Digital Enterprise Success Depends on DevOps and TestOps

© 2015 Impavid Consulting Inc
Digital Enterprise Depends on DevOps Proficiency
•DEV •OPS

© 2015 Impavid Consulting IncDigital Enterprise Depends on DevOps Proficiency
Agenda
2
• Introductions
• Digital Enterprise
• Break
• DevOps
• Discussion
Alan Turing Office Bletchley Park,
Photography Copyright © Justin Hill

The Digital Enterprise transformations imperative is driven
by external complex forces
Digital Enterprise is a term that designates a private or public sector entity where IT plays a
dominate role in the strategy to create competitive advantage or public good.
3
Digital Enterprise excels in
innovations and relentless
reinvention through exploiting
new technologies focusing on
customer delight by:
• Rapid and innovative
responses to
environment and
market changes
• Demonstrate customer
and employee needs
with digitally-enabled
interconnection
• Reduce Product
lifecycle
• Increase customer
confidence and
popularity
• Improve transparency
Kapil Dev Singh, Coeus Age

Many of the external forces are outcomes of new technologies
changing our lifestyle and social ecosystems
BY VINCENT LEE, DIGITAL TRANSFORMATION PM, PHILIPS January, 2015
4

© 2015 Impavid Consulting IncDigital Enterprise Depends on DevOps Proficiency5
1.0E+05
1.0E+06
1.0E+07
1.0E+08
1.0E+09
1.0E+10
1980 1985 1990 1995 2000 2005 2010
NumberofTransistors
10
6
10
5
108
10
9
1010
107
1 Million
1 Billion
~50% CAGR
1.0E+02
1.0E+03
1.0E+04
1990 1995 2000 2005 2010
ClockSpeed(MHz)
Intel Processors
IBM Processors
103
102
104
Power3
Power3-II
Power4
Power4+
Power5
GS/GT
Power5+
Power6
Z6CPZ6SC
BlueGene/L
BlueGene/P
Power5+
Intel's 2003
Roadmap
RS64-4
1
10
100
1000
1980 1990 2000 2010 2020
Performance(A.U.)
Historical
Historical SOI
Modeled
•Agile, DevOps,
•TestOps
Technology innovation and inherent interconnectivity is faster
than humans can comprehend and adopt, or is it?

Today, the processing power of the web is about equivalent to
one human brain. By 2040, it will exceed the total processing
power of all of humanity
Every day, 15 petabytes of new information
are being generated. This is eight times more
than the information in all U.S. libraries
By 2012, the amount of digital information will
grow to 988 exabytes (equivalent to a stack of
books from the sun to Pluto and back)
80% of new data growth is
unstructured content
Along with the incredible technology speed of innovation,
there is unimaginable amounts of data to consume, or can we?
The amount of data stored is doubling every 18 months
IDC, Aberdeen
Content on the internet tripled between 2010 and 2013 GoGlobe / Qmee

The technology and data combination is creating complexity
for customers, organizations, and society…and?
 Social+Mobile+Cloud (SoMoCo)
– Social is how people want to work – retention, hiring, productivity, succession/promotion,
generational
– Mobile is how workers want to be – access their systems and data from anywhere, on any
device
– Cloud – is the engine underneath social and mobile
 Big Data
– Business intelligence analytics spearheading predictive strategies
82% of companies saved money when
they moved to the cloud
CSC
Within the next two years, over half of the capital allocated to
IT budgets will be spent on cloud computing
IDG
56% of SMEs are now using cloud services
AGDC
7

“Digital business is not the decade-old concept of e-business in a new wrapper. It is a
radically different and more disruptive change.”
Gartner, What the Board of Directors Needs to Know about Digital Business
“The business sector appears to be getting ‘old and fat.’ … It is
getting fat because it is old.”
Brookings Institute – July 2014
Source: Productivity and Potential Output Before, During
and After the Great Recession
Federal Reserve Bank of San Francisco, June 2014
A shot in the arm for the current business state, catalyst for
global economic growth & social improvements

“Major changes will soon alter the assumptions used to plan strategically in every
industry, including shifts in technology that make previously impossible business
designs now possible.” – Gartner, March 2014
Digital Enterprises bring focus to complexity forcing new
business models and shift current business value chains
9

Company Specific Digital Enterprise Strategy is needed
and will guide the transformation toward Digital Excellence
Foundation Intermediate Advanced World Class
Emergent Managed Optimised
Pioneers, driven by
personal interest
Transformed
Companies that
achieve Digital
Excellence out-
perform their peers
in innovation,
agility and
responsiveness
People
Process
Technology
Inadequate
measurement,
ineffective control
and direction
Legacy systems, poorly
designed, difficult to
operate
All necessary people
knowledgeable and
engaged
Strategic direction in
silos, some identified
targets, some form of
measurement
Some integrated systems
part-managed or auto-
mated , fit--for -purpose
All necessary people
knowledgeable, engaged
directed and managed
Fully integrated systems,
designed to specification
and fully fit-for -purpose
Strategic direction,
targets, planned
measurement and
response
Source: Econsultancy
77% of companies consider missing digital skills as the key hurdle to their digital transformation
Capgemini Consulting Digital Talent Gap Report
For 63% of senior executives, the pace of digital transformation isn’t happening quickly enough
Capgemini
10

Depending on the Digital Enterprise Strategy, a unique
Road Map will chart our journey
63% of companies believe that the velocity of technology change in their organisations is not moving fast enough
BY VINCENT LEE, DIGITAL TRANSFORMATION PM, PHILIPS January, 2015
11

Procrastinators and prognosticators always coexist during
change, which is a constant reality
12
Strategic Priority of Digital Initiatives Expected share of organizations’ overall
growth from digital, next 3 years
In an April 2013 McKinsey Survey, 65 per cent of CEOs polled said they
expected that an adoption of a fully integrated digital platform would increase
their companies’ operating income over the next three years
Missed prescience:
67% B2C companies and 42% of B2B companies have acquired a customer through Facebook
Hubspot
Source: McKinsey Digital Trends, June 2014

Some current predictions for the new world order
By 2015, tools and automation will eliminate 25% of IT labour hours Cisco
Only 15% of senior executives can be considered “mature” adopters of digital technology
53% of senior executives say that the top cultural barrier to digital transformation is competing priorities
eMarketer
77% of companies consider missing digital skills as the key hurdle to their digital transformation
Two out of three employees believe they should be able to access information 24/7, using company-issued devices
Cisco
33% of organisations see digital transformation as a huge challenge
Econsultancy
Executives estimate that at best, their companies are 25% of the way toward realizing the end-state vision for their digital programs
McKinsey
22% of global companies have no current digital strategy
Grayling Pulse
27% of senior executives rate digital transformation as now being “a matter of survival”
MIT Sloan Management / Capgmini
Within the next twelve months, 19% of companies say that they expect to appoint
a Chief Digital Officer
Gartner
90% of business professionals say technology impacts their job, but only 20%
have the right skills Research for Digital Domination Summit
13

IT Infrastructure is the foundation for any successful Digital
Enterprise transformations, intelligent automation
social, mobility, analytics and cloud
Kapil Dev Singh Coeus Age

Digital Transformation is slow for many due to people,
process, and technology challenges
15
DIGITAL ENTEPRISE EXECUTION NEEDS HELP
Company Results in Delivering IT
Projects by Region
•North America
•Latin America
•Africa
•Europe
•Asia•4
6
•3
1
•2
9
•4
1
•2
3
•3
5
•6
7
•2
9
•7
8
•4
7
•3
9
•4
3
•7
6
•5
8
•7
6
Delivered on Time
At or Below Budget
100% of Scope
John Newton,
Founder and CTO
@johnnewton #AlfrescoSummit

Digital Enterprise is a fundamentally a paradigm shift across
private and public sectors for survival
16

Time for a Break……
17

DevOps has jumped the chasm of Adoption
18
The world of IT is shifting rapidly towards DevOps with analysts predicting the majority of
companies will adopt DevOps practices in the next few years. In fact, in a recent study on
DevOps by International Data Corp. (IDC), they believe that DevOps will be adopted (in either
practice or discipline) by 80% of Global 1000 organizations by 2019!

What is DevOps?
“Highly effective, daily collaboration between software developers and IT operations people to
produce relevant, working systems” *
Chef Centric and Simplistic

>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
DevOps is the fuel and catalyst for the Digital Enterprise
transformation, key capability of the strategy and roadmap
20

Networks Servers Operating
Systems
Storage Deployed
Application
Settings
Software
as a Service
Platform
as a Service
Infrastructure as a
Service
•control •limited control •no control
DevOps is pat of the Digital Enterprise, a new IT culture, and
organizations are determining what works best for them
21

Systems of Engagement (SoE) Apps
Rapid
Releases AppStore
Monitor
and Optimize
Release
and Deploy
Develop
and Test
IntegrationTest
Monitor
and Optimize
Develop
and Test
Web Apps
Frequent
Releases
Production
Environment
Databases
Systems of Record (SoR) Apps
Fewer
Releases
Databases
DevOps teams, tools, and processes align to the project or
companies technology stack
22

Google, Amazon, Netflix, Etsy, Spotify, Twitter, Facebook …
Dynatrace, CSC, IBM, CA, SAP, HP, Microsoft, Red Hat, …
GE Capital, Nationwide, BNP Paribas, BNY Mellon,
World Bank, Paychex, Intuit …
The Gap, Nordstrom, Macy’s, Williams-Sonoma, Target …
General Motors, Raytheon, LEGO, Bosche …
UK Government, US Department of Homeland Security …
Kansas State University…
30x more frequent deployments
8000x faster lead times
2X Change success rates
2X more likely to exceed profitability,
productivity, and market share goals
50% higher market capitalization growth
over 3 years
89% are using infrastructure version control
82% are using automated code deployments
•Source: Puppet Labs 2012 State Of DevOps: http://puppetlabs.com/2013-state-of-devops-infographic
•Source: Gene Kim – Survey from 2014 DevOps Enterprise Summit
Many companies are implementing DevOps and are
experiencing material and substantial success

16%
identified as
DevOps
Department
Puppet Labs Webinar 2014 State of DevOps
Some organization are looking a permanent cultural
changes allowing standing DevOps virtual teams
95% of all capital projects have an IT component…
50% of all capital spending is technology-related

Over 8 quarters, the overall
market for the product growing
from $10 million to $11.4 million.
With no code released, revenue
drops from $1 million per quarter
to $807,000, with market share
falling from 10% to 7%.
The opportunity cost of failing to
release software over two years
is $216,257.
However, with 2 code releases
per quarter, market share goes
from 10% to 19%.
http://www.cloudmunch.com/devopsROI
More companies across industries see business results
that are undeniably attributed to Agile and DevOps

Do You Believe!
Gartner client feedback indicates that adoption of agile development methodologies and the
implementation of DevOps-related tools and processes are laying the groundwork for more
extensive Web-scale IT adoption. But cultural issues loom large, and the historical
outsourcing of engineering talent has left many enterprises with a surfeit of skills to
implement this approach.

‘‘Shift LeftShift Left’’ – Operational Concerns– Operational Concerns
‘‘Shift LeftShift Left’’ – Operational Concerns– Operational Concerns
DevOps and TestOps is the virtual glue to a lean and fast software
development project
Also DevOpsSec is becoming an important part of the fabric or glue
27

IBM provides a holistic approach for DevOps and how it can
be implemented in a program and matured in an organization
28

CollabNet has a holistic approach DevOps and a reference
architecture
29

SCM
Build / CI
Server
Unit testing
Test Automation
Test Stubbing
Delivery
Pipeline
Environment
Configuration
Automated
Monitoring
Asset
Repository
The general DevOps ecosystem includes people, process
and tools that are shared between the Dev+Ops teams
Test Environment Management
30

• Groom
•feature
•Dev 1
•Dev 2
•Dev 3
•Art
•Dev 1
•Dev 2
•Dev 3
•Integrate
•& Test
•Waste 2d •2wk 3wk
•1wk
•6wk 3wk •1wk 3wk •4wk 4wk
•1wk •2wk •1wk•2
h
•1wk
•5wk 2wk
•Valu
e
•Deploy
•6 wk value-adding time Process
•= 15% cycle
•39.4 wk cycle time efficiency
Improve team efficiency 10% yields
1.5% improvement
Eliminate 10% waste
yields 8.5% improvement
DevOps is the first highly visible winning solution you can implement
to eliminate waste, accelerate flow, and improve delivery

DevOps is an integral part of the Agile and the Scaled Agile
Framework (SAFe)

XP and DevOps are an integral part of Agile and SAFe

Code Quality Provides
oHigher quality products and
services, customer satisfaction
oPredictability and integrity of
software development
oDevelopment scalability
oHigher development velocity,
system performance and business
agility
oAbility to innovate
•Agile
Architecture
•Continuous
Integration
•Test-First
•Refactoring
•Pair Work
•Collective
Ownership
Audit and Business Compliance are part of the Code Quality
processes and they are part of the DevOps practices

•How do we explain
DevOps?
•What is DevOps ?
Why should I do
DevOps?
•How much should I
bite off?
•What solution do I
need?
•Who else has done
this before?
•What is the right
deployment plan?
•What solution should
we propose?
•How do we focus and
scope the first step?
 Shift Left
…
•Best model to
get the first
quick win?
•Lets go!
•Reference Architecture
& Deployment Model
• Roadmap
•Practice Improvements
•Focus Areas
•Quickstart
•Quick Win
Pilot
•How long to the
first win?
•How do I go about it?
•Explore, Understand
•Assess, Plan
, Deploy
IBM DevOps Journey Roadmap
If you have no DevOps start with implementing:
Monitoring and Instrumentation
Software Configuration Management

Phoenix Project and Cookbook Devop Adoption Journey –
First Way (Flow)
Create One Step Environment Creation Process
Make environments available early in the Development process
Make sure Dev builds the code and environment at the same time
Create a common Dev, QA and Production environment creation
process
First Way: Flow
Deploy Smaller Changes and Releases (increase MTTR)
Decouple feature releases from code deployments
Deploy features in a disabled state, using feature flags
Require all developers check code into trunk daily (at least)
Practice deploying smaller changes, which dramatically reduces risk
and improves MTTR
First Way Results
Creating single repository for code and environments
Determinism in the release process
Consistent Dev, Test and Production environments, all properly built before deployment
begins
Features being deployed daily without catastrophic failures
Decreased lead time
Faster cycle time and release cadence
MTTR is Mean Time to Repair
MTTR vs MTBF

Second Way: Feedback
Second Way Results
Defects and security issues getting fixed faster than ever
Disciplined automated testing enabling many simultaneous small, agile teams to work
productively
All groups communicating and coordinating better
Everybody is getting more work done
Version control of all production artifacts
Continuous integration and deployment
Automated acceptance testing
Peer-review of production changes (vs. external
change approval)
High trust culture
Proactive monitoring of the production
environment
Win-win relationship between Dev and Ops
Second Way (Feedback)

Third Way: Continual Experimentation and
Learning
“Do painful things more frequently, so you can make it less painful… We don’t get
pushback from Dev, because they know it makes rollouts smoother.”
– Adrian Cockcroft,
Former Architect, Netflix
(Now Technology Fellow, Battery Ventures)
 On Oct 21-23, we held the DevOps Enterprise Summit, a conference
for horses, by horses
– Macy’s, Disney, GE Capital, Blackboard, Telstra, US Department
of Homeland Security, CSG, Raytheon, Ticketmaster, Union Bank
of California
 Leaders driving DevOps transformations talked about
– The business problem they set out to solve
– The obstacles they had to overcome
– The business value they created
Third Way (Continual Experimentation and Learning)

Examples of Platforms and Computing Layers that
DevOps integrates during a software project
www.vdatacloud.com
wmarkosrendell.wordpress.comww.crossvista.com
www.vdatacloud.com
39

DevOps need to work in all technology stack and reference
architectures
www.relevancelab.com
www.w3.org www.relevancelab.com

From a Big Picture view here are the technical capabilities
that DevOps interconnects
41

•PVCS
•SVN
•Artifactor
y
•Splun
k
•Jenkins
Maven
•Ant
•Puppet
•chef
•HP ALM
•Policy Tester
•Selenium
•Smart Cloud Control
Desk
•PMG
•ServiceNow
•Microsoft Team Foundation Server
•Serena Dimensions
IBM has an overall DevOps implementation solution, but
the speed of emerging technology will disrupt over time
42

The DevOps tool landscape is emerging and in constant flux
of need entries and technology innovations
thebpmfreak.wordpress.com
Logging
PaperTrail
Logstash
Loggly
Splunk
SumoLogic
Configuration
Management:
Puppet / MCollective
Chef
Ansible
CFEngine
SaltStack
RANCID
Ubuntu Juju
Unit Test and Build Tools
Solano
Jenkins
Maven
Ant
Gradle
Monitoring, Alerting, and Trending
New Relic
Nagios
Icinga
Graphite
Ganglia
Cacti
PagerDuty
Sensu
Miscellaneous Tools
Multihost SSH Wrapper
Code Climate
iPerf
lldpd

Two of the emerging DevOps technology innovations are
Containerization and Microservices
Docker is an open-source project that automates the deployment of applications inside software containers, by providing an
additional layer of abstraction and automation of operating-system-level virtualization on Linux.[2] Docker uses resource
isolation features of the Linux kernel such as cgroups and kernel namespaces to allow independent "containers" to run within
a single Linux instance,[3] avoiding the overhead of starting virtual machines when that virtual machine lacks virtual machine
forking technology.[4][5]
Containerization is a lightweight alternative to full machine virtualization that involves encapsulating an
application in a container with its own operating environment. This provides many of the benefits of loading an
application onto a virtual machine, as the application can be run on any suitable physical machine without any
worries about dependencies.
LXC
Solaris
Containers

Case Study DevOps at CSG

Open Discussion
46

Impavid Consulting Profile
47
Impavid Consulting Inc. is an IT Delivery consulting and
training firm focused on Digital Enterprise Strategy and
Transformation, Agile + DevOps Transformation and
Adoption, and Cynefin Framework Adoption. We strive to
be the client innovation team to guide strategy
transformation initiatives and support the delivery of
mission critical business initiatives. The companies core
capabilities include Digital Enterprise Strategy Roadmap,
Agile + DevOps Practices, Agile and SAFe training and
leadership, and adoption of Cynefin Framework and
SenseMaker.
Gervais C. Johnson, President
Office: 415-365-9585
Address: 101 California St. Suite 2710 San Francisco, CA 94111
Email: gervais@impavidconsulting.co
Website: http://www.impavidconsutling.co

TEMS Inc Profile
48
Email: gervais@testenvironmentsmanagement.com
Contact: Valentine Wats, CEO/CTO or Gervais Johnson, CMO
Office: 415-633-8838
Address: 101 California St. Suite 2710 San Francisco, CA 94111
Test Environment Management (TEMS Inc) has been designed and
implemented to provide, tips, techniques, related news, free
tools/templates, a cloud based test environment booking system and a
cloud based test environments provisioning solution.
A set of best practices to provide an effective, efficient and cost
effective, end to end service for provisioning/building, supporting,
maintaining, re-using, allocating and managing Software Test,
Development and Pre-Production Environments or Software Test
Beds.
We have combined experience of over 55 years across Software
Development, Software Testing, Test Environments Management,
Agile, Project Management and Configuration/Change management.
Using best practice, adhering to ITIL and ISO standards deliver quality
Test Environments Management Services to different companies over
the last 30 years from financial services organizations through to public
sector organizations.
Website: http://www.testenvironmentsmanagement.com/index.php?page=home

Recommended DevOps Information
49
To receive Gene Kim information, do the following:
A copy of his presentation
A free 140 page excerpt of The Phoenix Project
Information on the DevOps Enterprise: Lessons Learned
My recommended reading list for enterprise DevOps
adoption
See early drafts of our upcoming DevOps Cookbook
Just pick up your phone, and send an email:
To: realgenekim@SendYourSlides.com
Subject: lisa
•realgenekim@SendYourSlides.com
•lisa

More IBM DevOps Information
50
Sanjeev Sharma
IBM WorldWide Lead – DevOps Technical Sales
DevOps Blog: http://bit.ly/sdarchitect
Twitter: @sd_architect
Author: DevOps For Dummies –
http://ibm.co/devopsfordummies
https://www.ibm.com/developerworks/community/groups/service/html/communityview?
communityUuid=c914709e-8097-4537-92ef-8982fc416138

DevOps Communities and Information
51
http://devops.com http://www.devopsdays.org
Gene Kim Circle: https://plus.google.com/communities/103372669680429508474
Scaled Agile Framework DevOps:
http://www.safe30.com/?s=scott+prugh+
Gartner View of DevOpsSec:
http://blogs.gartner.com/neil_macdonald/2012/01/17/devops-needs-to-become-devopssec/

References
52

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