Nous vous proposons un talk qui n'était pas prévu, mais qui est exceptionnel !
Nous profitons de la venue en France de Julien Stroheker, Montpelliérain qui est parti s'installer au Canada il y a plusieurs années et qui a rejoint depuis 2 ans Microsoft.
Sa présence en France est rare, venez nombreux pour discuter avec Julien, de DevOps et de plein d'autres sujets. Julien est spécialiste DevOps, Open Source et anime des conférences et Hackathons dans le monde entier.
Vidéo de la session : https://www.youtube.com/watch?v=MEoNH4cUvtU&t=507s
Son blog : http://blog.jstroheker.com/
Son twitter : @Ju_Stroh
Son linkedin : https://www.linkedin.com/in/julienstr...
Sa chaîne channel 9 : https://channel9.msdn.com/Niners/Juli...
7. Outperforming
teams are 54%
more
likely to
Developers
26.7%
No executive support
56.7%
Cultural inhibitors
43.3%
Fragmentedprocesses
Collaboration blockers
DevOps was being initiated by
more development teams than IT Ops
teams by about a 40% to 33% margin
Agile methodologieshave adopted
3/4 of teams
BusinessIT Ops
The average hourly
cost of infrastructure
failure is $100,000
per hour
It takes on average
200 minutes to
diagnose and repair
a production issue
A bug caught in production ends
up costing
than if the same bug was found
earlier in the development cycle
100x
more
IT decision
makers is still
unfamiliar with
the term DevOps
61 in
40%
… of implementations end up getting
reworked because they don’t meet the
users’ original requirements
… of development budgets for software, IT
staff and external professional services will
be consumed by poor requirements
41%
IT drives
business
success!
High IT performance
correlates with strong
business performance,
helps boost productivity,
market share and profit.
Responding to
ongoing needs for
efficiency and growth
Always keeping all
systems safe and secure
dual goals
… for companies that try to
adapttheir existing toolsfor
DevOps practices
80% failure rate …
CIOs
70 %
to reduce
IT costs
Would
increase
risk
and accelerate
business agility
of
Taken from: http://dev2ops.org/2010/02/what-is-devops/
Development kicks things off by “tossing” a software release “over the wall” to Operations. Operations picks up the release artifacts and begins preparing for their deployment. Operations manually hacks the deployment scripts provided by the developers or creates their own scripts. They also hand edit configuration files to reflect the production environment, which is significantly different than the Development or QA environments. At best they are duplicating work that was already done in previous environments, at worst they are about to introduce or uncover new bugs.
Operations then embarks on what they understand to be the currently correct deployment process, which at this point is essentially being performed for the first time due to the script, configuration, process, and environment differences between Development and Operations. Of course, somewhere along the way a problem occurs and the developers are called in to help troubleshoot. Operations claims that Development gave them faulty artifacts. Developers respond by pointing out that it worked just fine in their environments, so it must be the case that Operations did something wrong. Developers are having a difficult time even diagnosing the problem because the configuration, file locations, and procedure used to get into this state is different then what they expect (if security policies even allow them to access the production servers!).
Time is running out on the change window and, of course, there isn’t a reliable way to roll the environment back to a previously known good state. So what should have been an eventless deployment ended up being an all-hands-on-deck fire drill where a lot of trial and error finally hacked the production environment into a usable state.
There’s no question, doing business is tough nowadays
We have worked with a lot of different companies in different industries and we’ve found that 3 main challenges come up again and again:
Business is getting faster every day … markets can turn and change at a moment’s notice
Competition is getting stronger … today’s edge is tomorrow’s mainstream
The need to go from idea to reality in a radically shortened timeframe is putting huge pressures on an organization’s ability to deliver
Since every company is a software company today, those that can deliver value faster are the ones that will survive and win
In the real world, there are real consequences if you are unable to deliver high-quality software quickly or build the wrong thing to begin with:
40% of implementations end up getting reworked because they don’t meet the users’ original requirements
The average cost of one hour downtime of a customer-facing app is calculated at 100.000 dollars per hour – and this does not take into account the damage to reputation, which can be even greater.Fixing such production issues takes on average 200 minutes per incident
Three quarters of development teams have adopted Agile methodologies today, enabling them to develop faster.While this is a great number, it does not help if a development team is Agile but deployment still takes weeks or months because IT Ops is perceived as not being Agile
These are just 3 very high-level examples but all the data we have today points toward the same conclusion – this is about more than just frustration or minor delays. Lack of collaboration between dev and ops can have substantial impact on a company’s bottom line and success
2014 Report collected in December 2013 had over 9,200 survey respondents across 110 countries with companies of ALL sizes and verticals.
2015 Report had 4,976 respondents with companies of ALL sizes and verticals.
People = Culture
Fundamental attributes of successful cultures:
Shared mission and incentives: infrastructure as code, apps as services, DevOps/all as teams
You need to consider your hardware as a commodity, (don't give your servers names) , servers are like farm animals, it is just harder if you let theids name them
Build deep instrumentation into services, push complexity up the stack
Rally around agile, shared metrics, CI, service owners on call, etc.
Changing the culture: any change takes time, changing culture is no exception and you can't do it alone, exploit compelling events to change culture: downtimes, cloud adoption, devops buzz
PROCESSDefinition and design, compliance, and continuous improvement
PEOPLEResponsibilities, management, skills development, and discipline
ProductsTools and infrastructure
This is the framework for which you could connect the 300 level technology demos back to DevOps for any of your presentations. Do not present this slide to customers.
Sample DevOps practices might include:
Continuous Integration
Infrastructure/Configuration as code
Self Service Environments
Continuous Deployment
Test automation
Release Management
Performance Monitoring
Alerting
Production Diagnostics
Availability Monitoring
Feature Flags
Automated Environment De-Provisioning
Automated Recovery (Rollback & Roll-Forward)
Hypothesis Driven Development
TiP
Fault Injection
Usage Monitoring / User Telemetry
Load Testing
Azure is open and flexible – you bring what you know and simply continue to use it – there are no second class citizens in the Microsoft cloud
Whether it’s platforms, languages, tools or apps – we support an ever-growing set of OSS and proprietary technologies, tools and standards
With Azure, you have choices - choices that help you maximize your existing investments
You bring the tools you love and skills you already have, and run virtually any application, using your data sources, with your operating system, on your devices
Or - complement what you’ve already built by using Azure to add additional value to your app
Augment your iOS or Android mobile application with identity and access management through Azure Active Directory, or cloud-powered insights through Azure Data Lake Analytics
Run Linux batch processes to support your .NET applications
And tap a growing ecosystem of open source solutions available from Azure Marketplace that enable rapid deployment in the cloud
At Microsoft, open source is a part of our day-to-day approach to cloud innovation
We are also constantly looking for ways to improve developer and user experiences with SDKs for open source languages and an open API
Plus, we are committed to sharing our cloud learnings with you and for your datacenters, thanks to Linux and open source support in Azure Resource Manager and Azure Stack
Release Management in the Visual Studio Online Service (or on-prem product which not easy to access for hackathon)
Deployment Slots + CI/CD solution with VSO + Azure Websites
David Note: Make sure to highlight customer pain points, “bullet train”, Poll??
Roll-forward means making a fix to the code
Check-in fix, quickly test, “roll-forward” by pushing a new release
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JIT = Just in time
Say Toyota started on concept of JIT all the way back in 1934. 1936 “Kaizen” improvement teams.
1988 – term first coined by John Krafcik in article “Triumph of the Lean Production System”.
Two key principles in Lean – Just in Time (JIT) and “Autonomation” (Smart Automation)
http://itrevolution.com/devops-culture-part-1/
The concept of CALMS was introduced at DevOpsDays Mountain View (San Francisco area) in 2010. John Willis started with CAMS initially then Jez Humble added the concept of Lean.
The lean principle for development are the following:
Eliminate waste
Amplify learnings
Decide as late as possible
Deliver as fast as possible
Empower the team
See the whole
1. Value Stream Mapping
Will be the core of the presentation in the future. It gives a view of the full process with times spend on each activity.
2. Theory of Constraints
Methodology to identify the most limiting factor that stands in the way of software development. By identifying the bottleneck in the process, the most efficient use of the current can be achieved.
3. Pull Systems
Each step in the process pulls the work from the previous steps. This leads to the Kanban methodology.
4. Queuing Theory
5. Motivation
6. Measurements
7. Test Driven Development (TDD)
Executives have a very high level view, however the coders and operations have a small view of the process. The VSM brings an intermediate point of view best suited for understanding the process.
Value Stream Mapping aids visualization by allowing persons to see the entire VSM on a single (11”X17” or A3) piece of paper.
A “rich picture” is a metaphor to explain that as well as the process steps, each aspect of the process is given depth and clarity through the structure of the VSM
This guide will give additional background information on how to implement the VSM and bring a practical way to design and bring improvements.
https://www.amazon.com/Value-Stream-Mapping-Organizational-Transformation/dp/0071828915/ref=sr_1_1?ie=UTF8&qid=1474332193&sr=8-1&keywords=value+stream+mapping
The first three chapters of the VSM book are very helpful to read before you start doing one VSM with a customer.