9. LESSONS 1. Empathy 2. Get the Data! 3. DevOps is an HCM issue WTF? 4. In production and not in dev means #fail 9