Lean Practices in Software development using
( Extracts from "The DevOps Handbook - How to create World-Class Agility, Reliability, & Security in Technology Organizations" by Gene Kim,Kz Humble, Patrick Debois, & John Willis )
Problems in Software Development and Deployment
In our world, Development and IT Operations are adversaries; testing and Infosec activities happen only at the end of a project, too late to correct any problems found; and almost any critical activity requires too much manual effort and too many handoffs, leaving us to always be waiting. Not only does this contribute to extremely long lead times to get anything done, but the quality of our work, especially production deploy- ments, is also problematic and chaotic, resulting in negative impacts to our customers and our business.
Solutions to Problems - DevOps
As a result, we fall far short of our goals, and the whole organization is dis- satisfied with the performance of IT, resulting in budget reductions and frustrated, unhappy employees who feel powerless to change the process and its outcomes.† The solution? We need to change how we work; DevOps shows us the best way forward.
DevOps is the outcome of applying the most trusted principles from the domain of physical manufacturing and leadership to the IT value stream. DevOps relies on bodies of knowledge from Lean, Theory of Constraints, the Toyota Production System, resilience engineering, learning organiza- tions, safety culture, human factors, and many others.
How DevOps works
Imagine a world where product owners, Development, QA, IT Operations, and Infosec work together, not only to help each other, but also to ensure that the overall organization succeeds. By working toward a common goal, they enable the fast flow of planned work into production (e.g., performing tens, hundreds, or even thousands of code deploys per day), while achieving world- class stability, reliability, availability, and security.
In this world, cross-functional teams rigorously test their hypotheses of which features will most delight users and advance the organizational goals. They care not just about implementing user features, but also actively ensure their work flows smoothly and frequently through the entire value stream without causing chaos and disruption to IT Operations or any other internal or external customer.
Simultaneously, QA, IT Operations, and Infosec are always working on ways to reduce friction for the team, creating the work systems that enable devel- opers to be more productive and get better outcomes. By adding the expertise of QA, IT Operations, and Infosec into delivery teams and automated self-service tools and platforms, teams are able to use that expertise in their daily work without being dependent on other teams.
This enables organizations to create a safe system of work, where small teams are able to quickly and independently develop, test, and deploy code and value quickly, safely, securely, and reliably to customers. This allows organizations to maximize developer productivity, enable organizational learning, create high employee satisfaction, and win in the marketplace.
Lean Principles and Practices
To better understand the potential of the DevOps revolution, let us look at the Manufacturing Revolution of the 1980s. By adopting Lean principles and practices, manufacturing organizations dramatically improved plant produc- tivity, customer lead times, product quality, and customer satisfaction, enabling them to win in the marketplace.
Before the revolution, average manufacturing plant order lead times were six weeks, with fewer than 70% of orders being shipped on time. By 2005, with the widespread implementation of Lean practices, average product lead times had dropped to less than three weeks, and more than 95% of orders were being shipped on time. Organizations that did not implement Lean practices lost market share, and many went out of business entirely.
Lean principles focus on how to create value for the customer through systems thinking by creating constancy of purpose, embracing scientific thinking, creating flow and pull (versus push), assuring quality at the source, leading with humility, and respecting every individual.
By the 2000’s, because of advances in technology and the adoption of Agile principles and practices, the time required to develop new functionality had dropped to weeks or months, but deploying into production would still require weeks or months, often with catastrophic outcomes.
And by 2010, with the introduction of DevOps and the neverending commod- itization of hardware, software, and now the cloud, features (and even entire startup companies) could be created in weeks, quickly being deployed into production in just hours or minutes—for these organizations, deployment finally became routine and low risk. These organizations are able to perform experiments to test business ideas, discovering which ideas create the most value for customers and the organization as a whole, which are then further developed into features that can be rapidly and safely deployed into production.
Today, organizations adopting DevOps principles and practices often deploy changes hundreds or even thousands of times per day. In an age where com- petitive advantage requires fast time to market and relentless experimentation, organizations that are unable to replicate these outcomes are destined to lose in the marketplace to more nimble competitors and could potentially go out of business entirely, much like the manufacturing organizations that did not adopt Lean principles.
If adopting DevOps could enable us, through better management and increased operational excellence, to halve that waste and redeploy that human potential into something that’s five times the value.
It has been highlighted that the negative consequences of the status quo due to the core, chronic conflict, from the inability to achieve organizational goals, to the damage that has been inflicted on fellow human beings. By solving these problems, DevOps astonishingly enables us to simultaneously improve organizational performance, achieve the goals of all the various functional technology roles (e.g., Development, QA, IT Operations, Infosec), and improve the human condition.
This exciting and rare combination may explain why DevOps has generated so much excitement and enthusiasm in so many in such a short time, including technology leaders, engineers, and much of the software ecosystem we reside in.
THE BUSINESS VALUE OF DEVOPS
We have decisive evidence of the business value of DevOps. According to authors Jez Humble and Gene Kim, as part of Puppet Labs’ State Of DevOps Report, data have been collected from over twenty-five thousand technology professionals in the period 2013 through 2016. Their goal was better understanding the health and habits of organizations at all stages of DevOps adoption.
The first surprise this data revealed was how much high performing organizations using DevOps practices were outperforming their non–high performing peers in the following areas:
- Throughput metrics
- Code and change deployments (thirty times more frequent)
- Code and change deployment lead time (two hundred times faster)
- Reliability metrics
- Production deployments (sixty times higher change success rate)
- Mean time to restore service (168 times faster)
- Organizational performance metrics
- Productivity, market share, and profitability goals (two times more likely to exceed)
- Market capitalization growth (50% higher over three years)
In other words, high performers were both more agile and more reliable, providing empirical evidence that DevOps enables us to break the core, chronic conflict.
THE MANUFACTURING VALUE STREAM
One of the fundamental concepts in Lean is the value stream. We will define it first in the context of manufacturing and then extrapolate how it applies to DevOps and the technology value stream.
Karen Martin and Mike Osterling define value stream in their book Value Stream Mapping: How to Visualize Work and Align Leadership for Organizational Transformation as “the sequence of activities an organization under- takes to deliver upon a customer request,” or “the sequence of activities re- quired to design, produce, and deliver a good or service to a customer, including the dual flows of information and material.”
In manufacturing operations, the value stream is often easy to see and observe: it starts when a customer order is received and the raw materials are released onto the plant floor. To enable fast and predictable lead times in any value stream, there is usually a relentless focus on creating a smooth and even flow of work, using techniques such as small batch sizes, reducing work in process
(WIP), preventing rework to ensure we don’t pass defects to downstream work centers, and constantly optimizing our system toward our global goals.
THE TECHNOLOGY VALUE STREAM
The same principles and patterns that enable the fast flow of work in physical processes are equally applicable to technology work (and, for that matter, for all knowledge work). In DevOps, we typically define our technology value stream as the process required to convert a business hypothesis into a technology- enabled service that delivers value to the customer.
The input to our process is the formulation of a business objective, concept, idea, or hypothesis, and starts when we accept the work in Development, adding it to our committed backlog of work.
From there, Development teams that follow a typical Agile or iterative process will likely transform that idea into user stories and some sort of feature specification, which is then implemented in code into the application or service being built. The code is then checked in to the version control repository, where each change is integrated and tested with the rest of the software system.
Because value is created only when our services are running in production, we must ensure that we are not only delivering fast flow, but that our deploy- ments can also be performed without causing chaos and disruptions such as service outages, service impairments, or security or compliance failures.
Identifying Members in Value Stream
In value streams of any complexity, no one person knows all the work that must be performed in order to create
value for the customer—especially since the required work must be performed by many different teams, often far removed from each other on the organization charts, geographically, or by incentives.
As a result, after we select a candidate application or service for our DevOps initiative, we must identify all the members of the value stream who are responsible for working together to create value for the customers being served.
In general, this includes:
• Product owner: the internal voice of the business that defines the next set of functionality in the service
• Development: the team responsible for developing application functionality in the service
• QA: the team responsible for ensuring that feedback loops exist to ensure the service functions as desired
• Operations: the team often responsible for maintaining the production environment and helping ensure that required service
levels are met
• Infosec: the team responsible for securing systems and data
• Release managers: the people responsible for managing and coordinating the production deployment and release processes
• Technology executives or value stream manager: in Lean literature, someone who is responsible for “ensuring that the
value stream meets or exceeds the customer [and organizational] requirements for the overall value stream, from start to finish”
CREATE A VALUE STREAM MAP TO SEE THE WORK
After we identify our value stream members, our next step is to gain a concrete understanding of how work is performed, documented in the form Promo - Not for distribution or sale of a value stream map. In our value stream, work likely begins with the
product owner, in the form of a customer request or the formulation of a business hypothesis. Some time later, this work is accepted by Development, where features are implemented in code and checked in to our version control repository. Builds are then integrated, tested in a production-like environment, and finally deployed into production, where they (ideally) create value for our customer.
In many traditional organizations, this value stream will consist of hundreds, if not thousands, of steps, requiring work from hundreds of people. Because documenting any value stream map this complex likely requires multiple days, we may conduct a multi-day workshop, where we assemble all the key constituents and remove them from the distractions of their daily work.
Our goal is not to document every step and associated minutiae, but to sufficiently understand the areas in our value stream that are jeopardizing our goals of fast flow, short lead times, and reliable customer outcomes. Ideally, we have assembled those people with the authority to change their portion of the value stream.
FOCUS ON DEPLOYMENT LEAD TIME
For the remainder of this book, our attention will be on deployment lead time, a subset of the value stream described above. This value stream begins when any engineer† in our value stream (which includes Development, QA, IT Operations, and Infosec) checks a change into version control and ends when that change is successfully running in production, providing value to the customer and generating useful feedback and telemetry.
Our DevOps Ideal: Deployment Lead Times of Minutes
In the DevOps ideal, developers receive fast, constant feedback on their work, which enables them to quickly and independently implement, integrate, and validate their code, and have the code deployed into the production environ- ment (either by deploying the code themselves or by others).
We achieve this by continually checking small code changes into our version control repository, performing automated and exploratory testing against it, and deploying it into production. This enables us to have a high degree of confidence that our changes will operate as designed in production and that any problems can be quickly detected and corrected.
This is most easily achieved when we have architecture that is modular, well encapsulated, and loosely-coupled so that small teams are able to work with high degrees of autonomy, with failures being small and contained, and without causing global disruptions.
In this scenario, our deployment lead time is measured in minutes, or, in the worst case, hours. Our resulting value stream map should look something like figure 4: