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ATBru 2015 - Facts and Fallacies of Continuous ...

ATBru 2015 - Facts and Fallacies of Continuous Delivery

This is my presentation about Continuous Delivery at Agile Tour Brussels 2015.

Continuous Delivery brings a lot of value to your organisation. It will allow you to reduce your time to market for new features and bug fixes. It is a significant predictor of company performance.

Continuous Delivery is more than just tooling. It is also a mindset.

During this session we will not talk about how to implement Continuous Delivery. Although you will get a short introduction to it. The session will be more about the mindset you need to have in order to successfully implement Continuous Delivery. And it'll highlight some facts … And a fallacy (or two) that exist in the minds of decision makers preventing them to take the leap forward.

Thierry de Pauw

November 02, 2015
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Transcript

  1. "How long would it take your organisation to deploy a

    change that involves just one single line of code ? Do you do this on a repeatable, reliable basis ?" Mary and Tom Poppendieck, Implementing Lean Software Development
  2. A Deployment Pipeline is the automated implementation of your process

    of getting software from version control into the hands of your users.
  3. The deployment pipeline has 3 purposes: •every part of the

    process is visible •it improves feedback •it empowers teams
  4. The deployment pipeline is part of your value stream, the

    process of getting a feature from the mind of your customers into their hands
  5. The First Way: from Left to Right Maximise the flow

    from Development to Operations to Customers
  6. The Second Way: from Right to Left Constant flow of

    fast feedback at all stages of the value stream
  7. The Third Way: a Culture of Improvement A culture that

    fosters continual experimentation, learning from failures and understanding that repetition and practice leads to mastery.
  8. "If a system is not improving, the result is not

    steady state. Instead, because of entropy, organisational performance declines" Mike Rother, Toyota Kata: Managing People for Improvement, Adaptiveness and Superior Results
  9. A new team member must be able to checkout the

    project from version control, and run a single command to build and deploy the application on the local workstation
  10. "If the build, deploy, test, and release process is not

    automated, it is not repeatable" Jez Humble and David Farley, Continuous Delivery: Reliable Software Releases through Build, Test, and Deployment Automation
  11. But the list of things that cannot be automated is

    much smaller than many people think
  12. "Your goal is to build quality into the code from

    the start, not test it in later" Mary and Tom Poppendieck, Implementing Lean Software Development
  13. "Defect tracking systems are queues of partially done work" Mary

    and Tom Poppendieck, Implementing Lean Software Development
  14. "(Technical Debt) comes from taking shortcuts, which may make sense

    in the short-term. But like financial debt, the compounding interest costs grow over time. If an organisation doesn't pay down its technical debt, every calorie in the organisation can be spent just paying interest, in the form of unplanned work." The Phoenix Project
  15. "Delaying testing until after the development process is a sure-fire

    way to decrease the quality of your application." Jez Humble and David Farley, Continuous Delivery: Reliable Software Releases through Build, Test, and Deployment Automation
  16. Test automation makes the quality of your application significantly higher,

    so manual testing is then only an affirmation of the functional completeness
  17. "An organisation that respects software developers as professionals will expect

    them to design their own jobs [...]. It will expect them to improve continually the way they do their work as part of a learning process. Finally, it will give them the time and equipment necessary to do their jobs well. [...] Frontline workers have process design authority and decision-making responsibility." Mary and Tom Poppendieck, Lean Software Development
  18. The system prevents you to deploy a build into production

    that is not thoroughly tested and found to be fit
  19. "Of the Fortune 500 companies in 1955, 87% are gone.

    In 1958, the Fortune 500 tenure was 61 years; now it's only 18 years" Richard Foster, Creative Destruction: Why Companies that are built to Last underperform the Market - and how to Successfully transform Them, 2001
  20. Etsy 2009: "had to come to grips that they were

    living in a sea of their own engineering filth"
  21. Facebook 2009: barely able to keep up with user growth,

    code deployments were becoming increasingly dangerous
  22. Hello, I am Thierry de Pauw Software Engineer, Jack of

    All Trades Agile Technical Coach http://thinkinglabs.io @tdpauw