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DevOps for Enterprise Systems - Rosalind Radcliffe
1. DevOps for Enterprise Systems
Session 6289
Rosalind Radcliffe
Distinguished Engineer
Chief Architect for CLM and DevOps
rradclif@us.ibm.com
@RosalindRad
2. High-growth companies are re-composing their businesses
through digital transformation
New apps are consolidating
data and capabilities to engage
new audiences
Business processes are being
infused with insight from
nontraditional data sources to
create new business moments
New business are composed
leveraging digital services from
a broad ecosystem
New channels
and business models
Digital innovationReal time insight
driven processes
3. Digital Disruption enables smaller competitors to be
successful with disruptive business models
……TO
FROM……..
4. 1
. IDC (2015). Innovation, Agility and Customer Experience: How Business Value Messaging Influences the Line-of-Business Buyer, Randy M. Perry.
The Reality: Change or get marginalized
IT Spending is increasingly influenced by LOB
In 2015, ~65% of IT funds are influenced by LOB, going to 80% in late 20161
.
Speed of innovation is a primary driver for LOBs.
Infrastructure
Outdated developer and team tools
Aging developer population
Disconnected teams, silos
FUD: “manual processes exist for a reason”, “SoR dev can’t be as nimble as
distributed dev”
Processes
Manual testing
Availability of entire system is required to test
Difficulty in creating and managing test data
Cross-platform coordination required
Manual project prioritization, status tracking
What barriers are holding you back from change?
5. 5IBM
Innovate. Disrupt.
Transform. Fast.
@Enterprise Scale.
DevOps patterns
Increased Delivery
Cadence: from slow
to fast
Architecture: from
monolithic to more,
smaller, decoupled, pieces
Organization: from silos
to app teams aligned to
business
Where: from physical
on-prem to cloud
Enterprises need to move forward toward Innovation
Less Cloud
Bigger Teams
More Coupling
More cloud
Smaller teams
Less Coupling
Slower Faster
Innovators
Optimizers
Maintainers
1
Business alignment2
Enabling DevOps Transformation
Co-existence of the 3 patterns in a same organization3
6. DevOps is not one
of these things…
It’s all of them!
…across the entire
lifecycle
…for all
technologies and
platforms
–
Distributed
People
Process
Tools
Develop/
Test
Operate
Deploy
Plan
Cloud
SoR
8. Lean & Agile
are at the
heart of IBM’s
DevOps
approach
Balance efficiency and effectiveness to
deliver the right things right!
Fast response
times
Small batch
sizes
Continuous
feedback
AGILE
Reduce work
Remove
bottlenecks
Eliminate
waste
9. 1. Minimum Viable
Product
2. Dedicated
Teams
3. Loosely Coupled
Architecture
4. Minimizing Hand-
offs, Maximizing
Flow
5. Deliver in Small
Batches
6. Transparency 7. Eliminate
Overhead
8. Automate Testing
using APIs
Base: 600 IT professionals with application development responsibilities from US, Canada, UK, France, and
Germany Source: A commissioned study conducted by Forrester Consulting on behalf of IBM, May 2014
34% of companies
have “crossed the
chasm” to critical 3-
week delivery
increments
Positive correlation
between speed and
business satisfaction
The New Software Imperative: Fast Delivery With Quality
Eight DevOps Practices Are The Key To Success
1. Minimum Viable
Product
2. Dedicated Teams 3. Loosely Coupled
Architecture
4. Minimizing Hand-
offs, Maximizing Flow
5. Deliver in Small
Batches
6. Transparency 7. Eliminate
Overhead
8. Automate Testing
using APIs
11. It’s all about
the people
Building a DevOps Culture grounded in lean and
agile principles:
• Everyone is responsible for Delivery
• Common measures of Success
• Empower your teams
• Don’t under-estimate the value of training and skills
enablement!
Product
Owner
Senior
Executives
Users Domain ExpertsAuditors
App Owner Support Staff
External
System Team
Operations
Staff
Team MemberTeam Lead
Team MemberTeam Member
12. Legacy Core
Banking
A Bank is connecting “Systems of Record” in a Private Cloud with
“Systems of Engagement” on a Public Cloud
… to deliver easy, secure mobile banking to clients
Benefits to the Bank
Optimize client experience
Rapid development
Rapid deployment
Mobile analytics
Secure the bank
Systems of Record
on Private Cloud
Mobile Banking /
Mobile Analytics
Benefits for the Consumer
Easy access
Convenience
Mobile banking
Mobile payments
Secure transactions
Systems of Engagement
on Public Cloud
13. Develop Build Test
Production
API
Catalog
Develop Build Test
Slower iterations
Production
Systems of
Interaction
Systems of
Record
Digital
Applications
Enterprise
Applications
By the end of 2015, 75% of large
organizations are expected to
have adopted agile DevOps
practices, (IDC) and 25% of cloud
developers indicated
development of cloud apps from
within a hybrid environment.
Applications and
teams move at
variable speed
14. Application Deployment to Multi-Platform Environments
Mobile Device
Cloud
Distributed
Develop
IDE CI Tool
SCM Build Deploy
Built
Artifacts
Deliver
Request
Build
System of
Engagement
System of
Record
z System
Power
15. 15IBM
Culture
Foundational
values and principles
Think
Conceptualization,
refinement, and
prioritization of
capabilities
Code
Generation,
enhancement,
optimization and
testing of features
Deliver
Automated
production and
delivery of offerings
Run
Services, options,
and capabilities
required to run in
the Cloud
Manage
Ongoing
monitoring,
support, and
recovery of
offerings
Learn
Continuously learn
based on
outcomes from
experiments
IBM Bluemix
Garage Method
Combining industry best
practices for Design
Thinking, Lean Startup,
Agile Development,
DevOps, and Cloud to
build and deliver innovative
solutions.
To learn more visit:
https://www.ibm.com/devops/method
16. Bluemix is an open cloud platform designed
for digital transformations
Deliver your services to developers and access IBM’s middleware
and SaaS portfolios, 3rd party and open services to build your apps
• Stitch an application from APIs and services
• Manage your APIs in private and public catalogs
• Integrate across hybrid environments, on and off premises
• Choose the appropriate deployment option
90+
Services and growing
1/4 from channel partners
bluemix.net
17. APIs power the modern, digital supply chain
Developers can share,
re-use, (re)combine
and deliver new
capabilities quicker
Composing new
capabilities using
internally shared APIs
and external APIs
Enterprise IT team
Systems of Record
(Processes, services
and data)
Reuses
Shares
Combines
Shares
Composes
Enhances
External APIs
Consumes
18. The Critical
Measure of
DevOps Success
The Hidden Factory
Opportunity
80%
20%
50% 50%
Waste
Productive
Hidden Factory= additional value you could create if you
eliminated waste and redirected those resources to innovation
DevOps Transformation
19. Building out new digital capability with speed
Agile infrastructures Lean delivery methods &
tools, across the lifecycle
Bridging on premises assets to on
cloud services
Cloud DevOpsIntegration
Operate Develop/
Test
Deploy
Plan
Key enablers
20. DevOps for
Enterprise
Systems – Key
Takeaways
1.DevOps is about transforming application development and delivery in order
to accelerate digital innovation.
So DevOps is a topic for both business and IT roles in the organization.
2.You don’t buy DevOps, you do DevOps. DevOps is an approach, a mindset – a
combination of culture, process and technology (including infrastructure, tools and
services).
3.DevOps is not only about the hand-off between Development and Operations.
DevOps is about applying lean and agile principles across the application delivery
lifecycle (biz-dev-test-deploy-operate) to achieve continuous delivery of digital
innovation. Key concepts: automation, feedback loops.
21. • For Dummies books:
• https://ibm.biz/mmdevops
• http://ibm.co/devopsfordummies
• http://ibm.co/agilefordummies
• http://ibm.co/ServiceVirtualizationForDummies
http://ibm.co/ARDfordummies
• IBM DevOps Page:
http://ibm.com/DevOps
• IBM DevOps for Enterprise Systems:
http://bit.ly/1PB02KS
• DevOps Lean Assessment (Beta):
http://bit.ly/IBMLeanAssess
Resources
Continuing your ‘Understanding DevOps’ journey
22. Thank You
Your Feedback is Important!
Access the InterConnect 2016 Conference Attendee
Portal to complete your session surveys from your
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23. Please Note:
23
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25. Notices and Disclaimers Con’t.
25
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Hinweis der Redaktion
Main point: High-growth companies are re-composing their businesses through digital transformation
Speaking Points:
New apps are bringing data and decision making to the fingertips of people at the front lines of your organization who need to act
Airbus is bringing insight directly to their maintenance engineers
Insight from non-traditional data – social data feeds such as twitter, internet of things, wearable devices, m2m is being used in real-time business critical processes
DelHaize is using weather data to predict real-time inventory needs
Digital Innovation from an ecosystem
Citi is sourcing new innovation from mobile developer communities
Segue:
The only question is how you will personally respond to the new digital era?
Narrative Script:
We envision a future helping customers continue their digital business transformation - with a focus on speed - with “just-in-time” or real-time analytics becoming a business cornerstone. We are seeing disruptors leveraging some key digital transformations to reinvent business processes:
New apps are bringing data and decision making to the fingertips of the people at the front lines of your organization who need to act. Airbus (who spoke on stage at InterConnect this year) is changing the aviation industry by bringing insight directly to their maintenance engineers and changing their business models to extend greater value to their customers and to their industry
Insight from non traditional data – social data feeds such as twitter, internet of things, wearable devices, and m2m are being used in real-time business critical processes. Businesses like DelHaize, parent company of Food Lion, are using non-traditional, weather data in their inventory business process to predict buying behaviors based on weather. DelHaize is taking just in time inventory to an entirely new future. Just-in-time inventory based on answering open-ended business questions like weather that causes them to adjust their optimal goals continuously.
Other companies – like Citi - are effectively becoming digital innovators. They are focusing on creating their unique differentiation and sourcing from developer communities to help complete complex products and solutions. We heard from Citi at InterConnect about how they are creating a community of developers.
1. z Systems development shops are risk averse and frequently stuck in old and slow practices
Without speed, LOBs will steer funds to platforms providing speed of development DevOps provides the how to for delivering at required speed
2. Access to workloads needs to be provided through services
Services is how mobile and cloud workloads are delivered
DevOps provides the how to for service enablement and API management
3. Younger developers needs to be attracted to the z platform or it will die
DevOps processes, tools and associated cultural transformation attracts young developer
There may be critical systems within the business (Systems of Record) where there is no value in trying to move them forward. These are the maintainers which you want to keep at minimal cost. But many SoRs need to move forward, engage with agile teams to increase the delivery cadence or tie in to SoEs – these are the Optimizers. Innovators are needed across the business.
This is a sliding scale where we want to make everyone an innovator.
Like any transformational exercise, a transformation to a continuous delivery model support by DevOps involves three key things:
People: Organizational culture, behaviors
Process
Tools
Tools simply enable the transformation and help reinforce the process.
Process provides a framework, a set of guidelines and best practices to help you adopt lean and agile principles in a continuous delivery model.
Now, people – that’s the tough part! Change is hard and transformational change is even harder. Don’t underestimate the need to focus on the people, which includes organizational structure, roles, ownership, behaviors and cultural differences that exist in your environment.
(Optional, if you want to mention this) In VersionOne’s state of agile survey, 3 of the top 4 barriers to adoption were related to the people aspect:
1. Inability to change organizational culture (53%) and
2. General resistance to change (42%)
4. Availability of personnel with the right skills
Like any transformational exercise, a transformation to a continuous delivery model support by DevOps involves three key things:
People: Organizational culture, behaviors
Process
Tools
Tools simply enable the transformation and help reinforce the process.
Process provides a framework, a set of guidelines and best practices to help you adopt lean and agile principles in a continuous delivery model.
Now, people – that’s the tough part! Change is hard and transformational change is even harder. Don’t underestimate the need to focus on the people, which includes organizational structure, roles, ownership, behaviors and cultural differences that exist in your environment.
(Optional, if you want to mention this) In VersionOne’s state of agile survey, 3 of the top 4 barriers to adoption were related to the people aspect:
1. Inability to change organizational culture (53%) and
2. General resistance to change (42%)
4. Availability of personnel with the right skills
Lean and agile at foundational in IBM’s DevOps approach. Lean is about reducing waste – which occurs everywhere along the software delivery lifecycle. You need to identify bottlenecks and then resolve them, using technology where it can help and taking advantage of lean principles, such as Kanban, where technology falls short. Agile provides guidance and best practices to help teams respond more quickly to feedback by reducing batch sizes that help reduce churn, delivering functionality in smaller chunks and getting feedback earlier in the lifecycle. The key is to apply both lean and agile principles to balance the efficiency of your teams with their effectiveness: It’s not enough to deliver right, you must deliver the right things right.
What does that mean? Deliver value – software that customers want and will buy and will enjoy using. It’s not about delivering function anymore
(Optional, from the Scaled Agile Framework web site: http://scaledagileframework.com)
The effectiveness of applying lean and agile principles to the enterprise:
20–50% increase in productivity
30–75% faster time to market
50%+ defect reduction
Increase in employee engagement
Main point:
8 DevOps practices are key and are most highly correlated with accelerated delivery and increased business satisfaction:
Myth exposed: releasing fast requires you to sacrifice quality. Exactly the opposite is true: small incremental releases are more thoroughly tested, more stable and lower risk.
Speaking points:
In May 2014, IBM commissioned Forrester Research to conduct a survey of 600 app dev professional.
The study identifies the 8 DevOps practices that are most highly correlated with accelerated delivery
And it refutes the myth that releasing fast requires you to sacrifice quality and accept higher risk: adopting these eight DevOps practices, especially automated testing and delivering in small batches, does exactly the opposite: small incremental releases are more thoroughly tested, more stable and lower risk.
The best part about DevOps adoption is the flexibility to choose which practices to adopt first, based on each organization’s priorities, and then to incrementally adopt the rest of the practices as needed to optimize the software delivery lifecycle and accelerate innovation.
Segue:
MORE INFO / KEY FINDINGS
Forrester’s study yielded five key findings:
› Development teams that consistently deliver at the fastest cycle times enjoy the highest business satisfaction.
We found a high correlation between fast cycle times and business satisfaction in our survey results. In this study, high
business satisfaction is an indicator of software quality. The reverse is also true — teams delivering at the slowest cycle
times self-reported the lowest business satisfaction with their projects.
› Incremental improvements to waterfall methods run out of steam at one- to two-month delivery cycles. Our
findings strongly suggest that sustained cycle times of two months or less are impossible to achieve with incremental
improvements to waterfall methods. The overhead of those regimes — even when supplemented by Agile methods —
eats up too much of a multiweek delivery window to succeed. To consistently deliver quality software at the fastest cycle
times, teams adopt new methods and software designs and leave waterfall behind.
› Eight DevOps/continuous delivery practices are the key. DevOps/continuous delivery relies on eight practices: 1)
deliver small increments of functionality; 2) use dedicated, cross-functional teams; 3) use loose architectural coupling; 4)
automate environment provisioning; 5) continuously integrate code; 6) continuously test; 7) continuously fund; and 8)
provide real-time transparency.
› DevOps practices address the top reasons for project disappointment. DevOps practices directly address the
reported causes of business dissatisfaction with software projects. We found the practices used by the fastest teams to
achieve high business satisfaction were a mirror image of the practices the slowest teams reported caused low business
satisfaction.
› DevOps practices reduce cycle time and the risk of failure at the same time. Conventional wisdom and intuition say
that faster releases must come at the expense of higher risk of project failure. DevOps techniques turn this logic on its
head. DevOps practices enable faster and safer releases because they are smaller, less complex, and more thoroughly
tested. Automating provisioning and deployment further reduces configuration errors and speeds up delivery.
There is no technology that will solve the issues related to culture in your DevOps transformation. Sorry! But don’t forget that this is the most critical part and you must focus on building a DevOps culture that is grounded in lean and agile principles:
-- Everyone is responsible for software development and delivery. Agile helps you define roles in your organization, the activities they must perform, and the ownership each role has for specific activities and deliverables. You want to build a culture that has control and ownership and a sense of responsibility for successful value delivery.
-- Teams and teams-of-teams should be using common measures of success. Again, agile can help define that process.
-- Finally, please do NOT underestimate the need to train!
At a bank in Australia, the management team has been developing their strategy for the future. The solution they retained is to buy a core banking application that functions almost solely as a system of record, and build the systems of engagement and systems of insight in a public cloud. This is a very common pattern we see over and over as few companies ever wanted to buy monolithic systems.
If you step back and think about the teams building these different systems, you quickly realize that they are vastly different: Teams building SoR are typically larger, more structured, focused on attributes like security, reliability, compliance. On the other hand, teams focused on SoE are much smaller, integrated and agile, with a focus on getting a solution to market as quickly as possible and gathering customer feedback. In short, SoR teams’ focus is on time to certainty, while SoE teams focus’ is on time to experiment.
These culture differences have significant impact in the ability of an organization to quickly deliver hybrid cloud solutions, and require optimized DevOps approaches and solutions.
But even with optimized DevOps solutions to cater for these differences, the reality of a two speed IT makes the delivery of these integrated systems complicated multi-team projects.
Why do we talk about two speed?
- SoR teams typically release software in cycles measured in months, commonly 3-6 months with very distinct phases, dedicated teams (e.g. testing).
- SoE teams typically deliver new versions of their software in days or weeks.
These differences in speed, culture, and priorities create lots of challenges to manage dependencies. Typical issues include:
Lack of clarity on Services requirements
Mis-alignment of schedules and priorities
Different tools and infrastructures render rollout of entire stack complex
How do we solve this?
Deploy complex applications: multi-platform, multi-technology
Applications in different layers develop and deploy at different velocities
Hybrid environments: Public and Private Cloud, Distributed physical or virtualized servers, Mainframe, Mobile Devices, and also Smart devices
From Hayden: What I had imagined starting with is the top level BM Method graphic...where Culture is in the middle. I had imagined clicking on each to then show the portion of our portfolio that is relevant. Sue’s thinking: he clicks on the “Code” tile which takes him to the “Code” slide and from there he launches a product demo if applicable. Or, he does all the product intros from this circle and does the demos completely separate from this circle.
IBM’s practical method combines the best of open communities, Design Thinking, Lean Startup, with an Agile DevOps methodology to build and deliver innovative solutions. It reflects how we design, build applications, and incorporate feedback on a regular basis. It’s called IBM Bluemix Garage Method. It’s an open and repeatable method with best practices, tool chains and a thriving ecosystem. Provides:
Hardened method-ware, delivered as digital experience and practice library of work-product assets.
Accelerators to speed adoption, combining tool chains and methods.
Shared learning (videos, case studies, blogs) of IBM transformation; extends to clients, phase 2.
Open community forum to engage, comment, progress and extend methodology.
Main point – APIs, open communities and governance are key to innovation and efficiency
POV – In an API centric, hybrid world, heterogeneity is a fact of life. Using Open Technologies helps improve cloud and application interoperability, leads to better device support and often increases innovation.
Speaking Points: We’re not speaking to the words on the slide….This is a digital experience example: Imagine a scenario where a driver gets in an accident. Many of us have been there and we know this is a process the involves many companies working in harmony. My insurance firm, the adjuster, the body shop, the tow truck driver. Yet, we assume the insurance firm owns the experience. Our first call is to the insurance company who has us gather some information. A tow truck is dispatched, but doesn’t arrive within an hour. Who do I call? Not the tow truck company. I call my insurance company to ask where is the tow truck? So, by building out an ecosystem of partners built on secure APIs, I build a new digital experience that increases value to my consumer AND to my partners. Imagine the digital experience where all of these are integrated. A maps app that shows me where the tow truck driver is en route. Let’s me accept or negotiate the adjuster’s claim. I can see images of the repair as it happens. All powered by the new, digital supply chain.
Let’s focus for a few minutes on waste and what causes it because, unless you can identify waste across the software development lifecycle, it’s going to be difficult to eliminate it right? You want to find your organizations “hidden factory”, which is essentially the amount of waste you can eliminate to transform your organization’s ability to innovate and be productive as opposed to just “keeping the lights on”. Financially the issue is simple. Demands on software delivery resources are increasing and funding is decreasing. DevOps targets this dilemma: that both speed and efficiency must improve as we discussed on the last slide. This is why lean, agile, automation, and collaboration are key elements of any solution.
At least 40% of your resources are probably wasted on non-value added effort.
What if you could redirect this wasted resource to a Hidden Factory that dramatically improves your competitive differentiation? Hidden Factory is a Lean Six Sigma term. It is the additional output that would be possible if the resources you are currently directing at creating waste were released and redirected instead at creating value and innovation. Think about what cutting that waste by 50% or more would mean. This is the value of lean adoption and executing the core value proposition of DevOps.
Reducing waste, duplication and process friction means we can spend less time on drudgery, duplication and rework, and more time on efficient innovation and smarter systems, products and services.
There are three *typical* causes of waste:
Unnecessary Overhead
Caused by lack of collaboration, wasted time in meetings, problems articulate feedback (aka requirements, ideas). Communication, in general , or lack of good communication is a primary source of waste. Technology can help here in many ways. Collaborative tooling that enables teams to work together online, using a consistent source of truth to represent status and health of projects, to communicate feedback, and to report on all of that information in a consistent, simple way. Tooling that can do that goes a long way toward easing the communication overhead, especially for distributed organizations.
Unnecessary Re-work
This is actually caused, in large part, from poor communication, in all respects. Feedback (aka requirements, ideas) are not communicated properly. Objectives are not communicated properly.
Other causes include lack of testing, validation against feedback and integrated deployments early in the lifecycle. As software changes move further to the left in the delivery pipeline, re-work becomes more and more costly.
Over-production
It is critical to understand what is “good enough” in terms of solution development. A wise IBMer once told me that IBM is very good at delivering a Cuisinart when the customer just needs a wooden spoon or a hand mixer. Over-engineering, delivering really cool functionality, causes huge waste if the customer does not want the solution and therefore will not buy it. Understand the feedback, the requirements, the ideas and then craft a solution that delivers the “minimum viable product” so that you can get feedback before adding more capabilities.
Main point: 3 key enablers to help you speed up digital transformation
Speaking points:
In the digital era, responsiveness to the market is paramount. Which means your current digital transformation will soon be followed by your next transformation (and so on). To transform, adapt and respond quickly requires three things
An agile infrastructure to help you build, deploy, run and manage apps
Flexible and open APIs so you can integrate on-premises assets and on-cloud services
Agile and lean processes & tools so you can accelerate software delivery: beginning with planning - through development, delivery - and finally, monitoring and analyzing the feedback and incorporating it back into the planning.
Segue:
Let’s look at each of this individually.