Three years, 20,000 DevOps professionals, and some science… What did we find? Well, the headline is that IT *does* matter if you do it right. With a mix of technology, processes, and a great culture, IT contributes to organizations’ profitability, productivity, and market share. We also found that using continuous delivery and lean management practices not only makes IT better — giving you throughput and stability without tradeoffs — but it also makes your work feel better — making your organizational culture better and decreasing burnout. Jez will share these findings as well as tips and tricks to help make your own DevOps transformation awesome.Jez Humble is a lecturer at UC Berkeley, and co-author of the Jolt Award winning Continuous Delivery, published in Martin Fowler’s Signature Series (Addison Wesley, 2010), and Lean Enterprise, in Eric Ries’ Lean series (O’Reilly, 2015). He has worked as a software developer, product manager, consultant, trainer and executive across a wide variety of domains and technologies. His focus is on helping organisations discover and deliver valuable, high-quality products.
Fixed Price With Agile & Continuous Delivery
Fixed price (or fixed budget) projects can be the antithesis of Agile principles, and can make Continuous Delivery a battle, but they are a staple of many organisations and are often the only way to get a project signed off. We’ll look at some common antipatterns and a few workarounds to make Agile and CD work with Fixed Price projects, making use of the strengths of CD, not just shoehorning it in.Helen Hosein has worked on a variety of projects, big and small, using various methodologies and tweaking them to suit the project’s needs. She works as a Project Manager for Softwire, managing projects for a number of clients, including the BBC.
You Are What You Eat – How Branching Affects Team Culture
Your branching strategy is an extremely important choice to make. In this talk I hope to show how a change of branching strategy can actually change your team’s mindset. Specifically I look at a shift from a feature branching strategy to a trunk based strategy affected the team. In my view these changes were for the better and I guess most at PIPELINE will agree but I leave that for others to decide on this occasion.Dave Hounslow is a strong advocate of Software Craftsmanship and Continuous Delivery. He’s worked as a developer and technical lead for nearly three decades, most of which has been with small teams practising what these days is often referred to as a “DevOps” culture. Dave has been involved with multiple successful implementations of Continuous Delivery and right now he’s helping a number of small businesses and individuals to get more from their software development efforts.
Changing A Culture To A Culture Of Change
Four years ago we introduced Continuous Delivery into a highly regulated environment for a FTSE250 company. At the time it had an engrained release process that involved weekend maintenance windows, monthly offshore regression cycles and a complex delivery process. It was all very stressful. Listen to a selection of stories starting from how we lobbied the first POC based on an initiative from a devops bookclub to releasing our trading application more times in the last month than the previous year. All without an architecture rewrite, off the shelf tooling or a companywide mandate. Come and learn our strategies for change.Joe McKevitt is a CD enthusiast who is very passionate about implementing architectures that encourage agile and lean practices. He tries to focus on building and collaborating with effective teams, enjoys learning from others and loves telling stories. Joe is definitely an optimist.
Testing In A Continuous Delivery World
Hey, do you remember when everyone was asking what the role of the tester would be in an agile team? It’s happening again! A team that takes on the challenge to release their every commit certainly will take testing seriously. It will need to evolve new ways of testing. It will have new dynamics of testers working with developers. In this talk we’ll look at how continuous deployment changes the dynamics of an agile team. How quality moves even more to the center of the stage. How that changes the role of the tester once again. And of developers, too. How to put the customer center stage again. And how that, too, has testing competencies at its core. And we’ll not forget DevOps, and how monitoring can be a continuous testing strategy.
Wouter Lagerweij is an independent Agile Coach operating out of The Netherlands. He loves spending time with teams and organisations to figure out how to improve the way they make software, and make it more fun. To make that happen Wouter uses the knowledge and skills gathered in over eighteen years of experience applying Agile processes and practices from XP, Scrum, Kanban, Lean and Systems Thinking. To turn those improvements into real business opportunities, Wouter has added Lean Startup/Lean Enterprise approaches. Occasionally, he even uses common sense.
Do you really need that staging environment? They say “”don’t test in prod”” but sometimes you can and you should. There it sits attracting quirks and cruft, and it never actually gives you the confidence to deploy that it promises. But surely it’s reckless to abandon it? If you apply practices like feature flags, dark launches, branch-by-abstraction, backoff and circuit breakers you may find you don’t need that staging environment after all.Dave Nolan has been passionate about continuous delivery since reading about Gossamer Condor as a kid. He’s interested in learning organisations, programming things, and exploring cities. He is currently CTO of Appear Here, the online marketplace for commercial letting. Dave is indicative of a larger problem.
So What Do You Do If You Don’t Do Testing?!
“First I was afraid, I was petrified. Kept thinking I could never live without you* by my side. But then I spent so many nights thinking how you did me wrong. And I grew strong and I learned how to get along…” This is a story of how and why we found ourselves ditching *test automation – in fact doing less and less of any kind of testing – and instead finding more creative ways to improve quality.Sally Goble is Head of Quality at the Guardian, and has worked in software development for over 10 years. She has been at the forefront of changing the Guardian QA team’s focus from testing to quality.
Measure Everything, Not Just Production
Metrics and Logging form the foundations of operating a live service but we know very little about the environments and pipelines that support the path to live. How do you improve often overlooked environments and tools without the data to help teams identify issues or bottlenecks. I start with the question: “Can we use what we have learnt with live monitoring, to get metrics and insight into our pipelines”. I’ll then explore how this opened up a stream of data on commits, pipeline duration, success, failure, deployments and more so that teams could build event driven processes and improve their continuous delivery pipelines.Steve Elliott is a Senior Technical Staff Member, Performance and Reliability Specialist and Log Enthusiast @ LateRooms.com IT team. With over 10 years experience in Web Development, he’s spent the last 2 years bringing visibility to LateRooms.com production estate and he speaks about his findings regularly at conferences and professional organisation meetings.
He now mostly helps developers deliver by building the tools and platforms they need to ship value, quickly. In his free time, he works as a contributing member of Dev Ops Manchester and the newly formed Elasticsearch Manchester User Group.
Steps Closer To Awesome
This is the story of our first steps towards our vision of what “Awesome” might look like…In and of itself changing an Organisation structure does not lead to a world of continuous delivery and DevOps thinking. What we did find, however, was that it can be an important piece in the jigsaw to the culture change needed to start driving towards that nirvana.
Ian Watson is Head of DevOps at Callcredit Information Group. With over 20 years experience in Software Engineering. He joined the Callcredit Information Group in 2002 working in both development and operational roles during a period of rapid sustained growth. He has spent the last 18 months working on the beginning of a transformation to move Callcredit to a DevOps culture and way of working – focussing on enhanced collaboration alongside increased automation to massively increase our ability to deliver reliably and often. He is also a big fan of 90’s glam rock which is obviously a key contributor to successful DevOps!
Steps Closer To Awesome
This is the story of our first steps towards our vision of what “Awesome” might look like…
In and of itself changing an Organisation structure does not lead to a world of continuous delivery and DevOps thinking. What we did find, however, was that it can be an important piece in the jigsaw to the culture change needed to start driving towards that nirvana.
Chris is Head of Product Delivery for Callcredit Information Group. Over the last 25 years he has worked in corporates, start-ups and growing companies. Originally a mechanical engineer innovating for the British Post Office, Chris moved into software in the late 90’s developing solutions for distributed printing and public key infrastructure, using proprietary and Open Source software. After a period of supporting a global network of mail and web traffic management servers, Chris moved to Callcredit, where he developed Consumer facing and B2B solutions working as part distributed team. As an advocate of agile methods within Callcredit, Chris has helped develop a culture of collaboration and communication.
Financial Institutions Carry Too Much Risk, It’s Time To Embrace Continuous Delivery
Financial Service organisations cannot afford to have mistakes in their software delivery, the impact of an error could be huge. So to reduce this risk, many of these organisations have a strong set of controls in place, often for good reason (Separation of Duties required by Sarbanes–Oxley Act). However these controls come at a significant cost, not only to they hamper Agility and reduce ROI, they stifle innovation; and sometimes they are little more than risk management theatre. Can Continuous Delivery help us to find an acceptable balance?Gary Frost, owner and Managing Director of 51zero has over 20 years in IT and technical development experience. With an exceptional knowledge of financial services and investment banking internationally Gary focuses on within budget delivery of critical projects as well as influencing and creating agile teams that productively work together. Getting to the heart of problems quickly and communicating effectively are mainstays of Gary’s approach.
How To Deal With A Hot Potato
In large organisations, sometimes projects and parts of the code base get shuffled around between teams. Projects that have tons of responsibilities, that are business critical and that are hard to look after. What happens when a self-organised team that has a continuous delivery system in place receives one of these legacy product that is the antithesis of best practices? The talk approaches this issue with a real life example, highlighting the problems encountered and the solutions suggested and applied to each of them.Gustavo Elias studied Computer Science in Spain. He started working as a C# developer during his last semester, and continued during so for a few more months. He quickly moved into IT training for a couple of years, teaching people how to use the company’s tools and its APIs. He moved to London in 2010 where he began his career in Java, first in the mobile billing industry and then in finance. He started learning about Agile and Continuous Delivery during his first job here, and has always been a practitioner and a fan. He has been a developer, a consultant, a team lead, and a tech lead during that time. He is currently working as a Senior Developer for IG Index in the Marketing Intelligence team, trying to make sense of Hadoop, Spark and other Big Data technologies.
Achieving Continuous Delivery In A Legacy Environment
The principles of continuous delivery can be applied no matter what the state or size of your system. This is an experience report describing the Journey of a small, but very profitable business in Denmark on its way towards continuous delivery. Looking at the technical hurdles and challenges, and ultimately the organisational change that was required to put it all place, not just the technical elements, but also the mind set changes required by the people within the organisation. This is a story of agile and technical transition.Pete Marshall is a Technical Architect at Planday, and also runs Lean Software, a training and consulting company based in London. He has been involved in commercial software development for over 16 years, with practical experience implementing organisational, architectural, and engineering change in small, medium, and large enterprises.
Smoothing Continuous Delivery Paths – Tales From Two Cultures
What makes Continuous Delivery easy and what makes it hard? Should it be all Scala + Docker + microservices or is .Net + Windows + monoliths a safer bet? This session explores the successful continuous delivery journeys of two very different cultures. Both achieved weekly releases to Production, but one was a .Net monolith, the other a set of Scala microservices. We’ll explore the lessons learnt by looking at the blockers and accelerators each faced.Lyndsay Prewer is an Agile Delivery Consultant with over twenty years experience of helping developers, teams and organisations improve their software delivery. He is currently consulting for Equal Experts, at HMRC, on the delivery of HMRC’s new Gov.UK digital tax services. He speaks regularly at European conferences (Agile Cambridge, Agile Testing Days, Agile Lean Europe) and London Meetups.