Failing
Continuous Delivery jDays,
Gothenburg, 2015-03-17 Twitter: @DanielSawano @DanielDeogun

About Us… Daniel Deogun Daniel Sawano Omegapoint Stockholm - Gothenburg - Malmoe - Umea - New York

Continuous Integration “ Continuous Integration is a software development practice where members of a team integrate their

work frequently , usually each person integrates at least daily - leading to multiple integrations per day. Each integration is verified by an automated build

(including test) to detect integration errors as quickly as possible. “

  • Martin Fowler, ThoughtWorks

Continuous Delivery “… continuous delivery means making sure your software is always production ready throughout its entire lifecycle – that any build could potentially be released to users at the touch of a button using a fully automated process in a matter of seconds or minutes. ”

  • Jez Humble, ThoughtWorks

Continuous Delivery or Continuous Deployment? “I see the difference as a business decision about frequency of deployment into production. Continuous Deployment is actually deploying every

change into production , every day or more frequently. ” “…continuous deployment implies continuous delivery the converse is not true. Continuous delivery is about putting the release schedule in the hands of the business, not in the hands of IT… any build could potentially be released to users at the touch of a button using a fully automated process in a matter of seconds or minutes ”

  • Martin Fowler, ThoughtWorks
  • Jez Humble, ThoughtWorks

[Candle Time] What drives CD in an organization? [Wallstreet] IT Sales CEO

[Candle Time] What drives CD in an organization? [Wallstreet] IT Sales CEO

[Candle Time] What drives CD in an organization? [Wallstreet] IT Sales CEO

Core vs Supportive IT Core Supportive [Atom] [Quad Hall]

IT - Supportive or Core?

IT - Supportive or Core?

IT - Supportive or Core?

IT - Supportive or Core? 

IT - Supportive or Core? Bank of America

The Challenges

Organization

Current organization is not designed to continuously produce business value

Organization

User Business case Design Development Test Operations

Organization

User Business case Design Development Test Operations

Organization

User Business case Design Development Test Operations

Conway’s Law

“organizations which design systems … are constrained to produce designs which are copies of the communication structures of these organizations ”

  • M. Conway, 1967

Conway’s Law Applied
to Business Value

“ Organizations which design IT products are constrained to produce business value at a rate limited by the organizational structure ”

Inverse Conway Maneuver

“… evolving your team and organizational structure to promote your desired architecture ”

  • ThoughtWorks Technology Radar

Organization

Organization

avoid organizational inertia embrace change adapt

Organization

think different

Process [Waterfall ]

Process Know when to stop polishing the diamond

Process • The only way to know if an idea that looks good on paper will generate revenue is to test it on customers • Release, measure, improve/abort

Business [Business]

Business • Todays market is increasingly competitive and demanding • You need IT management

Business • IT and business is fused together • New breed of managers

IT [Matrix Code]

Cycle Time “…the time it takes from deciding to make a change, whether a bug fix or a feature, to having it available to users.”

  • Jez Humble, David Farley, Continuous Delivery Hmm… what if… Developing Testing Developing Testing Developing Testing Users

Manual Testing

  • Just Automate That Sh*t [Testing]

Implications of
Just Automate That …

Implications of
Just Automate That … Design & Mindset Modularity Complexity Independence Maintainability Good enough?

Implications of
Just Automate That … Test Data How to generate? Ownership Sampling Stale data? Sensitive Design & Mindset Modularity Complexity Independence Maintainability Good enough?

Implications of
Just Automate That … Test Data How to generate? Ownership Sampling Stale data? Sensitive Design & Mindset Modularity Complexity Independence Maintainability Good enough? Cost vs Savings Hardware Risk analysis Bug preemption Training

Implications of
Just Automate That … Test Data How to generate? Ownership Sampling Stale data? Sensitive Design & Mindset Modularity Complexity Independence Maintainability Good enough? System Dependencies Legacy Downtime Data flow Cost vs Savings Hardware Risk analysis Bug preemption Training

The Risk Reduction - Release Dilemma Business IT

The Risk Reduction - Release Dilemma Here are the
requirements Business IT

The Risk Reduction - Release Dilemma Business IT Hmm… ok, are
they prioritzed?

The Risk Reduction - Release Dilemma Business IT Ehh… sure.
We want them
all!

The Risk Reduction - Release Dilemma Business IT No really, we
need them to
be prioritzed?

The Risk Reduction - Release Dilemma Business IT It’s only must
haves. Do em’ all!

The Risk Reduction - Release Dilemma Business IT Ok… then we’ll
do a lot of small
releases

The Risk Reduction - Release Dilemma Business IT What?!? No way! Last time you did
that…

The Risk Reduction - Release Dilemma Business IT all systems went
banana and we lost ££$$ €€ kr

The Risk Reduction - Release Dilemma Business IT But…

The Risk Reduction - Release Dilemma Business IT No buts … we
need to REDUCE
risk

The Risk Reduction - Release Dilemma Business IT and release LESS
often with MORE
features!

The Risk Reduction - Release Dilemma Business IT Ehh… wouldn’t
that INCREASE
risk?

The Risk Reduction - Release Dilemma Business IT What? No, of
course not. Let’s get
this project started.
Time is money

Why is Business Acting this way? Big feature sets Less frequent releases System dependencies “Must haves”

Key Take Aways

Key Take Aways Core or Supportive IT

Key Take Aways Cycle Time Core or Supportive IT

Key Take Aways Cycle Time Core or Supportive IT Processes & Organization

Key Take Aways Cycle Time Core or Supportive IT Cultural Shift Processes & Organization

Key Take Aways

Key Take Aways Competence

Key Take Aways Competence IT Management

Key Take Aways Competence IT Management Minimum Viable Product

Key Take Aways Competence Company Vision IT Management Minimum Viable Product

Q & A [Questions]

Awesome images 1. [Wallstreet - https://flic.kr/p/peyuqz] by Micha D. under license http://www.creativecommons.org/licenses/by/2.0/

[Candle Time - https://flic.kr/p/asTDXx] by Henti Smith under license https://creativecommons.org/licenses/by-nc-nd/2.0/

[Quad Hall - https://flic.kr/p/uFrux] by Scott Wang under license https://creativecommons.org/licenses/by-nc-nd/2.0/

[Atom - https://flic.kr/p/b6qS4V] by Brian Westin under license https://creativecommons.org/licenses/by-nc/2.0/

[Think Different - https://flic.kr/p/aUwPzp] by Luigi Torreggiani under license https://creativecommons.org/licenses/by-nc/2.0/

[Waterfall - https://flic.kr/p/pjeytJ ] by Vincent Moschetti under license https://creativecommons.org/licenses/by-nc-nd/2.0

[Matrix Code - https://flic.kr/p/2Poor] by David.Asch under license https://creativecommons.org/licenses/by-nc-nd/2.0/

[Business - https://flic.kr/p/4qAhiw] by thinkpanama under license https://creativecommons.org/licenses/by-nc/2.0/

[Questions - https://flic.kr/p/9ksxQa] by Damián Navas under license https://creativecommons.org/licenses/by-nc-nd/2.0/

[Testing - https://flic.kr/p/gEnFDA] by cta web under license https://creativecommons.org/licenses/by-nd/2.0/

Thank you! @DanielSawano @DanielDeogun