Welcome to a siloed technology organization with slow releases, production outages, long lead times, brutal on call, and more!
- In this chapter, we're going to explore Lean and Agile concepts in the context of a real implementation. - The company and project are fictional, but the story's based on our real world experiences. - [Ernest] So welcome to Red 30 Technologies. We're a large organization that produces hardware and software for printing. Red 30 has been a leader in the printing industry, and is looking to capture an even larger market share with new products and technologies. - We've talked a lot to our existing customers, and the feedback we've consistently heard is that updating our printing drivers is difficult and time-consuming.
Also, they'd like to print large jobs in a quick and efficient manner. - As a result, we've decided to launch a Cloud-based printing portal. Our portal will allow customers to sync their printers, and always allow them to have the most up-to-date drivers. - We should really introduce ourselves, I'm Karthik, the vice president of development at Red 30. I work with the business side of the house to implement new products, features, and deliver software. - And I'm Ernest, the vice president of operations. My organization's responsible for testing deployment and production support for all of the new products and features that have been written by development.
We also troubleshoot issues reported by customers, and report bugs back into development. As our enterprise has grown, we've run into many issues. In my organization, our team spend most of their time fighting fires. There are multiple production issues every week. And we spend most of our time trying to get our systems back up and running, as opposed to looking at our future roadmap or supporting new products. I know that a new Cloud product will be even more sensitive to performance in uptime than shipped software, and Karthik's team usually prioritizes speed over stability.
- Working with operations has been difficult. For the most part, ops keeps sending us irrelevant bug reports, and pushes back any time we want to update our software. We have six-week release cycles right now, so every six weeks, everyone on both teams spends the entire weekend trying to get software out to production. I'm nervous about the new Cloud initiative, because I know Ernest is going to have a hard time trying to deploy and manage Cloud applications. - I know some stuff about Lean from working with the manufacturing organization, and I've done some reading lately on how you can use it for IT.
I've been looking into a concept called DevOps that everybody's talking about, and I think working in a DevOps manner for the new Cloud initiative might be the way to go. So we can create, deploy, and manage our platforms in a much more Agile way than we currently do. - I love the idea of using Agile in operations. Development already uses Agile methodologies, and it sounds like a DevOps transformation is really what we need to deliver both fast and high-quality solutions. I'm really excited to get started. - Now let's tell you the story of the DevOps transformation of Red 30 technologies.
- What is agile?
- What is lean?
- Measuring success
- Learning and adapting
- Building a culture of metrics
- Continuous learning
- Advanced concepts