The document discusses strategies for creating a DevOps culture and system that fosters innovation and customer obsession. It recommends forming a cross-functional reliability team to gather user experience data, perform correlational analysis, and devise plans for building and maintaining resiliency. The document also advocates investing in continuous delivery, agile methodology, and intelligent analytics to achieve optimized software quality, velocity, and costs while driving business value.
3. However, when organizations want to develop a new software
idea, only eight percent of them are able to approve it, build it
and deploy it to users in fewer than three months.
Building Competitive Advantage With Software Through A Continuous Delivery Process, Forrester Consulting
1 Continuous Delivery: A Maturity Assessment Model: Building Competitive Advantage With Software Through A Continuous Delivery Process, Forrester Consulting, March,
2013.
4. And AWS Cloud Is A Key Enabler
COST
EFFICIENCY AGILITY INNOVATION
5. Running Resilient Cloud Based App & Infrastructure
Is critical but can be challenging
CHANGING
BUSINESS
CONDITIONS
DYNAMIC
INFRASTRUCTURES
HYBRID
INFRASTRUCTURES
6. Apps Demand Speed, Quality & Amazing Experience
USER
EXPERIENCE
79%
of users will abandon a site
if they don’t quickly find what
they need3
QUALITY
2/3
of business
leaders say the
future of their
business depends
on the quality of
their software2
VELOCITY
94%
of executives face
increased pressure to
release apps more quickly1
1. 2014 Vanson Bourne study commissioned by CA
2. “Surviving Disruption, Leading Change: Winning in the Application Economy,” 2015
3. voke Market Snapshot TM Report: Service Virtualization – January 2015
WHILE DRIVING COSTS LOWER!
14. USER EXPERIENCE
is the measure of
IT and business success
ANALYTICS
to augment humans with
data & machine intelligence
UNIFIED VIEW
of app, infra and edge
optimizes experience
Vision for Agile Operations
24. Service Reliability Team and Process
Form a cross
functional team -
application
developers,
network and cloud
administrators,
and support
personnel
Conduct regular
meetings to share
insights and
devise new plans
for building and
maintain
resiliency
Gather user
experience and
infrastructure
utilization of
applications in test
and go live
environments
Perform
correlational
analysis on IT and
non-IT data
(e.g. satisfaction,
sentiment, sales
etc.)
Image ID : 47334020
Nearly every interaction that a company has with customers today has some digital component. Software is at the center of everything, and the common thread to achieving the innovation necessary to succeed is a hyper focus on digital customer experience.
Customers expect a trusted experience, one that is explicitly secure, but also easy, simple and intuitive to use. They expect it to be personal, to be connected to what’s important to them.
Digital disruptors are getting these things right.
We always knew that the market was coming to us. Those of us that were on board 3-4 years ago will remember that we spend most of our time talking about tools removing constraints, or about how we got a quicker release. We didn’t have a higher narrative.
This year the SDLC and Continuous Delivery enabled us to have a better narrative, and now Digital Transformation has enabled us to have an even more powerful narrative.
If you enrich your conversation you’ll be much closer aligned to the execs who are driving these strategies. The CEO and CIOs who are engaging with us are doing so because we’re enabling them to reach their strategic business objectives.
If you customer really wants to rewrite their software in business, they need to do that with Omni/ Digitally Connected multichannel and will have a strategic Digital Transformation initiative to drive it. That will be building a world class Software Development using DevOps methodologies like Agile development and implementing Continuous Delivery. And this will be underpinned by the right products and tools.
All of us need to be comfortable elevating our conversation up this pyramid.
We can also use this to help qualify our accounts:
Does my customer have a DT initiative
Are they chaning their SDLC as a result
Are they moving to agile
So how does a modern transforming organization deliver innovation faster with greater quality and amazing user experience so they can be more competitive and win in the app economy– they are investing in 3 core areas…
1st is the transformation and move to Agile (SAFE methodology) – move the SW development process to smaller chunks so you can be more nimble and responsive to changing market demand, but what organizations typically find after that is that while the dev teams are innovating faster, test, release and operations are still operation in a waterfall manner……which exasperates the release cycles..so once they have recitifies and adopted agile across all of the silos….
2nd transformational change is the move to a devops context – while devops means so many different things to so many different people, it’s a cultural change and something is never stops, the organziations that do this well continue to evolved culture between dev and ops and adjust their roles in a working manner to focus on business outcomes – deliver omni-channel experience for an application to a new market and not operations and IT metrics
3rd transformation change is technology centric – need for continuous deliver tool chain that allows the context of devops and agile to flow (similar to the manufacturing analogy with robotics, build on open source adoption and industrialize agile and devops to benefit end consumer and ultimately improve competitiveness…so we can automated and end to end tool chain from dev to build to testing (unit to system to performance to acceptance) to release to production
The Continuous Delivery Journey is not prescriptive, and companies may have teams at different stages of maturity. It’s also a journey of scale, where many companies are starting small (single project or team) and then scaling bigger (multiple, composite apps and many teams). The goal over the course of the journey is to become more automated, more standardized, more efficient and more agile across the enterprise—while improving quality of the release processes and applications. Teams also become more productive along the way, focusing on project work versus firefighting and maintenance tasks.
Continuous delivery adoption involves the maturation of culture, application content/frequency (make up of the application, as well as cadence), release management processes, and tooling.
Release culture: From “silo based & manual handovers” with strong hierarchical approach single DevOps teams in charge for end to end delivery
Release content: from full application centric monolithic releases incremental, high-volume, multi component micro releases
Release frequency: From waterfall and 1 release/year multi releases towards agile and sprint based release management
Release management: from long term project resourcing and planning agile and scrum based / “on the fly” requirements prioritization and delivery
Release tooling: from manual & error prone consistent & automated reliable & continuous release deployment
Note that companies typically move up the continuous delivery maturity curve as they increase the depth and breadth of their agile development practices.
CONTINUOUS DELIVERY MATURITY MODEL LEVEL DETAILS
Level 1: (Manual) Success depends on the competence and heroics of the people doing the delivery. There are no repeatable release or deployment processes. Teams are very much operating in silos. No sign of DevOps in this organization. May not be ready for release automation yet if not using some form of version control system, repository management or automated builds.
Level 2: (Scripting) Deployment processes are planned per release, and status is managed and tracked. Teams may think that they are achieving sufficient automation at this stage. Automation may exist for some deployment capabilities (e.g. using scripts). They may be using version control and repositories (e.g., Nexus) and doing automated builds with tools like Jenkins/CloudBees (baseline of readiness for release automation). May also be using provisioning or config management tools like Chef, Puppet for environments to help with delivery. But no end-to-end process or standard in place. Efforts at scripted automation are not scalable (and require significant maintenance effort). Cultural shift to DevOps likely happening in parts of the organization.
Level 3: (Automated) There are standard, reusable, automated application delivery processes across environments and releases. Release processes, release meta data and release artifacts are monitored and tracked under full life cycle control. Delivery automation exists at the environment release level, which may include leveraging existing provisioning and deployment automation capabilities (which may not be scalable). Companies may see adoption of application release automation solution as a catalyst to spur DevOps adoption in the company.
Level 4: (Continuous) Agile development through end-to-end application delivery combines automation and people by loosely coupling the release ecosystem (ALM through change mgmt.). Release operations integrate and orchestrate application release promotion enabling predictable, monitored and measurable continuous delivery from development to production. Can deploy applications consistently across different types of environments. Could be managing multiple applications (multi-services) / multiple teams. Feedback loops are efficient—helping to close the gap between the business and the customer. Releasing software is a routine and relatively low-risk event. Continuous Delivery as a Service may be practiced. The continuous delivery pipeline is becoming the single point of control that’s too important to fail.
Level 5: (Optimized) Continuous optimization of end-to-end application delivery processes through feed back loops, in-product evaluation, deployment patterns, scenario simulation, and analysis of operational release data to continuously improve cost-performance of application delivery; focus on improving team and app delivery performance. Effectively managing multiple applications (multi-services)/multiple teams through continuous delivery pipeline. The continuous delivery pipeline runs at maximum efficiency and with clear focus on resiliency and continuous availability.
Our solutions for IT Operations are within our Agile Operations business unit, named so because we see that DevOps and the overall pace of business has made IT teams become more agile and our solutions need to match that pace.
The industry’s approaches to monitoring are changing and evolving rapidly. Why?
Quality of experience is the new measure of IT effectiveness; this is true across all businesses. It is now a success metric for many IT initiatives; managing experience is a key requirement.
You can’t manage what you can’t measure. You need insight into every aspect of the apps, infrastructure and network supporting user experience.
To gain this insight you need a new approach to analytics. One that correlates across these elements and delivers predictive insights to improve experience. The current crop of tools don’t enable correlation; in fact it can be very challenging to combine app, infrastructure and network monitoring into one.
You will learn how CA is uniquely positioned to deliver OPERATIONAL ANALYTICS
This approach supports the 3 key pillars – design, code, infrastructure.
And we don’t just collect more data, we add CONTEXT to the data- we figure out behavior, pattern, and anamolies
we deliver an open platform that uses analytics to give insights and provides advanced capabilities like assisted workflows and machine learning to optimize ROOT CAUSE
Dashboards that all ‘digital experience engineers’ (business and IT) can view – and get consistent perspective on BUSINESS INSIGHTS and IT OPERATIONAL EXCELLENCE
In this short discussion I’ve outlined our vision and strategy and some of the advanced capabilities we’re delivering with correlated analytics.
Our open, scalable correlation engine is the foundation for many new transformational apps, including app experience analytics. It’s also the basis for continually enriching our proven monitoring technology with new capabilities such as log analytics and assisted triage.
This strategy doesn’t impose limits or constraints on the amount of data or method in which it’s collected. That will only grow and change, so our goal is to enrich it with monitoring depth.
We also recognize that you’ve made significant investments in many good monitoring toolsets, so we deliver open APIs that help integrate and transform massive amounts of monitoring data – across apps, systems and networks.
And we understand that your needs are changing, with many adopting new microservice architectures and containerized services to support increased deployment rates. This is why our solution agile operations extends into supporting the platforms specific to your own businesses models
Traditional Monitoring is Similar to Traditional Car Dashboards: its is Reactive and only provides immediate Operational data, instant Capacity Management, and in some cases Event Recording.
This results in Limited monitoring, with multiple “blind spots” and After-the-fact response to issues CLICK
Now when you add Preventive Alerting (looking ahead)
360 degree visibility for more context
Real-time efficiency
And more importantly Predictive Performance Metrics CLICK
You now get Modern Predictive Monitoring Similar to Modern Head Up Displays:
CA UIM provides, Unified Analytics, Contextual Log analytics & Predictive Analytics whereas other analytics like Predictive Capacity Analytics are planned for the future.
<<Segue to next slide>> Let’s see how this is materialized in real IT life CLICK