DevOps: Checklist for Vertical Integration

1. DevOps: Checklist for Vertical Integration Agileindy 2017Conference May 12, 2017

2. Sherry L. Hall, CSP Agile consulting, transformation and coaching, and senior scrum master/ATF engagements, including: • Availity (Nashville, TN) (CURRENT) • Cognizant Technology Solutions: • Capital One (Dallas, TX) • Asurion (Sterling, VA and Nashville, TN) • NextEra Energy Resources at Florida Power & Light (Miami, FL) • Change Healthcare (McKesson) (Nashville, TN) • Catholic Health Initiatives (Louisville, KY) • LifeWay Christian Resources (Nashville, TN) • Cigna/HealthSpring (Nashville, TN) • CompuCom for EMC, HCR Manor Care, UK-based Sit-Up TV (Louisville, KY) • Mercer (Louisville, KY) • Cardinal Health (Dublin, OH) • Humana (Louisville, KY) Sherry has earned her Certified Scrum Professional (CSP) in 2013, Certified Scrum Product Owner (CSPO) in 2011, and Certified Scrum Master (CSM) in 2011, through Scrum Alliance. She graduated from the University of Louisville with a B.A.S. in Communications and an A.A.S. in Interior Design, including courses at the J.B. Speed School of Engineering. http://www.linkedin.com/in/sherryhall

3. Agenda DevOps Overview Two Case Studies How an Agile Initiative Can Lead to DevOps DevOps Vertical Integration Checklist

4. DevOps Overview

5. What is DevOps? “DevOps and its resulting technology, architectural, and cultural practices represent a convergence of many philosophical and management movements…. …DevOps is the outcome of applying the most trusted principles from the domain of physical manufacturing and leadership to the IT value steam DevOps relies on bodies of knowledge from Lean, Theory of Constraints, the Toyota Production System, reliance engineering, learning organizations, safety culture, human factors, and many others.” ~ The DevOps Handbook

6. Brief History of DevOps • Lean Movement: Toyota, 1980’s • Agile Manifesto: 17 leading thinkers in software development, 2001 • Agile Infrastructure and Velocity Movement: 2008 – 2009 • Continuous Delivery Movement: 2006 – 2009 • “Toyota Kata: Managing People for Improvement, Adaptiveness and Superior Results” book written by Mike Rother, published August 2009 • DevOps Term is Coined: 2009

7. Two Case Studies

8. Reality: DevOps Case Study #1 • 1,200 IT personal • 800 associates and 400 contractors • Located in multiple locations across the U.S.; offshore vendor • 52 different • Companies, merged into one large organization • IT products • Sets of tools • Sets of IT policies (infrastructure, security, etc.) • Various platforms with legacy code; significant SME drain (through layoffs and employee retirement) • Initiating a Cloud migration (AWS) • Limited customer contact by Product, and of course, IT GOAL: ALIGN CONSISTENT END-TO-END IT SERVICE DELIVERY TO PAVE THE WAY FOR A LARGE-SCALE AGILE TRANSFORMATION

9. Reality: DevOps Case Study #1 “The Phoenix Project”, predecessor to “The DevOps Handbook” was practically required reading within this organization. “The Phoenix Project” describes the underpinning principles that all the DevOps patterns can be derived from 'The Three Ways'. • First Way: left-to-right flow of work from Development to IT Operations to the customer. • Small batch sizes and intervals of work • Never passing defects to down-stream work centers • Constantly optimize for global goals • Second Way: constant flow of fast feedback from right-to-left at all stages of the value stream, • Amplifying it to ensure prevention of problems from happening again or enabling faster detection and recovery. • Third Way: creating a culture that fosters two things: • Continual experimentation, which requires taking risks and learning from success and failure • Understanding that repetition and practice is the prerequisite to mastery.

10. Reality: DevOps Case Study #2 • 5 Scrum teams, from 3 different organizations: • Client: • 3 Scrum teams, each consisting of a PM, BA, 3 developers and 2 QA staff • Internal Contributors • IT Security team • Database team • Product, Sales and Customer Service personnel • External contributors: • Vendor Scrum team in South America: 2 UX/UI staff, PM, BA, 5 developers and 2 QA staff • Vendor Scrum team in Northern Europe: PM, Scrum Maser, BA, developers and QA GOAL: COMPLEX API BUILDS USING LEGACY SYSTEMS AND INCORPROATING MULTIPLE PLATFORMS

11. Reality: DevOps Case Study #2 Large-Scale Scrum (LeSS) helps “apply the principles, purpose, elements, and elegance of Scrum in a large-scale context, as simply as possible. Like Scrum and other truly agile frameworks, LeSS is “barely sufficient methodology” for high-impact reasons.” “ Large-Scale Scrum (LeSS)

12. Reality: DevOps Case Study #2 Update: Scrum Alliance Announces Partnership with LeSS Company, April 7, 2017

13. How An Agile Initiative Can Lead to DevOps

14. From Agile to DevOps • Helping the Development Team to create high-value products • Removing impediments to the Development Team’s progress • Coaching the Development Team in organizational environments in which Scrum is not yet fully adopted and understood • Leading and coaching the organization in its Scrum adoption • Planning Scrum implementations within the organization • Helping employees and stakeholders understand and enact Scrum and empirical product development • Causing change that increases the productivity of the Scrum Team; and • Working with other Scrum Masters to increase the effectiveness of the application of Scrum in the organization Extracted from “The Scrum Guide”

15. You Might Need to Explore DevOps, If You Hear… • “After our teams complete Sprint work, it takes two weeks to schedule Production Engineering [insert “Oracle team”, “Security team”, etc.], and then up to two weeks from them to deploy our code. Even though it only takes them 1 to 2 days for prod turns, they are busy with other work. Oh, and they take a lot of time off.” • “All of our testing processes are manual. We have no automated testing [or testing tools] because the expense [insert “effort”, etc.] is too great.” • “Our dev environments [insert “test environments”] do not truly emulate/mirror our production environments, so we typically deploy/release unstable code. But we do have several development teams that do nothing but work on support tickets.” • “We have an unknown number of completely different tools [insert “deployment processes”, “release dates”, etc.] across our many IT product lines.” • “Through the years we have acquired so many companies, [and/or we have lost our longer-term IT employees] that no one really has insight into the IT organization [insert “code base’, architecture”, etc.].”

16. You Might Need to Explore DevOps, If You Hear… • “We are migrating to Cloud servers, which is great, because we won’t need to worry about security anymore.” • “We really don’t know what everyone in our IT department [insert “vendor partner”] does.” • “What do we do with all of our IT Managers [insert “Program Directors”, “Project Managers”, “Executives”, etc.] as part of our Agile transformation? • “We decided to ask our IT Managers to serve as Scrum Masters. Some of them already serve in other roles, such as architects [insert “developers”, “QA staff”, etc.] • “What should our position/job descriptions reflect to account for Agile responsibilities? • “How should we align our Finance [insert “Human Resources”, “Marketing”, “Training” departments] for Agile?”

17. “Whatever my fate, I'll go to it laughing.” ~ Herman Melville

18. Where Do You Start? A traditional Feasibility Study helps an organization objectively decide whether to proceed with a proposed project, with broad considerations about whether to undertake a new project or assess an existing project/product. Basic components may include: • Executive Summary • Description of Products and Services • Technology Considerations • Product/ServiceMarketplace • Marketing Strategy • Organization and Staffing • Schedule • Financial Projections • Findings and Recommendations

19. DevOps Vertical Integration Checklist

20. IT Operations Feasibility Assessment

21. IT Operations Feasibility Assessment

22. IT Operations Feasibility Assessment

23. IT Operations Feasibility Assessment

24. Questions?

25. Thank You! Sherry.Hall@availity.com