Devops from Cincinnati
Transcript
[Music] I'm joining you from Cincinnati for their 17 user comes one of the bigger user cons throughout the years John you driven nine hours to come here uh-huh so that's a big deal we get into that and why the whole DevOps conversation so can we go ahead and do the introductions yeah so I'm John Hildebrand I guess kind of a jack-of-all-trades that community guy deep dive in expert and stuff other things for all things like people in process for DevOps technology stacks a barn shower on
the office for groundhog technologies focusing on use tech architecture and transformation so I've had both firing in John on the podcast talking about DevOps Enterprise Architecture we're going to combine the conversation a little bit and talk about kind of when the CIO picks up a magazine on a fly or reads one of my blog posts and says you know what we're going to do DevOps and and we're gonna digitally transform our organization from people always from people process all the way the technology so genres start
out with you and have some question what are what some of the common themes that a CIO or executives will pick up in a trade rag or something say you know what that sound is very doable very cheerful best of intentions but they kind of run into it like the first major snafu well a lot of things that you get into especially on the devlop side of the equation is this concept of like forcing collaboration or say between all the persons involved well we're human beings
some of us are loyal some of us are water sometimes it doesn't necessarily or to that particular advantage so just expecting to be able to say mandate culture from the top level down that that's not going to set any organization up for any sort of success a lot of the times that I see when you see failures now what you probably don't see inside of the CIO magazines as their failure aspects of it is is that a lot of the times the culture and the people
in the process I asked the bubble up [Music] into and branch out try to encapsulate more before the time so people try to go from the top and push it down government had a culture mandated upon you doesn't really work out that way so culture mandating just doesn't really end with any specific examples you want to give either theoretical in real life aware you know what those we we mandated Dedmon the infrastructure teams now will be coming dev team and well hey one of the other
common fallacies just because you put the term DevOps and somebody's title doesn't necessarily mean that that's what they are so one of the one places I used to work at large healthcare software company they tried the approach of trying to merge those big teams together but what they forgot to to is actually try to integrate those teams a little bit better together just because you make teams go to the same meetings after a while some people just stopped going to the so they didn't really interweave
everything that they do during the course of the day between some of those groups involved so that they can actually make a build a little cohesion working forward towards that business goal they're trying to each other so Byron let's pick up on that thing one of the one of the outputs of a group like that is you know what now you shall use a process in which the infrastructure team noun develops a platform treats a platform that developers can now consume in theory that sounds great
if I have a VMware team that's used to providing platforms in the form of VMs to developers it's not that big was stretched to say that they can now provide something like a pass whatever that pass is it can be OpenShift PKS go your list go down the list they can now manage that feed and deliver it to developers what does that fall down if at all so I like to adjust about forcing collaboration and so idea of mandating this transformation so how did how people
used to do that is with a tool by tool by a platform and what they're lacking is the process and we don't have a process that you're applying a tool ability to adopt to you're going to default whatever process that's a self want to enforce and if that works for you your workflow you're very lucky it's probably not going to and so you're gonna find workarounds people are going to go outside the system and use the email chains that they're come forward and that's where things
start to fall apart but now you magnify that by saying okay now we're going to go to you know containers for you definitely whatever you would do what happens is it's kind of the outside there's no operationalizing process around that there's gather you virtualization processes or there's really DCI processes running but these new things like containment and not just at least for putting applications all that doesn't exist so a bunch of questions but let's focus on one in there so I walked in this concept right
before we started recording we talked about this whole move that magically if I take a monolith application running in the container I've now modernized my application even let's say we're starting from from a green field that were developing a new application one of the challenges I can easily see is say that you know what we're gonna start building the server's the applications built on micro firsts how do you start to enforce that from a developer's perspective you know a developer write code and if you want
to create like a sample and deploy his own sample or use all access control your solution what's to stop him from doing it like I'm comfortable doing it this way why why use a centralized sample instance architecture and proper you seconds so don't just start writing code right architecture have someone who understands that this is process laid out in pseudocode or however you want to do it and say here's we're trying to do then you break that down because it's like they take your bond with
the putting into a container is a kind of Alcide was placing with the value you think the values in the container itself it's not the values in the decoupling it's in the you know if internment data it's in those things where you're from that value so bill goes into your architecture and then use that architecture as a guideline to write guidelines for your death saying if you write a service it must have these things that must you know list its consumers and it's dependents it must
give you open look have you you want to do it but write the rules and then given us the devs of saying write whatever you want to meet the business goal and follow these guidelines and they all pointed out and agree to that contractors read this contract that will succeed and in a way that we measure that contract that reinforced that contract or enforce that contract it's through things like cold reviews to review yes engineer engineer who reviews reviews to say that hey here's the contract
we all agree to are we following that contract and that helps with that helps with some of the culture change doesn't dictate culture and you still you know you still got to get in there and you do the hard work and but it is a start it's awful you guys enjoyed this look behind the scenes behind the you know what thou shalt create lead DevOps team and then after that everything magically happens some of the pitfalls and some of the gadgets what can folks find you
guys online on the way up etc I can be found on it's a one-two-three so we found a shower and all the things been the Twitter's never got il-4 log a right sometimes and he comes podcasters alright and that's it for me the CTO visor find me on the web at CTL wiser on Twitter the CTO visor calm subscribe to the podcast both of these guys are paired on some great podcasts maybe we'll even get one in doing a show talk to you guys next CTO
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