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An End to End Stack for a Container Age - Continuous Delivery London 2016
The document outlines Pearson's transition to a digital education leader through the introduction of Project Bitesize, aimed at addressing various internal IT challenges. It emphasizes a shift from a project-based to a product-focused mindset, fostering collaboration between development and operations. Key components include utilizing containers and open-source technologies to enhance developer experience and improve application delivery pipelines.
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An End to End Stack for a Container Age - Continuous Delivery London 2016
- 1. An Example ofa End to End Stack for the Container Age Chris Jackson May 2016 1 qingqing. Shutterstock
- 2. Me Ex-Racker Frustrated Coder Education Disrupter ReformedLeader This… @chriswiggy 2
- 3. My Work Inspiring Mission PassionatePeople From ISBN to FQDN Embrace the Challenge 3
- 4. How Well DoYou Know Pearson? 4 Quiz Time - Which of these do you think Pearson has owned or owns?
- 5. 5 We cannot solveour problems with the same thinking we used when we created them. Albert Einstein Education is what remains after one has forgotten everything he learned in school. Albert Einstein
- 6. Pearson Today Becoming adigital education leader 40,000 staff globally Over 30,000 servers and 2,000 apps 400+ Developer Teams Diverse portfolio of applications
- 7. Application Portfolio Today •Complicated • Monolithic • Difficult to Change • Slow Moving 7
- 8. Technology Operations • Pearson’scentral IT organisation • Victim of “Shadow IT” • Application Cemetery • Fragmented approach • Bottlenecked customers 8
- 9. What Did OurDevelopers Think? 9
- 10. Review - ProblemStatement • Internal IT bureaucratic and slow to deliver • Lack of standards in application design and build • Spotty adoption of QA and Security standards • Release process is manual, slow and high-risk • Absence of collaboration between engineering and ops • Roadmap planning horizon is 3-years out A perfect storm is brewing… 10
- 11. Our Inception Point •On the precipice of perpetually failing • Previous initiatives were huge programs • Developers running their own tooling • Business headwinds increasing • New leadership • End to end review of tech strategy 11 • Appetite to do something different • Appetite to do something different • Appetite to do something different • Appetite to do something different • Appetite to do something different • Appetite to do something different Introducing Project Bitesize…
- 12. Bitesize - BornDifferent 12
- 13. Bitesize - Timelineto Date • August 2015 - Initial Pilot approved • September 2015 - Alpha customer agreed • December 2015 - Bitesize chosen as preferred PaaS solution for Pearson • December 2015 - Pilot closes, project extension agreed • March 2016 - First non-production application environments loaded • April 2016 - Full project funding approved • June 2016 - First production workloads 13
- 14. Question… 14 Were we lucky,or was this by design?
- 15. “I'm a greaterbeliever in luck, and I find the harder I work the more I have of it” Thomas Jefferson
- 16. Eating the Elephant 1.OurApproach 2.DevOps 3.Technology 16
- 17. Products in EnterpriseIT Having a Product Approach Gets You: • Customer focus • There is no Enterprise IT “Stick” • A clear set of metrics to measure your success • A dedicated commitment to iterate • We’re a start-up in an Enterprise… • Sustainable out of the box 17 “Most organizations have a “project” mindset when it comes to software as well. The functional roles emerge from their silos as needed to work on the project, and then disband once done. Good software development benefits from a “product” mindset where the team, instead, stays dedicated to the product.” Michael Coté https://medium.com/@cote/roles-and-responsibilities-for-devops- and-agile-teams-fdacbffb4cb4#.4i8bm63t5
- 18. Serving Developers Creating aWorld Class Developer Experience… 18
- 19.
- 20. Open Source atPearson 20 Ingress ControllerPython Client Kubernetes Pack KnowledgeEducation Sharing Information Open Source Sharing Code
- 21. DevOps at Pearson 21 WhatIt SHOULD Be How It SCALES Out We need a common and uniting initiative!
- 22.
- 23. What’s In OurProduct? 23
- 24. “Simple can beharder than complex: You have to work hard to get your thinking clean to make it simple. But it’s worth it in the end because once you get there, you can move mountains.” Steve Jobs
- 25.
- 26. DevXOps 26 Developers Operations QA SecurityNetwork Other functions are “channel partners” for the pipeline Delivered via a pull from a git repository
- 27.
- 28. Multi-Region Deployments 28 Compute Region A1 Compute Region A2 Compute Region A3 PII DataRegion One Compute Region B1 Compute Region B2 Compute Region B3 PII Data Region Two Global Platform Runtime & Orchestration Regional Platform Services Regional Platform Services Infrastructure Repository Application Repository Regional Configuration: Database Creation Database Credentials Character Set Language Pack Global Configuration: Database Schema Database Connection String Localisation Context
- 29. If This… ThenThat - The New Operations 29 Things that Happen Desired Response Mechanism to Execute Stuff We Care About Stuff We Concentrate On Trigger Systems Workflows Tooling “A synthetic transaction is failing” “I want to deploy my application” “Our A/B soak completed successfully” … Re-spawn pods, notify owners Execute deployment process Converge all production instances to B deployment …
- 30. What Are WeDoing Next?
- 31. Business Roadmap Rubber stampinga product, not a project Building a better home for a high-performing engineering team Developing a talent pipeline and career track for the future Capability assessments for teams, applications, processes Manage “change shock” Alignment, alignment, alignment! 31
- 32. Technical Roadmap Data persistenceon native containers Logging solutions for Operations and Developers Consistent access control and RBAC Increasing deployment frequency of Platform Expansion of the deployment DSL Operations run-books Intelligent Service Bots (aka Sentient Managed Services)?!?! 32
- 33. Key Points 1.Running cooltech is easy, getting people on board takes time 2.Do not underestimate your impact on your company’s innovation 3.Tooling is a distraction in a higher-order value conversation 4.Think about your product and your direct and channel customers 5.Platform adoption drives application improvement and vice-versa 33
- 34. The End toEnd Stack? 34 Build It Run It *Stuff in the Middle* Trust & Feedback
- 35. Get Involved? https://github.com/orgs/pearsontechnology/ More comingsoon…! @chriswiggy We’re hiring… http://pearson-technology.jobs/ 35