1. NO SILO… NO SOLO… NO BOZO !
Enterprise DevOps
NO SILO… NO SOLO… NO BOZO !
* This is not the full deck but a glimpse of the presentation for ideation

2. What is DevOps
Development team is responsible for adding new features in the software
Operation team is responsible for keeping the system stable and running
A scientific data driven approach to product / project development
Using automation, manage infrastructure as a code.
Better collaboration between developers and operations
Adopting best practices between developers and operations.
DevOps is the union of people, process and products to enable continuous delivery of value to our end users
Dev
Ops

3. You build it, you run it. - Werner Vogels (CTO, Amazon)
A fool with a tool is still a fool
Add another

4. Continuous Integration
DevOps
PLAN
CODE
BUILD
TEST
RELEASE
OPERATE
COLLABORATION
DEPLOY
DevOps
VALUE
Continuous Delivery
Continuous Integration
Agile Development
DEV
OPS

5. DevOps vs. Enterprise DevOps
1-10
 Number of Apps 
50-500
5-20
 Number of Environments 
 Years of Operation 
30+
1-100
 Size of IT Team 
0-1
 No. of Acquisitions 
25 (1/month)
Ironic T-shirts, Jeans
 Default Attire 
Business Casual
Startup
Enterprise
When software releases fail… What could possibly go wrong?
Customers unable to purchase startup t-shirts for work.
Someone has to call up your 10 customers to apologize.
Banks fail.
CEO has to address failure in CNBC interview.

6. Reduced cycle times and higher deploy rates
Key Business Values
Time to Market
Reduced cycle times and higher deploy rates
Cost Efficiency
Increasing automation eliminates effort, thereby significantly reducing labor costs
Higher Stability
All changes can be tested against the entire canonical software system resulting in higher stability
Frequent Releases
Deliver features more often - Automating the process removes the operational constraint
Production Ready Code
Releasing software does not require additional effort, version is always ready for release
“Go Live is a NON-EVENT”

7. Infrastructure on Demand
Culture
Infrastructure on Demand
Microservices
Continuous Delivery
Enterprise DevOps
Our Model
Organization Structure
Collaborate
Tools
Immutable Infrastructure
Automated Provisioning
Monitoring & Alerting
Conway’s law
Single Responsibility Capability
Containers
Continuous Integration
Automated Testing
Automated Deployment

8. Pre DevOps Structures Anti-Type B Separate DevOps Silos Anti-Type C
“We don’t need Ops”
Dev
Ops
DevOps
Anti-Type A
Dev
Ops
Separate Silos
Introduce our team structures
Lets call it Anti-Type A
Some other examples
Anti Type A – Throw it over the wall model. Story “Done” means dev complete.
Anti Type B – Manager decides we need some bit of Devops. The members of the DevOps team quickly form another silo, keeping Dev and Ops further apart than ever as they defend their corner, skills, and toolset from the ‘clueless Devs’ and ‘dinosaur Ops’ people.
Anti Type C – With cloud Ops is the thing of the past. underestimate the complexity and importance of operational skills and activities, and believe that they can do without them, or just cover them in spare hours.

9. DevOps Team Structures
Type 1
Smooth Collaboration
Type 2
Fully Embedded
Type 3
Temporary DevOps Team
Type 1 Smooth Collaboration model needs quite substantial organisational change to establish it, and a good degree of competence higher up in the technical management team. Dev and Ops must have a clearly expressed and demonstrably effective shared goal
Type 1 suitability: an organisation with strong technical leadership. Potential effectiveness: HIGH
Type 2– hugely effective with single product focus. Facebook is an example Might also be called NoOps, in a definition that there is no distinct Ops team. May not work with multiple products, and end up going to Type 1 with frequent context switching required.
Type 2 suitability: organisations with a single main web-based product or service. Potential effectiveness: HIGH
Type 3 - A team (perhaps a virtual team) within Dev then acts as a source of expertise about operational features, metrics, monitoring, server provisioning, etc., and probably does most of the communication with the IaaS team.
Type 5 suitability: as a precursor to Type 1 topology, but beware the danger of Anti-Type B. Potential effectiveness: LOW to HIGH
Anti Type B will Possibly transition to Type 5 and then to Type 1 with a clear mandate to dissolve the team in a short time frame
Anti-Type C DevOps topology will probably end up needing either a Type 3 (IaaS)or a Type 4 DevOps topology (DevOps-as-a-Service) 
The product set of the organisation: fewer products make for easier collaboration, as there will be fewer natural silos, as predicted by Conway’s Law.
The extent, strength, and effectiveness of technical leadership; whether Dev and Ops have a shared goal.
Whether an organisation has the capability or appetite to change its IT Operations department from ‘racking hardware’ and ‘configuring servers’ to real alignment with the value stream, and for operational features to be taken seriously by software teams.
Whether the organisation has the capacity or skills to take the lead on operational concerns.
Dev
Ops
Dev
Ops
Dev
DevOps
Ops

10. Tools Landscape Highlight tools that we used. Continuous Integration
Testing
Build & Deploy
CI Server
Unit Testing
Code Quality
Automated Acceptance
NFR Testing
Highlight tools that we used.
Version Control
Configuration Management & Environment Provisioning
Monitoring & Alerts
Project & Support Management
Source Control
Binary Management
Productivity Add On
Application & Infra Monitoring
Log Monitoring
Collab / Community
Chat
Project Lifecycle Management
Service Desk
Source Control
Binary Management
Productivity Add On

11. NO SILO NO SOLO NO BOZO So what makes it work?
An organization is made of separate entities for legal, professional or historical reasons. This should not lead to silo mentality.
Solo behaviors are often a selfish expression. Teamwork is always superior. No one is bigger than a team. No team is bigger than the company. We want people to have fun, to enjoy working together.
But this is above all a serious place to work in and to deliver against our clients’ or company’s objectives with enthusiasm, passion and laughs... There is no room for bozos.