DrupalCon Prague 2013

Lecciones aprendidas al administrar sistemas Drupal en una empresa grande

Jon Topper  · 


Extracto de la transcripción automática del vídeo realizada por YouTube.

and it's it's easy to get these things going if you are starting on the green field when I started my own company three years ago it was easy to grow my own business culture to start with automation from the first server to get measuring in place and

obviously as i'm curating the devops track i'm trying to share knowledge as well but what do you do if you have an existing company maybe that's been existing for decades that has a very much matured culture how do you get devops going in such

a company in such a business well i'm very happy that will have john topper here to tell us about that tell us about his experience good or bad we'll see and i'm very much looking forward to hear what he has to tell us thank you John right gabion

I haven't started yet thanks jochen yeah I mean it says I I'm John topper I've run a small DevOps consultancy out of London we work with small clients and large clients so we have a luckily a broad view of all of the spectrum of organizations but

this this is taught largely about our experiences in one particular large organization a couple years ago now and we'll be talking about what we learned in that organization as we attempted to put in DevOps processes and specifically around Drupal so when

we talk about DevOps I'm assuming that since you're here on the DevOps track you have some kind of concept of what we actually mean by that if not the way I kind of look at DevOps really is that it's it's mostly about shared ownership of the

quality and availability of code and platform in combination this is the the graphic from from wikipedia it's a bit hokey but it basically shows you that the these three areas need to work together to to share the quality and availability of what's

being built DevOps is really a it's a fairly recent term it's quite a quite a recent coinage really it's it's been sort of rising in popularity since about 2010 as you can see from this graph from google trends and really it's I look at

it as another name for good practice just admin and that's sort of what recruiters have started to use it as which I'm kind of okay with because I don't think we really needed a new term for it anyway but I guess having a that we can kind of put

events together with is quite an important thing it's a bit tribal I guess it's not quite the the cultish thing that some people might might view it as if they've been reading a lot of blogs or only been exposed to it incidentally and as jochen

says we have these these four pillars that we refer to these were coined by John Willis who you might know on on various internet places as Bacigalupi he was formerly box code and he's I think currently still in Stratus who have recently been acquired

by Dell and he shares shares these four things with us and culture is really the shared values and vision and knowledge within an organization without which we can really do any good automation is all about removing manual steps reducing the margin for error

getting getting more things scripted basically to improve the quality and the efficiency of what we're doing there's monitoring so improving the operational visibility of the platform understanding what it's doing why it's doing the things

that it's doing what's different now when it's gone wrong versus what it was doing previously and sharing which is kind of as sis that means we've traditionally been a little bit kind of stuck in the basement of building not talking to anybody

and the sharing a spectrally is about making sure that these monitoring data are available to to everybody sharing tools sharing processes sharing approaches blogging about it talking about it getting everybody involved in the conversation it's all very

important stuff and if you've been reading about DevOps online or or maybe you've you've watched some of the videos that have come out of previous DevOps days then you'll heard of a lot of these kind of organizations that we sort of lift up

as being examples of people who are doing DevOps particularly well and these are people like Instagram who at the time of their acquisition by Facebook had just 13 employees which considering the amount of cash that Facebook pay for them i don't remember

exactly how much it was but that was a lot of money is pretty impressive it's a very efficient organization people like Spotify who are very often at puppet events sharing what they do in their world have a used their configuration management tooling people

at Etsy who who've done an amazing job at sharing a lot of the tooling that they that they've created an IMVU github people that are talking about what they're doing and people that we look at as good examples of the craft if you like IMVU was

was eric races Lean Startup I guess and he was blogging about releasing code once every 10 minutes tested working and int'l I've probably sort of four or five years ago which is really the sort of inception of all this stuff anyway but one thing that

we noticed when we when we kind of look at these organizations is that they were all founded or kind of launched within the last decade they're quite young they're small companies and they're all they're all ostensibly technology companies

that's what they're selling that the technology is an end in itself for these sorts of organizations and really that kind of makes them a bit like this guy excuse me he's kind of noisy and young and not all companies are like this this is not a

not a sort of a truism within DevOps that everybody is is a small agile technology focused company and probably I don't know what the statistics are but that it could probably be shown that most companies are not like this but we're here from the from

the noisy ones and really some companies are a bit more like these guys there there are they're slow there would be angry about everything but they're quite well-known they've been setting that box for a long time they're doing quite well and

these are the sorts of organizations that that that I'm talking about when we talk about large organizations and so we'll look at one particular large organization than my consultancy spent some time working with a couple of years back but before we

do that I'm going to ask you a seemingly unusual question those of you from the UK how many people in the UK have we got in the room okay this will make some of that sense so the connection between a large stately home full of posh English people and and

a dead list celebrity in the Australian jungle eating a kangaroo anus to win treats for the rest of his group these are both television programs like they're both television programmes put on the air by the same company there's Downton Abbey on the

on the left-hand side there and i'm a celebrity get me out here on the right and the thing that connects these two organizations these two programs aside from the fact that they're both published by the same organization is that they both in the past

at one point had Drupal web properties associated with them and the company we're talking about for those of you who are not from the UK is a chemical ITV and I TV is the the UK's largest television network commercial television network i should say

it was launched in 1955 so this is a 60 year old company right this is your Statler and Waldorf of organizations they've been around a long time there are over 4,000 employees at least that was true at the end of 2012 which is where I got these figures

from and and they have sizeable revenues and and the thing two things to bear in mind about this organization is that they are they're old and large but they're also not primarily a technology company the technology exists as a way of putting entertainment

if you want to call it that in the case of kangaroo anus eating in jungle in front of the general public and some of that technologies is broadcast some of it is putting things on cable television networks some of it is on the internet and the internet stuff

is on the rise and that's where we sort of come into this story really most of this revenue comes from advertising right so this is this is interstitial ads in between programs that you sit through in order to get to the content that you want to watch

and the first advert that the ITV put on its head was for a toothpaste back in 1955 called Gibbs SR a long-forgotten brand these days no doubt but which presumably is is the sort of thing you're going to want to buy if you've spent a week in jungle

so 2010 quarter four is when we sort of picked this story up and when we started it at ITV in 2010 the majority the web content was served from a dotnet content management system a big sort of internally grown organically grown homebrew CMS platform there

was some Drupal 6 sites in existence these are quite small primarily built by external agencies arguably not very well quite difficult to maintain to upgrade lots of sort of hacking gone on in the core where it shouldn't really have been the dotnet platform

was being released on a kind of six weekly cycle and these releases would take place out of hours with a bunch of developers and some pizza and some Cola and it would take a number of hours to happen and no one go home until it's finished or until it's

rolled back and and this isn't a comfortable place for anyone to be really in order to to deal with with this sort of big complicated release process there was a complicated change management process where a man with a clipboard would require developers

to write a lot of word documents about how this was going to happen the intent being that this would improve the quality of the release arguably did but not to the extent that was necessary really a lot of these releases probably worn in three I think were

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