{"id":5459,"date":"2020-06-25T16:30:25","date_gmt":"2020-06-25T23:30:25","guid":{"rendered":"https:\/\/www.microsoft.com\/insidetrack\/blog\/?p=5459"},"modified":"2023-06-20T16:20:27","modified_gmt":"2023-06-20T23:20:27","slug":"how-microsofts-engineers-learned-the-language-of-devops","status":"publish","type":"post","link":"https:\/\/www.microsoft.com\/insidetrack\/blog\/how-microsofts-engineers-learned-the-language-of-devops\/","title":{"rendered":"How Microsoft\u2019s engineers learned the language of DevOps"},"content":{"rendered":"
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This content has been archived, and while it was correct at time of publication, it may no longer be accurate or reflect the current situation at Microsoft.<\/p>\n<\/div>\n<\/div>\n

In 2017, the structures, systems, and processes that governed Microsoft Digital were starting to show their age.<\/p>\n

The time for change had come.<\/p>\n

Microsoft Digital, Microsoft\u2019s IT and Operations division, had just begun a transition to modern engineering practices<\/a>, and transitioning to DevOps was central to those plans. But implementing DevOps, which replaces long, intermittent software delivery cycles with much shorter cycles and continuous delivery, isn\u2019t like flipping a switch.<\/p>\n

It\u2019s more like learning a new language.<\/p>\n

\u201cWe had very disciplined, specific boundaries, and the measures of success were built around that discipline,\u201d says James Gagnon, a principal engineer in Microsoft Digital. \u201cTesters were measured on the number of bugs in production, developers were measured on the number of features they delivered.\u201d<\/p>\n

Those boundaries provided clarity on expectations for specific engineering roles. But the blended engineering model of DevOps stresses end-to-end accountability, which made those boundaries an obstacle.<\/p>\n

\u201cAs we move to DevOps, we break down those boundaries,\u201d Gagnon says. We\u2019re less concerned about who does what and more about how things get done. Engineers are now responsible for their entire service, whereas before they were responsible for performing a specific function.\u201d<\/p>\n

But unlearning organizational habits instilled and refined over decades doesn\u2019t just happen. Before Microsoft Digital leadership could plant the seeds of DevOps, they needed to till the soil. Culture change was the only way forward.<\/p>\n

[<\/em>Learn how Microsoft is modernizing its internal engineering practices.<\/em><\/a> Unpack Microsoft\u2019s cloud-centric approach to transforming its internal architecture.<\/em><\/a> Watch Microsoft’s session at Build on modernizing Microsoft’s engineering practices.<\/em><\/a>\u00a0Learn how rotating the DevOps role is helping Microsoft improve engineering service quality.<\/em><\/a>]<\/em><\/p>\n

Creating alignment around vision<\/strong><\/p>\n

The wider transformation had created the impetus to unify Microsoft Digital behind a central vision. Codifying that vision would accelerate the transition to DevOps, make the culture change explicit, and get everyone rowing in the same direction.<\/p>\n

To that end, the leadership function was consolidated into a single role.<\/p>\n

\u201cWe no longer had a senior leader for service engineering, security, or tests. We had a senior leader for engineering,\u201d Gagnon says. \u201cThat was really key to getting everyone aligned.\u201d<\/p>\n

With that accomplished, Microsoft Digital could start taking specific steps to ease into the transition to DevOps.<\/p>\n

\u201cWe started looking at basic metrics to drive the transformation: security hygiene and compliance metrics,\u201d says Mary McHale, a Microsoft Digital principal group program manager. \u201cWe created a set of metrics around incident response that would transition us to a live site culture<\/a> where more emphasis was placed on user impact. That included the time it took to acknowledge an incident, the time it took to mitigate an incident, and root cause analyses and post-mortems.\u201d<\/p>\n

Once the metrics had been decided, a roadmap was created around those metrics.<\/p>\n

\u201cThen\u2014and this is key to our transformation\u2014we met with our leaders every two weeks to talk about our progress toward those metrics,\u201d McHale says. \u201cThat level of leaning in was very important for this journey and our cultural change. It was both a bottom-up and top-down movement. Leadership reviewed our progress at an operational level every two weeks and at a strategic level every three months.\u201d<\/p>\n

Tackling technical debt strategically<\/strong><\/p>\n

Of course, Microsoft Digital wasn\u2019t starting with a blank slate. With so many apps and services under their care, a mountain of technical debt stood between the organization and the realization of the vision. If the debt wasn\u2019t eliminated, it would be an obstacle to future projects, sacrificing agility.<\/p>\n

\u201cOur goal was to shift left<\/a>, which meant we invested in areas that inhibited our ability to move quicker with greater levels of automation, optics, and serviceability, enabling us to fix forward as opposed to rolling back when there was an issue,\u201d Gagnon says.<\/p>\n

As an organization, emphasis was placed on debt that affected security, compliance, and productivity, in that order. \u201cWe wanted to nail the fundamentals, so we\u2019d have a solid foundation to build on,\u201d McHale says. \u201cWe built a pipeline to capture our progress against each of those three areas.\u201d<\/p>\n

Most teams funneled 20 to 40 percent of their resources into chipping away at the debt. Some went all-in, such as when the debt affected security. Occasionally, Gagnon says, the debt was so significant that starting from scratch was more efficient, so they retired some legacy platforms.<\/p>\n

Creating a culture of autonomy<\/strong><\/p>\n

While metrics of success were well-defined at an organizational level, teams were granted a high degree of autonomy in reaching those goals, Gagnon says.<\/p>\n

\u201cWe were aligned on the vision. We were aligned on the key outcomes we wanted to deliver on. But teams decided for themselves how they wanted to get where they needed to go,\u201d he says. \u201cThey got to create their own identity.\u201d<\/p>\n

Each team also set their own deadlines.<\/p>\n

\u201cBy allowing them to set their own deadlines, we were met with far less resistance,” Gagnon says. “We wanted teams to be empowered, and I think that helped. It created a startup culture mentality.\u201d<\/p>\n

Balancing autonomy with accountability<\/strong><\/p>\n

While autonomy increased velocity, accountability provided the necessary guardrails.<\/p>\n

\u201cDevOps is all about productivity for developers,\u201d says Martin O\u2019Flaherty, Microsoft Digital Azure DevOps owner. \u201cTo increase the quality and velocity of our output, we needed to drive accountability.\u201d<\/p>\n

A governed service catalog organizes all the services and applications Microsoft Digital builds into a hierarchy. That gives Microsoft Digital the ability to link production services and code repositories in Microsoft Azure DevOps.<\/p>\n

\u201cWe spent significant effort cataloging our portfolio of services and components with mandatory metadata such as service owner and PII,\u201d O\u2019Flaherty says. \u201cWe ensure there is a hard mapping between our service catalog\u2019s structure and the structure within Azure DevOps. Every area path in Azure DevOps has a team and associated set of repositories giving us a clear link from a service in production to the repository it\u2019s built from in Azure DevOps. This gives a line of accountability both for remediation of compliance scans and incident response.\u201d<\/p>\n

At the same time, Microsoft Digital engineers were trying to acclimate to a completely new way of working: operations and development were combined into a single function.<\/p>\n

\u201cWe don\u2019t have designated operators that own production,\u201d says Damon Gray, Microsoft Digital software engineering manager. \u201cInstead, the development team owns production and does everything Site Reliability Engineering (SRE) or a service engineering team traditionally handles. The idea is to put the responsibility of owning production from deployment to incidents to root cause analysis as close to the developers and the subject matter experts as possible.\u201d<\/p>\n

All this added up to the desired effect: a transformed culture centered around empowerment and accountability.<\/p>\n

Accelerating innovation by shifting left<\/strong><\/p>\n

Accountability also accelerated innovation.<\/p>\n

\u201cThis all coincided with our move to the cloud,\u201d Gray says. \u201cAnd one of the key changes that really sped up our efforts was accountability for deployment landing on the engineering team.\u201d<\/p>\n

One of the benefits of the move to the cloud was robust automation capabilities. \u201cOnce we could automate deployment in full, we started looking at infrastructure as code,\u201d Gray says. \u201cEverything became observable and reviewable through a change management pipeline. That accelerated our ability to deliver value incrementally.\u201d<\/p>\n

As a result, engineers were empowered to experiment. Because of continuous deployment and active monitoring, Gagnon says, \u201cWe can fix errors in production very quickly, often before a customer experiences it. Before, we would have to do a rollback because we didn\u2019t have the automation in place, which was an inhibitor to experimentation.\u201d<\/p>\n

The change also led to engineers being more willing to share their mistakes and their learnings.<\/p>\n

\u201cWe celebrated engineers for sharing what they learned from their mistakes,\u201d Gagnon says. \u201cWe acknowledged that behavior publicly. People feel safer when they see vulnerability in practice, and freer to seek out the clarity they need to be successful.\u201d<\/p>\n

That made a difference, Gray says.<\/p>\n

\u201cFailure is going to happen. It\u2019s how we respond that\u2019s been important, and because of that shift we\u2019ve been able to try new solutions, to innovate, knowing that we have the support of leadership,\u201d he says.<\/p>\n

Learn how Microsoft is modernizing its internal engineering practices.<\/a><\/p>\n

Unpack Microsoft\u2019s cloud-centric approach to transforming its internal architecture.<\/a><\/p>\n

Watch Microsoft’s session at Build on modernizing Microsoft’s engineering practices.<\/a><\/p>\n

Learn how rotating the DevOps role is helping Microsoft improve engineering service quality.<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"

This content has been archived, and while it was correct at time of publication, it may no longer be accurate or reflect the current situation at Microsoft. In 2017, the structures, systems, and processes that governed Microsoft Digital were starting to show their age. The time for change had come. Microsoft Digital, Microsoft\u2019s IT and […]<\/p>\n","protected":false},"author":146,"featured_media":5461,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"jetpack_post_was_ever_published":false,"_jetpack_newsletter_access":"","_jetpack_dont_email_post_to_subs":false,"_jetpack_newsletter_tier_id":0,"_jetpack_memberships_contains_paywalled_content":false,"_jetpack_memberships_contains_paid_content":false,"_hide_featured_on_single":false,"_show_featured_caption_on_single":true,"footnotes":"","jetpack_publicize_message":"","jetpack_publicize_feature_enabled":true,"jetpack_social_post_already_shared":true,"jetpack_social_options":{"image_generator_settings":{"template":"highway","enabled":false},"version":2}},"categories":[1],"tags":[],"coauthors":[674],"class_list":["post-5459","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-uncategorized","m-blog-post"],"jetpack_publicize_connections":[],"yoast_head":"\nHow Microsoft\u2019s engineers learned the language of DevOps - 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