Andy singleton continuous delivery-fcb - nov 2014
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The document discusses the importance of continuous delivery in software development, emphasizing how it can improve productivity and maintain competitive advantage by allowing for faster, more frequent releases. It outlines strategies for increasing productivity through practice, effective measurement, and utilizing more machines, along with best practices for continuous delivery processes. Additionally, it highlights the significance of automation, continuous integration, and self-managing teams in achieving high-quality software development while responding rapidly to market demands.
Andy singleton continuous delivery-fcb - nov 2014
- 1. High Speed Software and Business Innovation From Andy Singleton, http://continuousagile.com www.assembla.com
- 2. Survey on Continuous Delivery 46% think their competitors have adopted Continuous Delivery
- 3. Why? •Fixes specific problems –Stressful or late releases –You are building a big system with many parts –You are running a lean product development or marketing process with frequent measurements –Competitors are gaining with a faster cycle •Opportunity to conquer the competition through faster delivery and fit
- 4. 3Ways to Be More Productive 1)Practice 2)Do the right thing 3)Use more machines
- 5. 1) Practice We can get more efficient at anything with practice and optimization This effect explains almost all of the productivity difference between Waterfall and Agile. In the agile process, we do more cycles, so we get better at each step. Any periodic release cycle causes a lot of stress around releases. Continuous delivery removes this stress by doing releases more frequently and optimizing down to a button push.
- 6. 2) Do the right thing Users ignore at least 50% of the new stuff you show them. If you can measure usage or value and figure out what to ignore in development, you can increase development productivity by 100% for zero extra cost. Measurement is very important. More frequent releases = more measurements
- 7. 3) Use more machines
- 8. Continuous Delivery Basics •Lean process improvement •Code contribution patterns •Continuous Integration •Test layering •Code review •Automation •Developer responsibility •Feature switches
- 9. Lean process 1.Release more frequently 2.Improve This can be easier than a batch process. Do less
- 12. Centralized Continuous Integration Contributor Commits –“as early as possible” to find problems Continuous Integration tests Fail -alarm Release Candidate Test System Release QA Testing Pass
- 13. Test Layering Monitor your released software: Errors, Usage volume, usage patterns, user feedback QA System with Human test consultants Code review: Both a manual test, and a place to ask for test scripts. Continuous integration: Run automated tests before using human review time Unit tests in the development environment Switch new features and architecture More frequent releases can increase quality
- 14. Go Both Ways Velocity Quality Increase Quality (more layers, longer beta) Increase Velocity (less layers, faster unveil)
- 15. 9(sparse) Layers at Edmunds
- 16. Feature Switch and Unveil Hidden Programmersees a change locally. Change is tested in the main version but not seen. Test Story Owner and testers see the change on test systems. Beta Insiderssee it and use it. Story Owner can show it to selected usersfor feedback or A/B testing. UNVEIL! The big event. Communicate with all users. Measure reaction. One code version No special test builds No long-running branches
- 17. Role: Product Manager/Owner •Batch -> Continuous •Requirements -> User Experience •Strategy -> Measurement –Usage measurements are so important, so underutilized –Double your productivity
- 18. Batch Agile Continuous Explains the resurgence of vertical integration (egApple, Tesla). Requires CI
- 19. Making one good change is not a team sportProduct Owner -> Story Owner
- 20. Matrix of Services(MAXOS) Breaking the scale barrier
- 21. The Services Megatrend Desktop Web App Cloud Services App DB Service Service Service
- 22. Scale it like Google •15,000 developers, 5,000 projects, onecurrent version of the code (2013). They can go from an idea to a release in 48 hours •Vast Internet system divided into thousands of "services" •Most programming done by teams of 3-4 •Centralized process with single version of the test system – run 100 million test cases daily •Before developers release a change, they test it with the most recent version of all the other services. If a test script finds conflicts, it tells developers who to contact to resolve them
- 23. Matrix of Services -MAXOS Prioritized Backlog CurrentWork Each team releases when ready Hundreds of releases per day Service team Productionservice Service team Productionservice Service team Productionservice Feedback on speed, errors, usage, and requests Test as one system Integrationtest env Integrationtest env Integrationtest env
- 24. Coordinate without big meetings Continuous Integration between latest devversion of each service •Continuous integration helps teams coordinate. •See dependencies between “producers” and “consumers” •Errors and conflicts show related team contact info •Meetings and changes negotiated between two teams, not many Prioritized Backlog CurrentWork Service team Service team Service team Integrationtest env Integrationtest env Integrationtest env Machines can replace layers of management
- 25. Teams are largely self-managing Prioritized Backlog CurrentWork Service team Integrationtest env Up to 50% of work from backlog At least 50% of work is self-planned Problems get fixed quickly Productionservice Productionservice Productionservice Feedback: quality, reliability, speed, user support Productionservice Production Server Sense, respond, self manageminimize planning
- 26. Continuous Buzzwords •Lean-Continually improve concrete measures •Continuous Delivery (CD) –build, test, and release each code change •Microservices–Small programs that talk to each other. Combined with RESTcommunication, a new and more adaptable incarnation of SOA •DevOps–developers test, deploy and monitor services •Cloud –huge on-demand datacenters •MAXOS–all of this, plus some scaling and management tricks
- 27. “50% of all large IT projects fail” –Capers Jones “9 women can’t make a baby in one month” –Fred Brooks Mythical Man Month is now wrong 40 years of awesome insights, but
- 29. Ways to Scale Scrum + SAFe •Add more hierarchy •Complex multifunction teams •Hold big meetings and teleconferences •Block everyone into one cadence •Coordinate big releases Top Tech Companies Automate management, as well as testing and deployment. Dev-lead teams Talk peer to peer Unblock! teams to move as fast a possible Release more frequently
- 30. Competing with MAXOS The secret weapon that Silicon Valley is using todisrupt and destroy competitors •Retailer X deploys changes to their monolithic online ordering app once every six weeks. Ops holds for three weeks to make sure the complete system is stable. •Amazon has thousands of services and more than 1000 service teams. They release something about once every 11.6 seconds. In the time that Retailer X takes to try one new release, Amazon has made 100,000 changes. •Amazon hosting competitor: “It’s an emergency”.
- 31. SAFeversus MAXOS
- 32. Core IT annual budget Reliability & security mission API Layer Marketing Fast IT monthly budgetMission to respond to opportunities
- 33. Service team Productionservice Service team Productionservice Productionservice Integrationtest env Integrationtest env Integrationtest env Fast IT (continuous) Core IT (stable service)
- 34. Software eats your company in 3 steps 1.Product 2.Cloud 3.Ecosystem 1) Products and services contain more software every year. Continuous delivery accelerates this trend. Software is not only Faster Cheaper Better (FCB) in many current uses, but also improving faster than either hardware, or humans
- 35. 2) Cloud Link products and data together into a cloud of services. Happening now at Apple, Cisco, GE, GM and many other product silo companies Integrationtest env Integrationtest env Integrationtest env Services Logistics Life Cycle Customer Experience Marketing
- 36. 3) Ecosystem Nobody is safe. You are linked in an ecosystem •Banking •Health Care •Software •Government •Internet of Things Company A Productionservice Company B Productionservice Productionservice Integrationtest env Integrationtest env Integrationtest env United by Testbeds
- 37. Steps to the Future Start with cycles or batches 1.Continuous delivery inside one team 2.Lean, metric-driven product management 3.MAXOS large scale continuous delivery 4.Coordinate ecosystems with Industry Testbeds