Metrics driven development and devops

• Ernest Mueller (@ernestmueller) • Karthik Gaekwad (@iteration1)

@ernestmueller #Agile2014 @iteration1

• Senior Engineer @Signal Sciences • Previous: • 10 years building productsagile/cloud/devops teams @ernestmueller #Agile2014 @iteration1

• Product Manager at Copperegg • Previous: • 20 years in IT – dev, ops, management @ernestmueller #Agile2014 @iteration1

Our Goal For You Today • • • Empower you with new ideas to bring your organization together! Metrics. What are they? How to use metrics for good, as illustrated by three Epic Rap Battles of History! – Dev vs Ops (What is this… DevOps?) – Small vs Large Org – Scrum vs Kanban @ernestmueller #Agile2014 @iteration1

@ernestmueller #Agile2014 @iteration1

What Are Metrics? • A quantifiable measure of any component or process whose change is of interest to your business. – Business! – Application! – System! – People! – Process! – Not: Meaningless numbers! @ernestmueller #Agile2014 @iteration1

@ernestmueller #Agile2014 @iteration1

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@ernestmueller #Agile2014 @iteration1

Story Time: Our context • Tasked with building new cloud business for the organization. • Understand how cloud technologies can impact bottom line. • Build products customers will want from the new business unit. – Read, startup inside a bigger organization @ernestmueller #Agile2014 @iteration1

Lean Startup Applied • Used ‘Lean Startup’ ideas to power new area. – Able to define an MVP (Minimum Viable Product). – Easier to define workflow for something brand new. – No confusion with existing processes. • Once we started to see value, retrofitted to other parts of the org. @ernestmueller #Agile2014 @iteration1

Showing progress • Initially- we had weekly progress/status meetings with stakeholders. • Cross functional team with business/marketing/engineering. @ernestmueller #Agile2014 @iteration1

@ernestmueller #Agile2014 @iteration1

Metrics • Pivot: change conversations to metrics instead. • Agreed on metrics that we wanted to track – Stakeholder input • “What do you want out of this?” • “How quickly do you want this?” • …Okay, let’s measure this! @ernestmueller #Agile2014 @iteration1

Tracked Metrics • Tracked actionable metrics (dev and business): – # Users signing up per week – # Active sessions per day/week – # of compiles sent per week – # unique data points sent per week

Pro Tip: Metrics • Link all your metrics from one dashboard. – Business (Ex: User logins) – Dev (Ex: Performance metrics) – Ops (Ex: DB CPU Usage) • One bookmark to rule them all. @ernestmueller #Agile2014 @iteration1

Pro Tip: Metrics • Don’t use yet another username/password scheme. • You’ll lose your users really fast! @ernestmueller #Agile2014 @iteration1

Pro Tip: Metrics • Try to use a tool that can handle different kinds of metrics. • Shoutouts: – Statsd – Datadog @ernestmueller #Agile2014 @iteration1

End Result • Business and engineering on the same page. • Management looking at metrics without having “meetings to look at metrics”. • Became a part of the culture. • Innovate faster because different teams were in sync. @ernestmueller #Agile2014 @iteration1

@ernestmueller #Agile2014 @iteration1

Operations What is it? Why Do You Care? @ernestmueller #Agile2014 @iteration1

Other Kinds Of Operations • Wikipedia quoth: • Business operations is the harvesting of value from assets owned by a business • Operations management is […] overseeing, designing, and controlling the process of production and redesigning business operations in the production of goods or services. @ernestmueller #Agile2014 @iteration1

Technical Operations • “Operations: The New Secret Sauce” – Tim O’Reilly (2006) • Without the ability to – Release changes – Quickly respond to change – Provide a service without interruption – Operate cost effectively Your service is borked. @ernestmueller #Agile2014 @iteration1

What Does Operations Do? • • • • • • • • Build Servers, OS, Virtualization/Cloud Install/Upgrade Software Install Applications/Release Process/Move to Prod Configure Network, Load Balancers, Storage, etc. Security testing, reporting, and hardening Reliability (scaling, backups) Performance management (apps, systems) Scalability (capacity planning to autoscaling) @ernestmueller #Agile2014 @iteration1

What Else Does Operations Do? • • • • • • • Availability – Responsible for service being up Incident Response Fulfill Requests Budgeting/Contracts/Cost Tracking/Reduction Monitor all of that Much more So besides “they run the services,” the critical final piece of your value chain, they have access to many of the things you want metrics from

Code – Operations = @ernestmueller #Agile2014 @iteration1

Story Time: Black Friday • Every year, a huge spike in usage • Uptime and performance critical to retailers during the period • Product directly contributed to conversion • Metrics crucial to plan the period, execute through the period, report how we did @ernestmueller #Agile2014 @iteration1

@ernestmueller #Agile2014 @iteration1

Metrics From… From: • Servers • Applications/App Logs • App Servers/Software • Network • Data Stores • Web Servers/CDNs • Client Browsers • Alerts • Tickets Using: • Open source monitoring tools (Zabbix, nagios) • SaaS (SumoLogic, PagerDuty) • JIRA • Custom (Web front end analytics w.Hadoop) • Custom (Amazon cost analytics w.GoodData) • Custom (Metrics Dashboard)

Many Tools Are Awful

YOU DECIDE

DEVOPS @ernestmueller #Agile2014 @iteration1

Traditional Dev and Ops

What is DevOps? @ernestmueller #Agile2014 @iteration1

Scrumming away….

Ready to deploy…

Metrics Promote DevOps • How do you get the cat inside the circle? Herding cats is hard. Some people aren’t cat people. • Metrics can be used to promote culture, understanding, and collaboration • Metrics help keep those different disciplines in sync by providing tangible collaboration points • MTTD, MTTR, performance metrics, events • Bringing all the discipline’s metrics together cover your whole value chain “code to cash”

Operations – Code = IT

IT + DevOps = ? • Many IT teams implement Agile today • They can implement DevOps too • But to do either, they have to change how they interact with others • Focus on customer’s needs not own needs; cloud/SaaS providing “competitive pressure” • Practice Theory of Constraints – embed when possible, even if you need to add some • Add devs and automate

SMALL ORG

Metrics 101: Culture of communication • Talk in terms of metrics – Builds common ground between different roles. – Understand different perspectives. – Find the best way to get everyone talking in 1 place.

Metrics 201 • Push your metrics into your conversation tool • Use tools that everyone likes: – IRC v/s Hipchat/slack • Integrate your metrics into a channel – “Deployment channel” in your chat

Culture of communication • Find a way to get people talking. • Find face to face time with stakeholders. • Metrics are that specific item to have a conversation around. • Engineering teams love IRC, but business and PM’s might not as much. • Transitioned to Slack/Hipchat (integrations and message history) • Leads to visibility and builds trust 74

End Result • Metrics drive conversations between everyone. • Enhances productivity. • Helped us streamline our process.

LARGE ORG

Large Mature Org • • • • • • Hundreds of developers Many teams (many goals, processes) Distributed teams International teams Outsourcers Various Weird Partner Relationships 77

Large Org Problems • Silos Galore • Communication Problems • Annoying Compliance Requirements • Profitability Actually Important • Less pure greenfield work – also responsibility for many existing mature systems

Story Time • Story Time: SaaS product, 40 Engineers, 2/3 outsourced, mostly maintenance but extreme scale (1/3 of staff were Ops) • Lots of support initiated urgent customer requests • Dev still required for features, integration/transition with newer services, bug fix, scaling • Team morale issues

Metrics 101 • First, add Agile. (Previously the ‘stew method’) • Basic Metrics – number of tickets (100+ in queue at any time), size of backlog (500 or so bugs and stories), rate of new inflow and completion. • Used to fix misunderstanding from upper management and correct resourcing • Next step on metrics – how to balance the support work and new work?

Metrics 201 Support SLA

Metrics 201 • Metrics 201 Velocity

Metrics 201 • Balancing these two metrics was the key to satisfying customers short and long term. • But it’s not an either-or - by seeing the effects of people, process, and technology changes on those metrics we drove SLA from <50% to 100% and kept velocity growing (20.. 50… 200…) • Having the metrics to focus on gave shared purpose and eased communication with the large distributed team • Experiment, see the impact, pivot.

Metrics 301 • Monthly “Operational Excellence (Metrics) Meeting” • Teams presented their metrics portfolio – with some variation as appropriate • Drawn from system info, app metrics, db reports, Salesforce, surveys, etc. • Keep it lean!!! • • • • • • • • Revenue and Cost Product Usage Performance Availability Client Satisfaction Employee Satisfaction Quality Security

Metrics 401 - A/B Testing • All features had usage measured • Feature flags would turn features on for customer subsets to measure usage, effect on conversion, etc. before committing • Sometimes you had to kill it despite work spent • Retooling could save a high profile failure • “Yes, product guy, you have to.” • Look for things metrics say you can kill – it’s the only way to stay lean long term

YOU DECIDE

@ernestmueller #Agile2014 @iteration1

KANBAN @ernestmueller #Agile2014 @iteration1

Here’s why… • • • • • • How many meetings? “Short planning meeting”? How often do these go long? Wait how long before prioritizing a feature/bug? Role of a dedicated scrum master is a luxury. Derailed sprints because of changing business priorities… @ernestmueller #Agile2014 @iteration1

Why Kanban? • • • • Limited number of WIP tasks in play. Easier to prioritize. There is only 1 list! Standups are simpler. Task estimates in days versus hours (1/2 day->7 day). • Research tasks to figure out how long something may take. @ernestmueller #Agile2014 @iteration1 94

Kanban benefits • Kanban + CI == Solved our issue of “when to release”. Didn’t have to wait for release windows like in scrum. • Less stressful == Only x number of tasks going on at once. Easier to measure. • Velocity is awesome! @ernestmueller #Agile2014 @iteration1 95

Kanban Metrics • Things we track: – Visualized board (JIRA Greenhopper) – Cycle Time (How fast something gets done) – WIP (Work/Tasks in progress) – Flow diagram – %of bugs

SCRUM @ernestmueller #Agile2014 @iteration1

Scrum Rules • Have used Scrum for both pure Ops and Dev+Ops teams

Kanban Drools • Deadlines help maintain tempo – we had multiple releases a sprint, don’t need to tie them together • You can reliably commit to a near term ETA with Scrum instead of just “when it’s done” • Scrum has a better backlog (esp. in JIRA!) • Many people “doing Kanban” are really “doing nothing”, like some doing “Agile” are really doing “cowboy coding.” Kanban takes more discipline and training than Scrum. @ernestmueller #Agile2014 @iteration1

Scrum and Metrics • Velocity is easier for people to understand than flow diagrams @ernestmueller #Agile2014 @iteration1

But I Hear Kanban Is Better For Ops • In a DevOps world, most Ops work SHOULD NOT be interrupt driven – it’s project work just like the devs are doing • Dev and Ops expedite work approach each other in magnitude over time assuming appropriate investment in automation • You may be thinking of “Level 1 Support” or “The Helpdesk” – that is NOT an Ops Engineer @ernestmueller #Agile2014 @iteration1

Scrum for Ops? • Devs have to be involved in major incidents too! • Over the length of a sprint, the interrupt level evens out – my metrics show that velocity doesn’t vary more than with dev teams • You manage WIP in your scrum too @ernestmueller #Agile2014 @iteration1

Complications Scrum Helps • Distributed teams need more communication ceremonies • Foreign/contract workers need more communication ceremonies • Same process across teams is better – in most cases other teams were using Scrum • Simple common metrics -> better collaboration • When starting from zero, Scrum was the quickest path to team continuous improvement

YOU DECIDE @ernestmueller #Agile2014 @iteration1

Using Metrics For Evil @ernestmueller #Agile2014 @iteration1

Too Many Metrics

Cargo Cult Metrics

Demand Perfection @ernestmueller #Agile2014 @iteration1

Weaponized Metrics

Recap • Metrics are good - use them, be guided by them, communicate with them. @ernestmueller #Agile2014 @iteration1

Recap • Metrics can enhance your: –Culture –Productivity –Process

Recap • Use them for good, not for evil.

@ernestmueller @iteration1 theagileadmin.com