2. Please Note
IBM’s statements regarding its plans, directions, and intent are subject to change
or withdrawal without notice at IBM’s sole discretion.
Information regarding potential future products is intended to outline our general
product direction and it should not be relied on in making a purchasing decision.
The information mentioned regarding potential future products is not a
commitment, promise, or legal obligation to deliver any material, code or
functionality. Information about potential future products may not be incorporated
into any contract. The development, release, and timing of any future features or
functionality described for our products remains at our sole discretion.
Performance is based on measurements and projections using standard IBM
benchmarks in a controlled environment. The actual throughput or performance
that any user will experience will vary depending upon many factors, including
considerations such as the amount of multiprogramming in the user’s job stream,
the I/O configuration, the storage configuration, and the workload processed.
Therefore, no assurance can be given that an individual user will achieve results
similar to those stated here.
3. Agenda
• What is DevOps?
• Adopting DevOps
o People
o Process
o Technology
• Implementing Delivery pipelines
4. Agenda
• What is DevOps?
• Adopting DevOps
o People
o Process
o Technology
• Implementing Delivery pipelines
5. A lack of continuous delivery impacts the
entire business enterprise in the new reality of
“Systems Of Interaction”
>45%
of customers
experience
production delays
>50%
of outsourced
projects fail to
meet objectives
>70%
of budgets devoted
to maintenance
and operations
4-6
weeks
to deliver even minor
application changes
to customers
Systems of Interaction
Continuous
client
experience
Partner
value chain
Cloud-based
Services
Systems of
Engagement
Systems of Record
Operations
Rapid app releases impact
system stability and compliance
Suppliers
Delivery in the context of
agile
Development/Test
Speed mismatch between faster moving
front office and slower moving back office
systems, delaying time to obtain feedback
Line-of-business
Takes too long to introduce or make
changes to mobile apps and services
HR
DB ERP
MF iSeries
CRM
6. William Deming – American statistician
Major influencer of Japanese manufacturing
and business
Famous for Plan-Do-Check-Act cycle
(Deming Cycle)
PDCA cycles found in DevOps
5
William
Edwards
Deming
Deming Cycle
7. DevOps approach: Apply Lean principles to software innovation
and delivery to create a continuous feedback loop with
customers
Line-of-
business
Customer
1
3
2
1. Get ideas into production fast
2. Get people to use it
3. Get feedback
Adopt DevOps approach to continuously
manage changes, obtain feedback and ,
deliver changes to users
Eliminate any
activity that is not
necessary for
learning what
customers want
8. 7
The Big Sources of Wasted Efforts: Find the Hidden
Factory
Overhead, rework, over-production
Value-added production work
80%
20
%
Lean
Transformation
Type of Waste Create Feature Deliver Feature
Unnecessary
Overhead
Communicating ideas/knowledge Communicating between development
and operations
Unnecessary
Re-work
Tasks assigned back to
developers from testing
Tasks assigned back to developers
from production rollbacks
Over-production Unnecessary functionality produced Unnecessary hardware, data center,
personnel
60%
40%
9. The Lean Adoption Framework Uncovers the Hidden Factory Opportunities
Fat efforts to minimize
Waiting
Training
Reporting
Traceability
Late rework
Duplicate efforts
Metrics collection
Regression testing
Change propagation
Document generation
Meetings/Checkpoints
System administration
Resource accounting
Human inspections
Streamline or automate
More Valuable efforts to improve
Scoping
Learning
Feedback
Refactoring
Designing
Teaming
Coding
Testing
Planning
Engineering
Empowering
Prediction
Deciding
Steering
Facilitate or smarten
10. Priorities of Indian Global System Integrators (200
responses)
Fat efforts to minimize
Late rework
Waiting
Regression testing
Duplicate efforts
Reporting
Document generation
Training
Metrics collection
Change propagation
Traceability
Human inspections
Meetings/Checkpoints
System administration
Resource accounting
Streamline or automate
More Valuable efforts to improve
Scoping
Designing
Planning
Testing
Reusing
Deciding
Steering
Feedback
Coding
Prediction
Engineering
Learning
Teaming
Refactoring
Facilitate or smarten
11. Enterprise capability for continuous software delivery that enables clients to seize
market opportunities and reduce time to customer feedback
Accelerate
software delivery
faster time to value
Balance speed, cost,
quality and risk
increased capacity to
innovate
Reduce time to customer
feedback
improved customer
experience
IBM DevOps
Continuous Release
and Deployment
Continuous
Customer
Feedback and
Optimization
Monitor
& Optimize
Develop
& Test
Release
& Deploy
Plan
& Measure
Continuous
innovation,
feedback and
improvements
Continuous
Monitoring
Collaborative
Development
Continuous
Business Planning
Continuous
Testing
12. Systems of Engagement (SoE) Apps
Rapid
Releases AppStore
Monitor
and Optimize
Release
and Deploy
Develop
and Test
IntegrationTest
11
Monitor
and Optimize
Develop
and Test
Web Apps
Frequent
Releases
Production
Environment
Databases
Systems of Record (SoR) Apps
Fewer
Releases
Databases
The need: Integrate systems of engagement with
systems of record
By bringing together the culture, processes, and tools across the entire
software delivery lifecycle – spanning mobile to mainframe platforms
13. A Lean View of DevOps
Idea/Feature/Bug Fix/
Enhancement
Production
Development Build QA SIT UAT Prod
PMO
Requirements/
Analyst
Developer
CustomersLine of Business
Build
Engineer
QA Team Integration Tester User/Tester Operations
Artifact Repository
Deployment Engineer
Release Management
Code Repository
Deploy
Get Feedback
Infrastructure as Code/
Cloud Patterns
Feedback
Customer or
Customer Surrogate
Metrics - Reporting/Dashboarding
Tasks
Artifacts
14. Demands on IT
June 16, 2014
13
Limited amount of features and changes being deployed to
keep pace with rapidly evolving business requirements
NEW demand
from business
and technology
BAU,
Maintenance,
Break Fix, Lights
On
Deliver systems of
interaction for a
consistent user
experience across
the enterprise
Customer
Experience
Quality
Agility
Simplicity
15. DevOps
June 16, 2014
14
Collaboration
Communications
Standards
AGILE
•Bridges not Silos
•S.M.A.R.T.
•Risk Management
•Change and Release
Management Policies
and Procedures
•Architecture
•Continuous Integration
•Continuous Delivery
• Transform Legacy processes
•Simplify workflows
•Automate!
•provide agility to keep pace
•Audit and Compliance
•Pre-approved Routine Changes
•Service Catalog – Rapid Deployment and
provisioning
• Increase frequency of changes
•Systems of Interaction/Innovation vs.
Systems Record
•smaller set of changes vs. large scale
periodic releases
•Do the things right vs. Do the right things
•Tolerance of Risk for Development and
Production
•Engagement oriented teams
•Specific Measurable Attainable Realistic Timely
projects
16. Agenda
• What is DevOps?
• Adopting DevOps
o People
o Process
o Technology
• Implementing Delivery pipelines
17. 16
• Common Business Objectives
• Vision Statement
• Common measures of Success
• Building a DevOps Culture
• There is no Silver Bullet
• Right People are needed
• Everyone is responsible for Delivery
Product
Owner
Team
Member
Team Lead
Team
Member
Team
Member
Senior
Executives
Users
Domain
Experts
Auditors
Gold Owner
Support Staff
External
System Team
Operations
Staff
Adopting DevOps in the Enterprise: People/Culture
18. • Organizational Change
‘Shift Left’ – Operational Concerns
Adopting DevOps in the Enterprise: People/Culture
•Do more upstream
•App and infrastructure configuration management database
•Dynamic Provisioning and Automated deployments
•Automated testing – Test earlier and get feedback earlier
•User testing early in QA and Staging. Not just Production.
•Create test plans and test cases in Requirements Phase
19. Agenda
• What is DevOps?
• Adopting DevOps
o People
o Process
o Technology
• Implementing Delivery pipelines
20. Orchestration
End-to-End Software Delivery Process
Provision
Hardware
•Virtual server
configuration
(S,M,L)
•Operating
System version
Provision
Server
Instrumentat
ion
•Metering
software
•Monitoring
software
Provision
Security
•Groups
•Service accounts
•User accounts
Provision
Software
•Provision
Application
Enabling
•Software (AES)
•Configure AES
software
•Archive and
Catalog pattern
image for reuse
Produce
App.
Build
•Build application
version
•Create install
package
•Create
application
configuration
scripts
Deploy
App.
Build
•Install package
•Run application
configuration
scripts
Provision
App.
Data
•Acquire
application data
and archive
•Deploy seeded
data
•Run data
configuration
scripts (if any)
I&O Processes
I&O Processes w/ BU IT
configuration/settings
BU IT Processes
21. 20
• DevOps as a Business Process
• A Process to get Capabilities from Ideation to Value
• Apply Lean Thinking to Processes
Adopting DevOps in the Enterprise: Process
22. DevOps Solution: Adoption paths and key capabilities
Deployment
Provisioning
Release /
Deploy
Develop /
Test
Monitor /
Optimize
Monitoring
Customer
Feedback
Code
Test
Portfolio
Management
Requirements
Plan /
Measure
Change & Configuration
Management
Dashboards/
Analytics
Business
Owner
Platform
Operations
Service
Developer
Collaboration
Target
Customer
Jazz, OSLC and Open Standards Platform
23. Where do you start: DevOps Adoption Roadmap
What am I
trying to
achieve?
• Think through business-level drivers for improvement
• Align vision and pains to common business drivers across silos
• Look across silos, not just within the team, for improvements
Where am I
currently?
• What do you measure and currently achieve
• What don’t you measure, but should to improve
• What practices are well scaled vs. incubating
• Refine objectives to particular practice areas
Where are my
bottlenecks
and priorities?
• Business-level drivers expose practice gaps across silos
• Focusing outside of the bottleneck limits overall improvement
• It’s not just about tools, its about People, Practices,
Technology, and information
Step1Step2Step3
Current Practice
Assessment
Objective & Prioritized
Capabilities
Business Goal
Determination
Determine Activities Objective
How should I
plan my
practice
improvement?
Step4
• Identify improvements to skills, processes, and tools to
achieve desired outcome
• Roadmap activity to define actionable plan
• Target improvements which get the best bang for the buck
Roadmap
February 26, 2014
22
24. Understanding Maturity Levels
Practiced
Some teams exercise activities associated with the practice, inconsistently. No
enterprise standards defined. Automation may be in place but without consistent
usage models.
Consistent
Enterprise standards for practice are defined. Some teams exercise activities
associated with the practice and follow the standards. No core team or COE to assist
with practice adoption. Automation, if used, follows enterprise standards.
Reliable
Mechanisms exist to assist adoption and ensure that standards are being followed.
Core team of mentors available to assist in adoption.
Scaled
Institutionalized adoption across the enterprise. COE is a matured and integral part of
continuous improvement and enablement. Practices are mainstreamed across the
enterprise. Feedback process in place to improve the standards.
Specific maturity levels are defined by how well an organization can perform
practices. The levels look at consistency, standardization, usage models, defined
practices, mentor team or center of excellence, automation, continuous
improvement and organizational or technical change management.
February 26, 2014
23
25. Plan / Measure Development / Test Release / Deploy Monitor / Optimize
ScaledReliableRepeatablePracticedPractice Based Maturity Model
Define release with
business objectives
Measure to customer value
Optimize applications
Use enterprise issue
resolution procedures
Standardize and automate
cross-enterprise
Automate patterns-based
provision and deploy
Manage data and virtualize
services for test
Deliver and integrate
continuously
Link objectives to releases
Centralize Requirements
Management
Measure to project metrics
Link lifecycle information
Deliver and build with test
Centralize management and
automated test
Plan departmental releases
and automate status
Automated deployment with
standard topologies
Document objectives locally
Manage department
resources
Manage Lifecycle artifacts
Schedule SCM integrations
and automated builds
Test following construction
Plan and manage releases
Standardize deployments
Monitor resources
consistently
Collaborate Dev/Ops
informally
Plan and source
strategically
Dashboard portfolio
measures
Monitor using business and
end user context
Centralize event notification
and incident resolution
Automate problem isolation
and issue resolution
Optimize to customer KPIs
continuously
Improve continuously with
development intelligence
Test Continuously
Manage environments
through automation
Provide self-service build,
provision and deploy
Area of primary focus
February 26, 2014
24
26. Key Capabilities
1. Collaborative Development & Continuous
Integration
2. Continuous Business Planning
3. Continuous Release and Deploy
4. Continuous Testing
5. Continuous Feedback
Adopting DevOps in the Enterprise: Process
28. Agenda
• What is DevOps?
• Adopting DevOps
o People
o Process
o Technology
• Implementing Delivery pipelines
29. 1. Collaborative Development and Continuous Integration
http://bit.ly/PRQ4a7
Mobile App
Development
Teams
Enterprise
Services
Development
Teams
Adopting DevOps in the Enterprise: Process
30. Deployment Automation
http://bit.ly/1cr40TB
What one deploys may be anything from simple
configuration changes; to incremental code changes
towards a new feature; to Database schema changes; to
changes to the environment; to the whole stack.
Not just the application
• Application Components
• Middleware Configurations
• Database Changes
• Environment Configurations
• Orchestrating the deployment
process
31. Investing in Release Automation …
Introducing UrbanCode
Drive down cost
Remove manual effort and wasted resource time
with push button deployment processes
Speed time to market
Simple, graphical process designer, with built-in
actions to quickly create deployment automation
Reduce risk
Robust configuration management, coordinated
release processes, audits, and traceability
Enabling clients to more rapidly deliver mobile, cloud, big data and traditional applications with high
quality and low risk
IBM UrbanCode Deploy automates the deployment of applications,
databases and configurations into development, test and production
environments, helping to drive down cost, speed time to market with
reduced risk.
IBM UrbanCode Release is an intelligent collaboration release
management solution that replaces error-prone manual spreadsheets
and streamlines release activities for application and infrastructure
changes.
https://www.ibmdw.net/urbancode/
32. 31
Continuous Integration Architecture – Current State
Jenkins 1.5 server
Artifactory Server 3.0
Drop-Off
PVCS Server
Source Repository
(SVN Server)
1 Devloper
Checkin in SVN
Server
2 Pull code From SVN and
Display Result
3 Build source , create
artifact(WAR , EAR ,
Jar , etc)
4
U
pload
Jarin
Artifatory
5 . Check in file in
PVCS
6.downloadfilefrom
PVSforRelease
7. Copy file to Drop
Off
ACME Server
Portal Server
8.CallAcme-Job
forRelease
9.Pullfileform
DROP-
Off
10. Perform
Release
33. 32
Provisioning Manager – Process Orchestration
Network
VIRTUALIZATION
CPU MEMORY I/O & NETWORK
AES
OS
Application
VIRTUAL SERVER
AES
OS
VIRTUAL SERVER
2b. Deploy Pattern
1b. Capture Pattern
Provisioning
Manager
Configuration
Database
(Regions, Tiers,
Applications)
Pattern
Repository
Deploy
Application
Application
Content (Data)
Reporsitory
Application Build
packages
Repository
Build
Master
Process
Process to
clone DB
Datafiles
Application Build
n,n+1,n-1
revisoins
Seeded
Application
Data
AD Security
Provisioning
AES
OS
AES
OS
1a. Capture & Catalog Pattern Request
2a. Deploy Pattern Request
3a. Provision Security
4a. Deploy application build
5a. Deploy application data
4b.DeployBuild,RunAppconfiguration
5b.DeployData,RunDataConfiguration
Source Code
Library Management
Application
Databases
3b. Add service accounts, groups
34. Agenda
• What is DevOps?
• Adopting DevOps
o People
o Process
o Technology
• Implementing Delivery pipelines
35. Implementing a DevOps toolchain
SCM
Build / CI
Server
Unit testing
Test
Automation
Test Stubbing
Delivery
Pipeline
Environment
Configuration
Automated
Monitoring
Asset
Repository
36. June 16, 2014
35
Continuous Delivery
• Create a repeatable, reliable process
for releasing software
• Automate almost everything
• Keep everything in version control
• If it hurts, do it more frequently, and
bring the pain forward
• Instrument and Audit Everything
• Test Everything
• Everybody is responsible for the delivery
process
• Continuous improvement
• Dynamic Infrastructure supports
continuous delivery
35
Source: “Continuous Delivery: Reliable Software Releases Through Build, Test and Deployment Automation”
Application
Artifacts
Application
Code
Instrumentation
and
Configuration
Runtime
Environment
Definition
Version
Automate
Test
Track and Plan
Instrument and
Audit
Dashboard
Environment
ApplicationConfiguration
38. Improve Change and Release Management
4-8-12-16-20 hours…
Testing is 1/3 of our release time
Lack of automation
Too many hand offs
37
More environments
Test earlier
Automate
Process Optimization
Monitoring
Continuous Service Improvement
Testers
Developers
MiddleWare Admins
DBA
Ops
Users
Release Manager
App Managers
Are you done yet?!
Why is it taking so long?!
Where are we with the release?!
When can I test?!
Let’s fix it in production!
39. New “DevOps” team
38
Operations & Release
Management
Infrastructure Engineering
Middleware
Web, Security, Application Server
Architecture
Automation and Tooling
40. DevOps Tiger Teams
39
QA, TEST
STRATEGY &
PLANNING
DEVELOPMENT
BUILD
PROCESS
RELEASE &
CHANGE
GOVERNANCE
& BUSINESS
OUTCOMES
CULTURE
ELASTIC
INFRASTRUCTURE
• Automated monitoring
& dash-boarding
inclusive of business
drivers & events
• Implementation of
application enabling
software
• Process for
determining Capacity
Planning and
Capacity/Event
Monitoring
• Future scalability and
how to measure
• Orchestration process
• Virtualization strategy
across applications
•Automation Strategy and Scope
•Data Management
•Baseline data for each application
•After image baseline for each application
•Test case transaction for each application.
•Process controls & measures
•Define Phase Gate/SDLC
intersection
•Changes/Implications to
costing models based on
dynamic virtualization
•Knowledge Management
•Define how to achieve the
management and relationship
between source, manifest,
and executables
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