Sanjeev Sharma – When DevOps met SRE: From Apollo 13 to Google SRE
- Author of Two DevOps Bookks
- Apollo 13
- Who were the real heroes? The guys back at missing control. The Astronaunts just had to keep breathing and not die
- Best Practice for Incident management
- Prioritize
- Prepare
- Trust
- Introspec
- Consider Alternatives
- Practice
- Change it around
- Big Hurdles to adoption of DevOps in Enterprise
- Literature is Only looking at one delivery platform at a time
- Big enterprise have hundreds of platforms with completely different technologies, maturity levels, speeds. All interdependent
- He Divides
- Industrialised Core – Value High, Risk Low, MTBF
- Agile/Innovation Edge – Value Low, Risk High, Rapid change and delivery, MTTR
- Need normal distribution curve of platforms across this range
- Need to be able to maintain products at both ends in one IT organisation
- 6 capabilities needed in IT Organisation
- Planning and architecture.
- Your Delivery pipeline will be as fast as the slowest delivery pipeline it is dependent on
- APIs
- Modernizing to Microservices based architecture: Refactoring code and data and defining the APIs
- Application Deployment Automation and Environment Orchestration
- Devs are paid code, not maintain deployment and config scripts
- Ops must provide env that requires devs to do zero setup scripts
- Test Service and Environment Virtualisation
- If you are doing 2week sprints, but it takes 3-weeks to get a test server, how long are your sprints
- Release Management
- No good if 99% of software works but last 1% is vital for the business function
- Operational Readiness for SRE
- Shift between MTBF to MTTR
- MTTR = Mean time to detect + Mean time to Triage + Mean time to restore
- + Mean time to pass blame
- Antifragile Systems
- Things that neither are fragile or robust, but rather thrive on chaos
- Cattle not pets
- Servers may go red, but services are always green
- DevOps: “Everybody is responsible for delivery to production”
- SRE: “(Everybody) is responsible for delivering Continuous Business Value”
- Planning and architecture.