Moving 65,000 Microsofties to DevOps on the Public Cloud

Author: Sam Guckenheimer

Last Update: 8/4/2017

Interview and Transcript

At Build 2017, I hosted an open Q&A session with me leaders from four engineering groups in Microsoft. We have been on a move for the last three years toward one engineering system in Microsoft. This is a decision from the Senior Leadership Team, Satya and his reports, that we were going to reverse a practice we had for the previous two decades of each division determining its own engineering system. The decision was that Microsoft would invest in the best engineering system, use it and then productive it as VSTS. In fact, the morning of the Build session, Satya had his monthly town hall for employees. A large part of that town hall was Satya’s discussion with Gabe Aul, Windows and Devices Group Engineering VP, about Windows’ move to VSTS, where 90% of Windows is now under VSTS. Here’s the session from Build. The transcript follows.

Introductions

SAM GUCKENHEIMER [SG]: I have with me some very experienced, energetic folks. From furthest to nearest, Tony Seeley from Windows and Devices, Jordan Edwards from Bing, Jen Perret from Skype and Mike Kippen from Azure. I’m going to let each of them introduce themselves for a couple of minutes. Then it will literally be open Q&A. You’re allowed to ask anything about how we work. Let’s start with introductions. Why don’t we start with you, Tony?

TONY SEELEY [TS]: Okay. Good morning. My name is Tony Seeley. I’ve been at Microsoft for around 17 years. Prior to that I was with Great Plains Software based out at North Dakota. Prior to that, I was in the British Armed Forces for 9 years and 58 days. The last 58 days being the best for sure. Within the Windows and Devices Group or WDG, I’m the GPM, the group program manager, for the engineering system that owns source control. We’re responsible for the old Source Depot solution we used to have. We’ve just migrated 3,500 engineers to a 270 gig repo in Git. Been in the job for two years and the sole request when I took the job was get everybody on Git. So we have around 6,500 engineers in total, around 2,000 of them working in smaller repos, and we’ve got another 500 to get on to this very, very large repo, this 270 gig repo. So that’s me.

JORDAN EDWARDS [JE]: Sure. I’m Jordan Edwards. I’m a program manager on the AI&R Engineering Experiences team, so that means we work on the engineering systems for Bing, Cortana, and Microsoft Advertising. Inside of that space I own the source control, build, and CICD experience that our engineers interact with on a daily basis. As far as what we build, we have around 10,000 cloud services today, and a slew of mobile applications as well. As far as our size goes, we’re running on over a million ACU. We generate tens of petabytes or telemetry on a daily basis. We’re receiving tens of thousands of queries every second. What are our biggest problem spaces we’re working on solving? One of them is how to be better at data driven experimentation. Another is how do we decompose our monolithic services into containerized microservices. The third one is how do we foster a culture where it’s easier to share a code across organizational boundaries.

JENNIFER PERRET [JP]: I’m coming up on 25 years with Microsoft, so Old Woman River here. Let’s see. I started actually in the last five years in a role from Azure working with Skype, helping them re-architect the original Skype consumer peer-to-peer architecture onto the cloud, so that we could actually keep up with the billions of devices that we wanted to make sure Skype could run on. So we had to re-architect that. I’m really excited to say that that also included a transition to DevOps, it also included a transition to micro-services, and that we also got an opportunity to push the heck out of Azure. When we originally started, IaaS wasn’t out, it was 20 minutes to deploy, and we need to actually educate all of our engineers on how to build on Azure and how to expect it to go away. So super high availability on real time audio video, four nines, and then in a DevOps mode.

Areas that I now own are still the microservices, Azure compliance and security, because our backend infra also now ships with Microsoft teams and Skype for Business, so it’s our next generation calling that’s built on Azure. I also own the service build validation deployment CICD pipeline and our client build and validation pipelines. This includes our transition to VSTS and Git. We still have a mixed mode where we actually do within our backend infra. We have literally multiple clouds, so we still have the original Skype consumer, what we call our DCs, that are our Linux Postgres solutions on our bare metal, this original Skype consumer. We have Azure. We have Azure AutoPilot Then we also have our Skype for Business infra running on bare metal. So a whole bunch of different things there.

MIKE KIPPEN [MK]: You said you didn’t prepare that.

JP: I tried. Then I started scrambling, so I was worried I went too far.

SG: No pressure, Mike.

MK: Hi, guys. My name is Mike Kippen. I’ve been with Microsoft for only 12 years. I am an engineering manager on the Engineering Pipeline team. We are part of the Cloud Engineering Services org. As you could tell, a lot of engineering involved in what we do. More or less, the Engineering Pipeline team, we have a goal which is to get developer changes from a local environment into cloud as quickly and efficiently as possible but with a key difference of maintaining governance, security, and compliance to meet the Azure cloud requirements. We have to go in front of auditors on a regular basis. We have a responsibility to our customers to meet certain goals in security and compliance. Really, that pipeline is about stitching those things together so that developers have the right way to get into production without making mistakes. As part of this, we’re part of the Cloud Engineering Services. This organization is a great place to work, by the way. And yeah, we are hiring.

MK: Really, it’s an organization that’s designed about making cloud first services to support scale and run the cloud. This includes monitoring, diagnostics, logging, ICM (Incident Management and Performance Management), and also the pipeline that I described. When you look at Cloud ES as a whole, it’s actually many of the parts we use across all of Microsoft. ICM for example is used across all of Microsoft. The scope is really growing from Azure and from the cloud to now being really let’s get this out to all of Microsoft called Cloud and Enterprise. Then let’s take these things to all of Microsoft. Then if we can, let’s also bring these things outside of Microsoft to make them first party options, things like Azure Advisor, and some other things that you’re seeing pop up really started from Cloud ES.

Just to give you an idea of some of our scale, I did a quick query on just last week in terms of looking at what we do. Just last week we had 35,000 pushes to our Git service. Across that was from 5,000 developers across 1200 repositories. This resulted in about 9,000 official builds and 15,000 merge validation pull requests. So every single piece of code that hits a server, you need to make sure it doesn’t contain the credentials, it doesn’t contain viruses, that these things are verified that we’re not breaking everybody else on different types of platforms. We actually do validation on everything that hits the server. The really positive note about this is just as the scale of the cloud’s been going, we were able to do just last week 7,000 releases that went into the cloud. So that’s about me. My first time at Build I just got an opportunity to walk through the hub, pretty exciting, and thanks for letting us be part of this.

SG: That’s great. Okay, anyone want to start us? Great. Okay. You got the first question.

JP: Thank you sir for breaking the ice.

Moving to Git

QUESTIONER 1: My question maybe one that nobody else is asking because I’m sort of an old troglodyte, but I was in the NT Kernel team for 20 years. I remember the transition from SLIME to Source Depot. Everybody was excited about that because it was clear benefit. I’ve seen the posters up at Microsoft about the five stages of grief moving to Git. I’ve talked to a few folks still over there. They’re not sure what they’re getting out of Git. Since I’m not a Git convert yet, what was the transition for Git? What was the benefits that you’re seeing from it?

TS: Yeah, I can answer that. We actually did a lot of analysis. I joined the team a couple years ago. We started off by doing lab analysis on the Source Depot system we had at the time. One of the big challenges we have is the number of engineers that we have access in this system on a day-to-day basis, the amount of code that we actually have inside the multiple depots that we have…. We actually had to run about 450 gigs worth of data across 65 different databases which then you had to pair together, which we call depots.

The challenge we’d have numerous, numerous issues. First thing is that when you checked in submissions into the Source Depot, you’d have to sometimes save stuff to more than one depot at the same time. Frequently, we’d encounter tearing issues where you wouldn’t have an atomic submission. You’d succeed in one and you’d fail in another. The other big issues that we have with Source Depot is as we’ve grown, about three years ago, Windows was a much smaller organization. We merged a number of teams together. We merged Windows, Windows Phone, Xbox, our Analog team. Now our Surface team is in there as well, our devices and hardware team is in there as well. Now you have all this stuff in one location, Source Depot is starting to fall over. We spent a lot of time patching and getting it working.

We did a lot of evaluation two years ago on what the alternative should be. Should we redouble-down on Source Depot and make it better? We brought in some third-party vendors to offer solutions which we evaluated. We looked at Git in a big way because that was the bet that Microsoft was making with the 1ES or the Visual Studio Team Services solution that’s available. The big wins that we get with Git are first and foremost it really helps collaboration and experimentation. If you want to experiment on something in Source Depot, you basically have to back up all your changes if you haven’t made the submission. You have to start again or you could reenlist which is the clone alternative for SD. Then actually doing an enlistment that could take you 45 minutes.

What tended to happen was people wouldn’t do the enlistment. They would try and work and they’d mess up their old code when they were trying something new. Or if they’re working on a feature and a bug would come along, it was very difficult to actually put that feature to one side, start working on the bug, and then get back to the feature afterwards. Or if they wanted to collaborate with somebody else and work on the same thing, it was just a horrible experience. Because creating a dedicated branch, because branches are all about how it works in SD, not so much in Git, became a huge pain point.

Now with Git branches are an astonishingly lightweight concept. In fact, branches are just a pointer into a huge graph tree, so it’s super, super easy to create branches. They take seconds to create. You can share those branches with anybody. You can invite people to work on those branches. You can be working one thing, and then you can swap very quickly to a new branch to experiment or to work on more than one feature at the same time. The whole opportunity around collaboration and experimentation was just very, very different. Now I’ll tell you that we migrated 2,500 engineers in one weekend, which is our whole one core, our centralized core engineering solutions services in one go. Which was a very scary thing for us to do because they are the kernel and the file system driver guys, the media guys, that were very low leveled down in the system. They’re all hardened Source Depot users. They’ve been using the system for 17 years. We really didn’t know what sort of response we’d get.

Well, we did a survey two weeks after the transition and we got 72% of the organization were either somewhat are very satisfied with the transition, which blew us away. Our NSAT on people moving is very, very high. It’s like 147 which is kind of unheard of for a transition this size. We moved them on a Friday night. We actually opened up the branches for them to start using the system on the Sunday morning, which is just, again, an unbelievable achievement. There are other benefits as well. 70% of the world, the industry, uses Git. So when it comes to onboarding individuals and bringing them into the organization, it just is so much easier if they’re using the same solution they used in college or in other companies. We are now starting to truly embrace open source within Microsoft. We are encouraging. It’s a very different cultural Microsoft than it was five or ten years ago. We’re encouraging engineers to don’t write something that’s already out there. Go and get it from open source and incorporate it into your code.

Obviously, there’s lots of checks and balances when we do that, but we do that a lot. When the whole of the open source community is storing everything inside Git, if you want to get that and collaborate with it as well, return stuff to open source. If you’re on that same system, integration becomes so much easier, and sharing becomes so much easier. We have a number of partners we work with on a regular basis. A lot of Silicon and OEM partners that we work with out of the Windows organization. None of them work in the Source Depot solution that we have. So being able to integrate and collaborate with them in an effective way and share code more effectively, Git becomes significantly better. The challenges we have is how do we do this on a 270 GB repo, which incidentally is just so the largest in the world. It’s beyond comprehension.

MK: One thing to ask you there. I mean, you mentioned the poster. Just to tell the room, it’s five stages of moving to Git. It’s got essentially these smiley faces that are very unhappy and very angry and red. Then over the course of the five stages, they become very happy and green, and it talks about this experience. I think one the things we’ve learnt about Git is that you can’t just tell a team, “Go use Git.” They have to learn the processes of pull requests and dealing with how to create branches on their own. Despite all of the documentation out there on the internet, it’s a team and the way they operate. When they come from something like Source Depot and they try to just redo it in Git, they don’t really get the benefit. At least, speaking to that and the Azure organization, we did a lot brown bags and we did a lot of documentation, but it was trying to show people how to use it properly and lead by example that way. The team figures stuff out over time, but it’s not necessarily a switch in awesome NSAT. We didn’t really see that in Azure. Still, today, we find teams using Git like Source Depot. As you get more college students and stuff, you do see that as getting better but …

TS: It’s funny you mentioned that. Before we onboarded everybody, we actually went and interviewed a large number of teams. We interviewed teams from Azure, a lot of teams that actually had made the transition. They all talked about the same experience. They said, “It was horrible for a while. It was just … I struggled and fought it every day.” Then they all described this same thing. There’s an epiphany and a eureka moment, a light bulb goes off, and they immediately get it. Then from that point on, things get substantially better. The five stages of Git posters that we produced, which are really the five stages of grief, was a bit of a joke that we did just messing about internally. Someone created a poster from it and it went viral. Everyone thought of posting these things up. But it is very accurate. What we found is that, I will tell you now, we have engineers that have been at Microsoft for 20 plus years, they have used Source Depot for 17 years, and they are never going to leave the first stage of the five stages of Git. They are going to hate it for their entire time.

You know what? We train them, about 4,500 people, in big auditoriums, 700, 800 people at a time, on a whole day course providing them Git fundamentals, the deltas of GVFS system which is the mechanism by which we enable a 270 Git repo to clone in two and a half minutes. We did all this, showed them everything. We have extensive Wiki articles and documentation that we created. You’re right. That’s the only way to do this. We introduced a champions program where every team had a champion … Actually, most teams have more than one champion. Their job was to provide escalation and support and mentorship and coaching, act as the first line of support if you like, for those individuals that are onboarding. We are seeing that by far the majority of individuals are embracing it. But there are people that are never going to like it. I feel bad for those guys, but we have to… If we’re going to embrace collaboration and open source and code sharing, we need a better system than Source Depot.

SG: In case you’re a little color blind like me, this is what happy and green looks like.

JP: I would add, what’s interesting there is there’s still this movement, there’s a lot of teams still on Source Depot. Some of the conversations, and just to add some things that are still topics that we’re trying to figure out, within my organization, we’ve done multiple Git repos. We’re going with this entire strategy around microservices, really focused on small teams, lots of little teeny tiny repos. Again, that’s because we were starting from scratch with a lot of our rearchitecture, so we could do that versus, “Hey, we’re just trying to move some pieces out of a monolith into microservices.” But what gets interesting there is now the conversations that we’re having across Microsoft around when do you want to use multiple Git repos and when do you want one.

One of the things that actually our organization had to solve is that first, the Skype client, we actually have multiple repos that we do need to actually build at a single point in time because it’s like our core library that goes out with the device. So we actually had to solve a solution across multiple Git repos to literally say, “Okay. We’re going to build this all at once and set feature gates up associated with that pipeline.” Now we’re in discussions with a lot of teams where they’re trying to wrestle with that. I think that’s something that’s going to kind of ever evolve as we continue to learn more, because it is this interesting range now if you look at between the monolith and the microservices and when and where you want … In some cases, almost a mini monolith, right? Like the poor library stuff that goes on a client.

TS: Jen is right. If you can survive in small repos go that way.

JP: We got other people.

JE: All Git, yeah.

SG: That was the first question.

SG: Okay. We have another one put up here, so let’s keep going.

QUESTIONER 2: He kind of took what I was going to ask too is how many people screamed when you took away TFVC and stuff. I was going to ask how many people screamed when you took away essential source control, but you kind of got into that. So I help manage a couple of TFS instances on-prem, old 2013 one with a huge sprawl of TFVC. Many collections … You’ve probably seen this before as well as a recently new set up TFS 2017 instance. I also helped co-administrate our VSTS instance. In many ways, we’re going through this same exercise right now because I’ve read things like Brian Harry’s blog post about the One Engineering System. I guess my question is when you get the same type of resistance at times from people, what would you advise organizations out there in the enterprise that are going through this type of transition right now? What kind of tips would you give those folks that are trying to move from TFVC over to Git into these new systems?

TS: I can start with that one. I think that the most important thing is to accurately set expectations. As part of the engineering system in WDG, we’ve rolled out a few different technologies. Some have gone really, really badly. Some have gone really, really well. The real differentiator between the two is that we oversold the ones that went badly. We believed the hype. You do it when you’re in your own team. You’re passionate about what you’re building, and you’re super excited, and you say, “You could do anything.” But the reality is day one and you probably can’t do anything. A lot of people find that if you set the expectation here and you don’t make it, then you’re going to have very dissatisfied engineers. If you can set the expectation at the right place and wherever it is and ideally beat it, exceed their expectations, you’ll be amazed how willing … People go, engineers don’t like change. From my experience that’s not true. Engineers don’t like being lied to or misled. Who does, right?

JP: Or slowed down.

TS: I think that’s the big message.

MK: Work by example. I think take a subset of products you want to work with, move them to Git, and then have them work as you expect a microservice to work, and then show the data. Then what you can do is go back to these other teams and say, “Hey, look how this is rocking and look how happy this team is working.” I think for us it’s more or less when you try to beat people over the head with a solution, they often times get negative and they want to push back. If you can show them why you want to use something and give them that sort of carrot, it becomes a very different conversation to have.

JE: It’s also important to get viral adoption. So not just the engineering systems team is presenting this, but you have the product teams who are your dogfooders who are showing it to their friends and colleagues. They’re the ones who encourage that cultural transition. We just finished moving all of Bing over to Git. We were also on Source Depot. We thought we could do it all in three months, but after three months, we only had a few of the really eager teams mostly full of college hires, new hires, who were pushing that culture on their own. But once we reach that point, us giving the talks wasn’t being that effective, but once the product teams were giving the talks on how it changed their workflows, that’s when it really took off..

JP: Every single thing we try to do, from a Skype infra engineering systems, we have this you have to pilot it with multiple teams and then develop champions. For us, we’re in eight regional locations, right? We’re global, truly. It’s not like, “Hey, we’re in one center and we can bring a bunch of brown bags there. So we really pick our pilots and our teams who will work with us side by side. Then from there, they foster that site location education.

Move to the Cloud

QUESTIONER 3: Hi. I want to talk a little bit about moving from kind of your source code management on-prem up to the cloud. Particularly the culture shift that had to happen there. I work at a financial services company. I would say we’re probably on the spectrum of more risk-averse, so we have code that we consider kind of our crown jewels. There’s a discomfort in taking that outside of our firewall and moving up to the cloud. I know Microsoft, you’re moving more towards open sourcing a lot of your tools and your APIs, but you still have your own crown jewels, Windows and other things like that. So could you talk a little bit about what you had to do to shift the culture to get people more comfortable with moving things outside of … or if that’s the case … Or what story would you tell to companies that are uncomfortable with moving things outside of their own firewall up to the cloud?

SG: Yeah. So how do you get people comfortable with moving from on-prem to the cloud? Particularly in a highly regulated environment like financial services.

MK: In Azure we’ve obviously got all these compliance requirements and you know the cloud itself obviously is a center of a huge amount of attack surface, right? So as long as you can break apart your code from your certificates, secrets and the real stuff that actually can cause problems, Microsoft and especially Azure have really embraced internal open source. We’ve locked down the ability to contribute code via pull requests to make sure that we actually have every single code change go through a code review. Those kinds of things become inherent. You can stitch up your release process so that you only release things that have gone through these types of processes beforehand. It does take a certain amount of trust in making sure your code doesn’t have anything that you don’t want to share and ensuring that you move those pieces out into other systems.

I mean, you don’t want to store secrets in your source code, you don’t want to have secure encryption stuff in there, but the rest of it, you really shouldn’t be able to touch your production instance with … Azure has some pretty unique things in our engineering system in a sense that we are an engineering system that uses Azure, but we also build Azure. So what happens if Azure’s down? We also have invested in building synchronous tools that bring Git back on-premise and it synchronizes back, and also worked with bringing NuGet packages and packages on-premise so that, hey, there’s a big problem going on and we can’t access our engineering system that we built in the cloud. We now have this system that at any given time, we can still build, and we can still release. We’ve worked with a couple of external teams to actually do something similar so they feel comfortable about getting into the cloud.

I’ll tell you something interesting. One of the employees that works next to me the other day came over and said, “Hey, I need you to restart this VM you created for me.” We looked it up. I created this VM in 2014 for this person in Azure. They had not restarted it or had any problems with it since 2014. I think that organizations, even us, we have to get comfortable trusting this whole service. …Over time you’ll find people start to trust it, and they’ll start to get a feeling of how to use it. When you realize you have all this tremendous scale and performance, that carrot is really awesome. I mean, the simple fact that you can start to leverage elastic scale, your customers start to focus on that rather than these other pieces. Obviously secrets — don’t check those in. That’s a huge piece that we do, but that is an aspect in terms of Azure how we got there.

JE: From a Bing and Cortana point of view, all of our code is open for all of our FTEs to see with the exception of some of our advertising algorithms which are considered trade secrets. One of the nice things about VSTS is that it gives us the ability to effectively tent or constrain some of our repos in our code base so that just no random person could take our ads algo and publish it on the internet to let people start gaming the system.

TS: Yeah, that’s a cool point.

JP: That’s a good point. You can obtain certain things.

TS: You can’t apply ACL to parts of the repo. You either get access or you don’t get access. What we do is we have separate repos for those secret areas like DRM and stuff like that but only a subset of individuals can actually get access to. I also encourage your management team to understand the fact who else is actually embracing the cloud. I’ll tell you Windows is a pretty big target. We are entirely in the cloud. We have multinational countries coming after our source code. We’re there. It’s pretty secure, so you should be fine.

Security, Governance, and Audit In The Cloud

QUESTIONER 4: Great. This question’s targeted to Mike a little bit. You mentioned something really interesting earlier in your introduction about some of the things you have to deal with from an organizational perspective in the cloud, security, governance, audit, and all of that. I find myself working a lot with organizations that are acquiring a lot of startups. Plus, in many cases they have a very traditional and what I would call monolithic development process and a strong-willed IT organization. What are some of the techniques that you might suggest to try and get people used to a security development life cycle for the cloud when there’s a lot of demand by the product teams for agility?

MK: That’s a good question. We have this concept internally called the pit of success. You just hope people fall in it and you’re successful, right? I think one of the best things that we did was take some of the standards that we believe in around how to create a repository, how to set up branches, how to control how your source code gets into your branches and make it a standardized process that people adopt like this. We have an automated onboarding experience where people can run a tool and they just run repo create. We went from I would think 1 or 200 repos to 1200 repos before we blinked an eye. What we realized is that people really don’t want to set these things up themselves. As long as you make it easy to adopt these processes, governance can be handled in a way where people can see it transparently, right? It’s kind of happening, but they don’t realize it. I think once you give people too much control and your team that says, “Hey, I’ve created a project for you in Visual Studio and I’ve created a team. You guys would go crazy.” What are they going to do with it? They’re going to create their repositories, give access to service accounts. They’re going to create build definitions that run anti-virus before they compile a code. We see all of this, right?

So there’s a set of processes we have to do internally that really are about automated onboarding, taking them through this entire experience in a sort of governed workflow and telling people, “Yeah. We understand you want to do stuff custom,” but use thing and you’ll find it really easy to adopt and really easy to use. Then you don’t have to worry about these other things. They’re kind of handled … I think that aspect of it is provide a little bit of control where it’s needed, but try to own the process end to end. Then when you go in front of auditors … I mean, I’m in front of auditors what feels like every three weeks. We also go in front of Scott Guthrie and others. They know when you’re using our system that it meets these standards because we handle anti-virus, we handle the way code signing works, we handle how the code gets into production. That’s all a very tightly engineered government process, but you have this with a carrot, which is in order to onboard, click this button, you’ve got it. I think making that easy is probably the best way to success that way.

JE: It’s especially important as we move towards microservices. We’ve been moving from the tens to hundreds to now thousands of services which are most of them want to go in their own repo. If we don’t have these pipelines in place, they kind of spew all over the place, implementation point of view.

MK: You did mention monolith, right? I’ll tell you … This is a fun discussion in Azure because depending on who you talk to in Microsoft, it’s almost a religious feeling about having code time dependency and being able to have all your code together and build time, you know if you’re failing or not, as opposed to having a very small repository that just handles a microservice and you ship very quickly. I think that architecture in certain areas where you’re dealing with the very core of Azure, you’re dealing with drivers, and you’re dealing with hardware. It makes sense to be a monolith. You want to know that this driver and these dependencies, that they work together. As you start to go up a layer on top of Azure and you stop building these APIs, version your APIs, make your API a contract. That aspect of it is where we’re definitely embracing microservices like crazy. I mean, we probably have 40 repos now that are about 1200 projects or larger and the rest of the 2,000 plus repos which are in use are one to two services. In Azure, you kind of see it all. We have to take support from both because they are both legitimate reasons.

TS: Another nice thing is that you can actually apply policies to the code flow which would do things like, depending upon your business and your business needs, you could do things like you could enforce code reviews with more than one individual if you want to do that, to make sure that the right information is always being verified before it hits your repo.

JP: I’ll add one last thing just especially you’re going from monolith to microservices. Taking from your question sort of that worry about how do I ensure that this is fully secure. One of the big aha moments four years ago I had with our compliance officer. We’re shipping bits into O365, the whole thing. They’re like, “How can you do this? You can’t do this.” I literally asked, “How many people on your ops team have exposure to this code?”

MK: What’s an ops team? [laughter]

JP: Again, we were transitioning from development plus ops to a DevOps role. As soon as I explained that the size of our microservice teams running in DevOps were less than 10 people. Many times, actually five, five to six. I said, “Now you have 200 ops guys and gals, they have access. They have full access. Here’s who I have.” Then we started talking through like what is the value of a CAB review, right? These monthly … Do they really know? Are they the ones that are going to know? Or instead you get that accountability at that tinier team. Just hopefully that adds some value as well.

Balance between Standardization and Independence

QUESTIONER 5: We’ve got about 600 developers in our company. All the teams have varying degrees of CD maturity experience. My teams have the higher level of experience there for deploying multiple times a week in most cases to production. But we’re trying to bring the rest of the enterprise into that. A lot of our success has been in kind of standardizing the CD pipeline and providing all the tools that they would need to do that. But now we’re trying to work with many teams that have different types of applications, some monoliths, some microservices. It’s tough to balance and standardize in an efficient way of saying: Here’s these tools you can use versus the team saying, “Well, that’s not how we do things. We need to do these other things.” We don’t have the bandwidth to do everything they need, so how do you strike a balance between providing standardized tools and allowing the teams to build their own and make progress that way?

MK: We have this problem today. Microsoft is embracing OSS at a huge rate. I mean, we’re getting more requests to support OSS than we are for Windows, in many cases in Azure. When you look internally, Microsoft typically have been built on Microsoft types of systems. Our team is investing heavily in bringing Docker containers and container types of systems into the engineering pipeline because once you can say you can build in a container, I know that you got your source code from a compliant place, and I know you got your packages from a compliant place, do you really care how they build? Do you care what tools they use to build? At this point, if you basically try to tell a team this is how you have to work and these are the tools you have to do, you’re always losing. That’s at least what we’ve learned. Even across Azure, we have so many different types of architectures from iOS to Android to Scala, and they want to use IoT, these are all things that we have to support. They want to pick what they want to use. What we’re trying to do is actually find a way to isolate their environment when they do certain things, and then bring the governance and security between those.

For example, you give them a place to compile and you know that that is a locked down environment, they can do whatever they want in there. When you pull the binaries off of that Docker container, virus-scan them, code-sign them, run your SDL tools, upload them to the cloud, that’s your compliance being handled without telling them how to build. I think it’s about structuring your pipeline in such a way that you allow them to handle certain pieces while maintaining governance over pieces you need. That is something that I think we are working very hard with Visual Studio, with the rest of the company, because Azure’s kind of been piloting a lot of these things, and we are trying to bring that across the organization and see if we can bring many of these things externally. But it is one of those things that we need to stitch together this whole thing. It goes back to that pit of success again, allowing them to use what they want to use, but making sure that they have the right governance where it needs to be.

TS: I think you’ve asked the toughest question for any company. We have this too. We were talking about this before this event. It is horribly difficult when everybody has organically over time built their own systems, built their own solutions. Then you come along and go, you’ve all got to throw all that away and you got to work the same way. I can’t tell you if there is an easy solution to this. I would say that … Everything you said I agree with. I think if you really want to benefit from collaboration within your workforce, code sharing within your workforce, movement of people around your workforce, you’ve got to find some common ground.

I think that the great thing about the 1ES model is that that can provide you with that common ground. You can make it, the common area, as simple or as complex as you like. There’s also some very strong extensibility models within it, so you can add extra capabilities to forms or to your policies and processes. You maybe provide 80% of the common area, but you give teams that flexibility to do the extra 20% that meets their needs. But it does require, this is the tough thing, some compromise. I think the way to do it is to really sell the benefits, assuming those benefits are right for your organization. If you want to pollinate and share and collaborate, then you have to do this. It’s the only way forward.

QUESTIONER 5: Well, what kind of carrot, what kind of benefits have you been describing to the team? “Hey, this is what you get when you use this standardized system.”

JE: A few different things from a Bing point of view, lower DRI [Designated Responsible Individual or Live Site Engineer] cost, so if you’re on a CICD pipeline, your DRI’s don’t need to be manually checking in any files and pushing out the bits themselves. The more frequently you ship, the less bugs you run into. Because the things that hit production, you don’t have a thousand changes that are backed up inside of it. You also now get the experience where everybody’s on the same pipeline, you have unified telemetry, and you can figure out when your upstream dependencies have actually shipped, so you can ship a new version of your product.

JP: I would add absolutely critical, this has been totally critical for Skype, is the time to mitigate decreases. So a critical thing is what we have built is literally our configuration service so that we’re rapidly deploying. We’re watching near real-time monitoring, and we can literally see this thing and roll it back in less than three minutes.

JE: We don’t have a concept of pushing a hot fix build out. We’ll either roll forward or do a quick config check and flip it back immediately.

TS: I’d say the number one thing you’re going to benefit from is you will save money by doing this. Because you right now have different people in different teams building the same solution, it’s a complete waste of time. You want to convince people, get the costs on that. Find out how many people have built a pre-check-in validation solution that’s different and they’re maintaining it. If you can provide one, you’re going to save the business money. They’ll spend more time doing what’s important than building pipelines and tooling and infrastructure.

JP: Our leadership actually purposely kept us very resource constrained. It helped us actually make sure that we had to really figure out how to build together, leverage each other.

MK: That was the plan.

JP: That was actually a plan. I’m now pushing back a little on that plan, but it was a plan.

JE: Otherwise, yeah. Every product team has two release people on it, right?

TS: I work in the engineering system team, so I go out, I interview all these different teams, these product teams. It’s staggering how much time we waste of building the same thing. They all go, “But I’m different.” You’re really not that different. You’re really not that different, so you got to make sure that as people build their extensions that they share those extensions so other people can add to them or just say, “Hey, that’s exactly what I want or I want that, but a little bit different.” Do a pull request, add functionality. You’ll find that your team … If they start collaborating on tooling, they’ll start collaborating on product.

JE: Yeah. When we started the journey to get towards putting everything into VSTS for release management, we had probably 900 different PowerShell scripts that I found. If we’re doing 95% the exact same thing, shipping bits out to Azure, it’s ridiculous.

Role of Product Management

QUESTIONER 6: This is probably a softer skills question. As we try to follow in the 1ES type of approach and do more collaboration, there seems to be a tension developing between product management, understanding what we’re going to ship, when we’re going to ship it, and what are the engineers who are now cross pollinating? What are they actually doing and want to do? How do you address that tension?

JP: Well, I can speak to that tension very well actually.

MK: This is where I duck out.

JP: For sure, in the last year, year and a half, and there’s more things coming that will really resonate with you guys in the next 6 to 12 months that I can’t go into, but we have had a very high pressure on feature development in the Skype organization, across all of our products. Microsoft Teams is one great example that I can speak to. Trying to make sure that we were balancing, actually getting what we needed to do in terms of the engineering pipeline, while, at the same time the team struggling with Microsoft Teams was very difficult. Literally the hardest part, I would say in hindsight what we wish we could have done better, was to give a little bit more lead time onto the here’s what you need to do, here’s why you need to do it, especially around the compliance security governance.

The challenges we were in, is that there’s a different compliance set of requirements when you’re building the product on Azure, then for Azure itself and their engineers. So when we’re building something for O365, we had a whole different set of auditors, we had to take all the tools that we could leverage from Azure, and then … We’re trying to do these things at the same time. I don’t know that there’s any magic way to reduce that tension, but I would say what I wish I could do is give more of a lead time to the organization, then also really put it down to the value, right? For us, at a point, I got to a place where I could actually say this is the amount of dollars, this opens up, this is why this is critical.

SG: Jen, could you just riff a little bit on how you’ve also been able to provide data?

JP: Yeah. Actually, one of the big other pieces for the Skype organization was a transition to sort of the data driven culture. We started, again, five plus years ago. But with that it was around end to end telemetry. So with Skype, you’ve got your client and you’ve got your services, and how do you actually do not only near real time, but also the post analysis because … I forgot to mention in the intro, but also a big piece on Skype is our experimentation platform. We do client experimentation, web experimentation, and service experimentation. It doesn’t quite go to what you’re saying, but it’s a topic that we also wanted to make sure that we hit. I don’t know where else to go, but I will say that I can give one fact. These guys were much better at bringing facts. Right now we do 30 billion events per day across all Skype… That’s just for Azure services. Then we also have all of our client telemetry, and then all of that’s going into our big backend where we’re joining the data so that we can get that end to end view of what’s happening. I can also talk offline, but I don’t know that I have a magic pill for that feature, product manager and there isn’t. It’s just a battle.

TS: The reality is we’re going through this as well. Microsoft is evolving. You’re talking about cultural change. Culture, depending on your organizational size, takes time. It’s like the Titanic slowly moving away from an iceberg. You know what I mean? I think we’re making good progress, but we still got a journey to go. I think it’s about clear role and responsibility communication. Make sure people understand what their roles are, and they collaborate well effectively. It’s not like one person defining something and throwing it over a wall, it’s a collaboration. Making sure that those are well understood, I think that’s really important. Being data driven, being customer driven, from a customer perspective, and being live-site-focus driven are three things that we are really trying to emphasize in Microsoft at the moment.

Moving to Git from Centralized Version Control like TFVC

QUESTIONER 7: Yes. I’m actually intrigued because I’ve started using Git, I don’t know, a couple of years ago since we kind of got to that transition in 2012, but your organization like Microsoft generally was on the Source Depot which was centralized. A lot of my customers are on TFVC which is centralized as well. Moving to a distributed world with Git, I’ve struggled with organization that have branches where they have their whole application portfolio in one branch, that they’re actually branching and keeping together and everything, which was pretty much the pattern that we were telling people to do and use, like put everything into one branch then do your other branch for whatever you’re doing, feature branch or anything.

But I struggle explaining to them that when you’re going to Git, now you’re going to have to do repos which are you have that big huge branch that had 50 applications in it, now that becomes 50 repos, or less, depending on if you want to put stuff together. How did Microsoft go through that transition of saying how are we going from those monolithic centralized repos to we’re going to do 1500? Because I keep hearing you saying we have 50 of those or 1200 of whatever. How do you go about saying this goes together and this doesn’t? That’s the struggle to me when we’re transitioning people from a centralized world, TFVC or other to a Git world where it’s much smaller.

JP: I’ll take it. If it’s okay with you guys I’ll take a stab at this first because we definitely have most interestingly, we still have our monolith, right? We definitely still have that. We will have reasons that we will continue to have that. I’m coining this term, it’s probably not accurate, but I want to say it’s like a mini monolith. Like I mentioned, that client core library. I think what I’m starting to resonate on, I haven’t had anyone verify that this is the accurate way to think about it, but for me, since I think about time to mitigate and rolling back, I think about when you want to have a Git repo and you want to bring things together or when you have … Okay, I’m going to have these five Git repos and that’s going to be my build at a time. It’s about what are you versioning. What’s going to be the thing and what’s that scope when you’re going to actually say, “That’s what I need to roll back to fix it.”

JE: It’s the deployable artifact, yeah.

JP: That’s the right wording.

MK: I have a slightly separate opinion on that.

JP: I bet. This is where we’re all figuring it out.

MK: I think as developers write code, they get frustrated when they have to move between repos. Sharing between repos can be kind of a challenge. If you have a high touch between a common component and another component, and they’re often changing, it would make sense to keep it together. For us, there’s a very good option out there around NuGet packages where you could have a repository producing NuGet packages, publish it to a NuGet server or NPM, and consume it as an API. The second you have a team that is going from a monolith to 50 repos, and they’re now realizing that they’re touching that common component all the time, and that’s affecting many others, 50 may not make sense. Five many make sense. This is where it’s very highly dependent on the type of product you’re building. It’s very highly dependent on how that organization is kind of working. There’s not one size that fits all. You have to embrace sort of that aspect which is you’re never going to get it down to a repo per component, but obviously that’s the holy grail.

JP: That’s what we’re trying.

QUESTIONER 7: Who makes those decisions?

MK: The product team needs to. The second that you try to tell a product team what do to here, they’re going to push back.

JP: I would say when you can’t have an architect as well.

QUESTIONER 7: I get that, but who on the team? Because to me it’s like they’re saying, “We’re going to split it up in seven or five or …”

MK: Maybe they try seven …

JP: Then they learn.

JE: Yeah, adjust. It’s an inherent process.

MK: Then they just figure this out. Then they say, “Okay. It actually makes sense as five.”

TS: You have to embrace the build-measure learn culture here. You’re going to try something, you’re going to measure the success, and then you’re going to go back and change it. The reality is we’re still working on this. We’re still build-measure-learning. We will be for a while.

JP: And no magic pill-

TS: There is no magic pill. Every team is different. I like what Mike said, absolutely, this is sort of perception that full componentization is the panacea. I see it whenever I go is the way we want to be. It’s not always the case because then you end up with, okay, we got thousands of different repos and different deliverables, and then you’re in versioning hell. You got to find that balance. Every team, every company is going to be slightly different. You know what? You might not get it right the first time. You got to try and … I’d encourage you to find some middle ground rather than go to one extreme or the other. Then figure out where you want to make slight course adjustments.

QUESTIONER 7: Yeah. Because Brian talked about you guys trying submodules and kind of backing out with the Git LF and all of that. What’s your thoughts on submodules in Git?

MK: I’ll talk to that …

JE: We use them too.

MK: We regret in our organization not investing in submodules sooner. I think there’s aspects to that that would have helped a significant amount earlier on. Now we are starting to embrace it big time. Submodules are scary to a lot of people. You know, you can get yourself in trouble there, but it does solve a lot of problems. It doesn’t solve everything. You have to pick it for a very specific types of things. Submodules what we’re looking for is a way to bootstrap the tool set within the repository, rather than saying I’m pulling all this code together in one place. Because then how do you version your submodules, how do you bring them in together and make sure they don’t have problems? At least when we own the tool set and it’s our objective to get that out in a compliant way, we can push submodule updates without worrying about breaking anybody.

JE: Without needing to submit like 500 pull requests every single repo and get those all accepted just to push the tool update.

Telemetry and Changes

JP: I think what in most critical here is that telemetry. In particular, the thing that we’re still trying to get better at is how do you see all the changes in your systems especially when you start to take changes… I mean, the beauty of a monolith is you know what’s in that release. If that release starts breaking, now the problem is how do you mitigate it fast, right? That really kills you. But then how do you, across a very diverse system, see that? I think that’s one of the areas-

TS: It’s a positive, negative. It’s both.

JP: Yeah, then add in experimentation and configuration. What we’re doing right now is we’ve got all of our telemetry and we’re working rapidly on trying to join the telemetry for every change to production–the change to something that rolls out, the change because there’s an experiment happening, and configuration changes, so that we can actually then tie all that together and see point in time changes. But boy, we’re not there. If anyone cracks that, we need it quick. It’s an interesting area.

How Do You Start with DevOps?

QUESTIONER 8: There’s so many pieces of continuous delivery, right? CI, automated deployments, automated testing, how do you know where to start? A lot of teams I see are just paralyzed not knowing where to start. I think it’s important to focus and do one thing and get it working and then move to the next thing. Have you found any kind of universal order of things that seems to work or is it really a team by team …

JP: I think telemetry is the first thing. If you don’t get the telemetry right, everything, all bets are off. I’m sorry. If you cannot measure it and you can’t see what’s actually happening in your system, the quality for your customer first and foremost … I feel really … I don’t know that I was the one that was in charge of making that decision, but I’m so glad that whoever was the smart one that made that decision, because we rely on that so heavily. Then I think it’s that quality piece and making sure, okay, as we’re deploying, we can change. Again, because it’s about the customer, right? You’re doing microservices or you’re doing anything that’s a service. You’ve got to make sure that you’re hitting that reliability number for your customer. From there, I think it depends on the product. For us, what became a very big priority was figuring out what we had to do within the pipeline to meet our compliance and security requirements because we were going to be shipping as part of the O365 contracts. It was going to be a long journey to get there. That’s for us. Others may have a different …

TS: I’d also say that I’d encourage you to start at your weakest point in the pipe. Analyze where you are today with your tooling. If you’re doing something really well today, don’t start there because it’s working really well. Go for the areas where you know that you have opportunity for growth and improvement. Then you start to get people buying into it and going, “Hey, this is so much better.” Then it’s easier to go and change the one that everyone loves, right?

JP: Look for the low hanging fruit.

MK: In a more technical way, if you can own the entry point of where the pull request starts into the continuous delivery and add value over time, I think the aspect of allowing people to at least use build and validate the pull request, at least go through that. Your value is going to change over time. If you’re a governed type of organization, you may be using a totally different test system in 12 months. You may be using a totally different release system. But having that entry point of access and being able to then stitch these things together is really the critical piece. If you allow everybody to create their own entry point and define how they start this thing, then you have no control of making it better.

JE: Yeah, that was one of the major problems we had when we took over our previous deployment orchestration technology is you could provide bits from anywhere, we had no clue where they came from, how they were built, etc. Rather than trying to say, “We’ll just take this thing and we’ll let it shift it into VSTS,” we said, “No, you must start at the beginning, move your pull request and CI pipeline first.” So then we have a central inventory of all of the build artifacts. Then from there we can start unifying the continuous delivery pipeline.

QUESTIONER 8: Start from your developer and work your way through.

JE: Start as early as possible and go right.

Validating Quality

QUESTIONER 9: How do you validate the quality of new commits? What kind of tests are you running? Static code analysis, those kind of stuff.

SG: What are the things we do to evaluate the quality of the code and the pipeline?

MK: What we define is teams have to tell us how they test and how they release. Obviously that’s not something we can define for them, but as long as it’s part of your continuous delivery, you supply it a way where they can automate these things. Every single pull request we do inside of Azure runs unit testing automatically and teams can define their code coverage levels. As an organization, you may be able to go in and say I require 80% of code coverage to these kinds of things. From the perspective of quality, it’s very difficult to tell how something’s going to work just from unit testing. But then you have to also go on to integration testing.

You have to go on to early stages of deployment and canary deployments to actually tell what is the quality of this thing. It’s very different depending on what team you’re dealing with. It’s very important that you allow teams to define what that is and give them the right entry point to do so. We have this analogy with our pipeline where we’re building this 8-lane freeway and it’s about getting every team to do 60 miles an hour and to make this happy path really good. We supply tools to do unit testing and validation. If they want to do their own thing, we supply an off-ramp where they can do their own thing, test their own way. Then there’s an on-ramp back into our system here they can go forward. But it is a highly dependent on the type of product.

TS: I got one as well.

SG: Tony, wait. I have to stop you. We’re at time. I need to say please remember your eval. I think we will all be happy to keep going, but we need to respect your time. If you want to step out, that’s great. If you want to swarm us, that’s great too.

JP: Thank you.