Keynote presentation SG Conference | Expo, Mexico City - July 1 & 2, 2015

1. PRAGMATIC DEVOPS
1

2. 2
http://bit.ly/gsmamobileeconomy
Within 5 years, mobile infrastructure and technology will be 5% of GDP.
Large majorities of consumers in the 13-country sample would forgo
most offline media before losing their mobile Internet access. Two-
thirds or more would give up chocolate and alcohol. More than half
are willing to forgo coffee and movies.
http://on.bcg.com/1MVG4VD
The Boston Consulting Group, Feb 2015

3. 3
http://bit.ly/1H5RO9F
“In Mexico, 40% of individuals 18-34 will used advanced mobile device this year”
“Latin America is the fastest growing smart phone market”
http://cnb.cx/1LaBdSb
This smartphone market is booming (Hint: Not China)
Feb 2015 • Arjun Kharpal

4. 4
http://on.wsj.com/1IVOUSs
“software is eating the world”
MARC ANDREESSEN
“Regardless of industry your company is now a software company, and pretending
that it’s not spells serious peril…That leads to an increasingly urgent and
overarching mandate: Your company must, using software and technology, become
as responsive and agile as your customers.”
David Kirkpatrick
Now Every Company Is A Software Company
http://onforb.es/1Lsks63

5. 5
“The average lifespan of a company listed in the S&P 500 index of
leading US companies has decreased by more than 50 years in the last
century, from 67 years in the 1920s to just 15 years today, according to
Professor Richard Foster from Yale University.”
http://bbc.in/1BKMlTP

6. 6
“Please select the statement that most closely aligns with
how your company decides which products are built.”
9%
13%
24%
47%
7%
Source: A commissioned study conducted by Forrester Consulting
on behalf of ThoughtWorks, September 2012
Committee decides from potential options
Financial Modeling
Opinion of person with highest salary
Product portfolio approach
No systematic approach

7. 7
Kohavi “online experimentation at Microsoft”
http://bit.ly/OnlineExperimentation
2/3 of all the ideas to improve expand software have either no effect or a negative effect
80% of the time we are wrong about what the customer wants.
Web Analytics:Experimentation and Testing primer, Kaushik

8. 8
9%
13%
24%
47%
7%
Common Process

9. 9
9%
13%
24%
47%
7%
Common Process

10. 10
Resilience, security,
scalability, deployability,
testability are
fundamentally architectural
concerns

11. 11
What we really need to do is be able to build, and operate
systems that are resilient, secure, and capable of rapid
change at scale. Hence: DevOps
a cross-functional community of practice dedicated to the study of building, evolving
and rapidly changing secure, resilient systems at scale - Jez
A cultural and professional movement, focused on how we build and operate high velocity
organizations, born from the experiences of its practitioners. -Jacobs

12. 12
IT Spending
Less Effective Highly Effective
Less
Aligned
ALIGNMENT
Highly
Aligned
EFFICACY
+13
-14
“Alignment Trap”
+0
-2
“Maintenance Zone”
-6
+35
“IT Enabled Growth”
-15
+11
“Well-Oiled IT”
3-Year Sales Compound
Annual Growth Rate
“Avoiding the Alignment Trap in IT,” David Shpilberg, MIT Sloan Management Review Magazine, Fall 2007.

13. 13
Key IT Performance Indicators
Lead time for changes
Release Frequency
Time to restore service
Change fail rate
http://bit.ly/2014-devops-report

14. 14
Application and Infrastructure
Packer, Docker Chef, Ansible, Puppet
Image
management
Configuration
management
API - automation of Networking, LB, DNS, Security
Orchestration
Jenkins, Go, Chef Deploy

15. 15
“Cease dependence on mass
inspection to achieve quality.
Improve the process and
build quality into the product
in the first place”
W. Edward Deming

16. 16
Top predictors of IT Performance
peer-reviewed change approval process
version control everything
proactive monitoring
high trust organizational culture
win-win relationship between dev and ops
http://bit.ly/2014-devops-report

17. 17
Highest Correlation with IT Performance
All application and infrastructure code and
configurations are in a version control system
Effective logging and monitoring across
all environments
Developers merge their code daily
Developers break features into to small,
incremental changes
win-win relationship between dev and ops
http://bit.ly/2014-devops-report

18. 18
As leaders
• build cross-functional teams and a spirit of cooperation
• share risk across all the silos
• experiment in novel ways to find solutions
• use failures as an opportunity to learn not place blame

19. 19
so in summary
• every company is a software company
• it is difficult to predict the impact of features and changes
• so we need the ability to rapidly test and alter course based on feedback
• which requires software defined infrastructure
• and close partnership between development and operations

20. For questions or suggestions:
GRACIAS