Mirco Hering Scrum In DevOps Teams - Scrum Alliance
Accenture Architecture ServicesHow to Apply Scrum for aSystem or DevOps Team WhenImplementing a New DeveloperPlatform
PresenterMirco HeringAPAC DevOps & Agile Lead@mircohering on TwitterBlog about Agile & DevOpshttp://notafactoryanymore.comCopyright 2014 Accenture All rights reserved.2
Who here is using DevOps practices?Copyright 2014 Accenture All rights reserved.3
DevOps & AgileDevOps is a direction, not a goal!Copyright 2014 Accenture All rights reserved.4
Dunning Kruger Effect - Illusory superiorityNamed after Ig Nobel Price winners Dunning and Kruger for their paper "Unskilled andUnaware of It,"They were inspired by McArthur Wheeler, who robbed a bank using “invisible ink” as amaskThe idea that people who don't know enough also don't know enough to realise that theydon't know enough“The trouble with the world is that thestupid are cocksure and the intelligent arefull of doubt.“or"The whole problem with the world is thatfools and fanatics are always so certain ofthemselves, but wiser people so full ofdoubts.“Bertrand RussellCopyright 2014 Accenture All rights reserved.“ignorance more frequently begetsconfidence than does knowledge”Charles Darwin5
Let‘s look at some examples for Dunning-Kruger In a survey of faculty at the University of Nebraska, 68% rated themselves inthe top 25% for teaching ability. - Wikipedia In a similar survey, 87% of MBA students at Stanford University rated theiracademic performance as above the median. - Wikipedia For driving skill, 93% of the US sample and 69% of the Swedish sample putthemselves in the top 50% - Wikipedia How do you think people would rate you as a leader?” It turns out that 74%of the respondents think they’re either above average or the best leadertheir people have ever had. – SmartBrief on LeadershipCopyright 2014 Accenture All rights reserved.6
Situation StatementPrevious Development Architecture was build for Transformation with non-overlapping releasesand was not completely suitable for high frequency, high quality Agile deliveryThe current processes and tools are not able to effectivelysupport a more aggressive Release Calendar Inability to support Agile at Scale – current Dev Arch wasnot designed with Agile in mindCost to Serve increases with more releases – more effort Developer frustration with the current processes,required to maintain processes and retrofit codeperformance of the toolset and support available Current Dev Arch toolset is reaching its end of life Not completely automated deployment processincreases chances of quality leaks as throughput increases Inability of real-time reporting as information is stored indifferent systems Lack of Development Architecture reporting (e.g.Deployment timing, retrofit tracking, code reconciliation,development churn)Key areas of focusBusiness Drivers Software Configuration Management - (baseline, User satisfactionbranching, merge support, admin) for code and documents Traceability Integration between tools – IDE, Test Automation, etc. Improved productivity Workflow Management Standardisation – reduce supported exceptions Build & Deployment Automation Quality – reduce defects related to builds & Agile adoption – Agile SCRUM, Kanban, SAFeframeworks ReportingCopyright 2014 Accenture All rights reserved.deployment Reduced cost – cost of poor quality, percentageof automated steps, build time, SCM cost7
Further Context 1000 DevelopersCopyright 2014 Accenture All rights reserved.8
What’s different? Or not so different?TimelinesCopyright 2014 Accenture All rights reserved.InfrastructureCulture & Mindset9
And of course Copyright 2014 Accenture All rights reserved.10
It is a journey – not an implementation!Copyright 2014 Accenture All rights reserved.11
Change Management & TrainingStructured TrainingCopyright 2014 Accenture All rights reserved.Careful CutoverEvolution12
Let’s look at how we survived in a hybrid worldAgile Delivery LifecycleWaterfall Delivery LifecycleIRIRFeatureLUWEpicWork ItemsLUWStoryTaskTask Plan backlog, iterations, releases Capture Logical Unit of Work (LUW) from IR Capture retrospectives, Kanban wall Plan & estimate effort to deliver LUW Collaborate via chat, discussion walls Collaborate via chat, discussion walls Tracking & reporting on work item status Tracking & reporting on status of LUW’s and IRCopyright 2014 Accenture All rights reserved.13
Our Tools promoting collaboration and deliverytransparencyOur virtualwallVideoconferencingwith our offshoredelivery teamCopyright 2014 Accenture All rights reserved.Our physicalKanban mation WallPolycoms14
Maturity models and what we can learn from ComputerGamesRead more on my choose-your-own-devops-adventure/Copyright 2014 Accenture All rights reserved.
Model A Continuous Delivery - Application DeploymentFlow to persistent environmentsAutomation orchestrationPersistentEnvs1. Creating the dio)Code ReviewCrucible matedTestTestCheck-in,Store in RTCSCMIdentify code changes,Compile & PackageAppAssetMgmtDataTailor to EnvApp*DeploymentTest3. Testing theapplicationScr2. Deploying theapplicationProd4. Visualisation of DeliveryCopyright 2016 Accenture All rights reserved.15
Model B - Application Deployment Flow into newlyprovisioned environments (a.k.a. Netflix Pattern)Env1. Creating the ApplicationAssetMgmt(Infra)Automation tAssetMgmt(App)AutomatedTestPush from Jenkins or Deployment ToolEnvDataScrPull from Puppet3. Deploying theapplication5. Visualisation ofDeliveryCopyright 2016 Accenture All rights reserved.16
Model C – Container based Application DeploymentFlowAssetMgmt(Infra)EnvEnv1. Creating the ApplicationAutomatedTestAutomation orchestration(Jenkins)WorkHostVMMgmtBuild container from DockerfileLibAppDevSCMTestAssetMgmt(App)Data2. Creating an ApplicationcontainerDockerRepositoryScrQA6. Visualisation of DeliveryCopyright 2016 Accenture All rights reserved.17
We did get the results we were hoping forOur merges took way too long ( 2 weeks) and took too much effort% of Merge & Retrofit Effort [on total 13-Q3The result: 2 weeks - 3 daysWe removed over 3300 days of manual effort per year across SCM, Build,Package and DeployCopyright 2014 Accenture All rights reserved.
Early BenefitsQuantitative BenefitsActivityMeasured asMerge &Retrofit% of the Build Effortacross ReleasesSoftwareConfigurationManagementEffort to support SCMactivitiesCost of poorquality% of defectsattributed to SCM,DeploymentBuild &DeploymentProcess & effort toraise deploymentrequests% ImprovementComments50%Based on the actual effort tracked63% Elimination of manual trackers [workflow lists, baselines, objects] Maintenance of 2 tools [CVS, CC], scorecards & run books notrequired Unnecessary environment sync-up eliminated59%Elimination of defects introduced because of previous Inefficient SCM processes Incorrect deployments90% No. of Deployment requests (DR) reduced - Enterprise build [notincremental or individual builds] Effort per DR reduced because DR not in spreadsheets [nowraised on tool ] & elimination of extra step in the flow ofdeploymentsQualitative Benefits Granular Configuration Management and traceability Integration with agile lifecycle tooling to allow story based Configuration Management driven from metadata Real-Time traceability of status for build and deployment Automated Build and Deployments – “One Button Deployment” Developer efficiencies as a consequence of improved tool interaction times, processesCopyright 2014 Accenture All rights reserved.20
This is not optional how can I help?Copyright 2014 Accenture All rights reserved.21
Named after Ig Nobel Price winners Dunning and Kruger for their paper "Unskilled and Unaware of It," They were inspired by McArthur Wheeler, who robbed a bank using "invisible ink" as a mask The idea that people who don't know enough also don't know enough to realise that they don't know enough "The trouble with the world is that the
This Scrum and Scrum Master Guide is a free, quick reference material designed to help aspiring scrum masters discover the ins and outs of Scrum. It throws light on the fundamental principles of the scrum, scrum terminologies, Agile Manifesto, scrum theories, scrum tools, different roles, responsibilities, and more. SCRUM & SCRUM MASTER
Scrum framework, the Scrum Master and the Scrum Product Owner share the role and responsibilities of a typical project manager. Nonetheless, a Scrum Master or a Scrum Product is never allowed to overrule the democratic decision-making capability of a Scrum Team. For instance, only the Scrum team members can
enacted. Scrum Masters do this by ensuring that the Scrum Team adheres to Scrum theory, practices, and rules. The Scrum Master is a servant-leader for the Scrum Team. The Scrum Master helps those outside the Scrum Team understand which of their interactions with the
Understand the basics of the DevOps cycle Become familiar with the terms and concepts of DevOps Comprehend the beginning of the DevOps cycle . DevOps and Software Development Life Cycle 3. DevOps main objectives 4. Prerequisites for DevOps 5. Continuous Testing and Integration 6. Continuous Release and Deployment 7. Continuous Application .
The Scrum Master Finally has some Authority .11 Conclusion .12 Purpose of Analysis In practice, Scrum is a vague concept. There are many different, incompatible, kinds of Scrum; and for each of these kinds of Scrum, there can be different descriptions. We like the Scrum that is described in the 2017 Scrum Guide, but we .
Method Scrum Scrum Scrum Scrumban Scrum Scrum Scrum Scrum Size 24 PM 30 PM 30 PM 100 PM 30 PM 12 PM 72 PM 120 PM Duration 3 M . Continuous delivery Delivery on time testing on unit le
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American Revolution in 1788, when he and his contemporaries were still riding the wave of patriotism emanating from their fresh victory over the British Empire. These histories, marked by American prominence on a global scale, were written into the early 20th century as American patriotism was reinforced by further victory in the War of 1812 and by western expansion. By the latter point, they .
