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Adopting DevOps Concepts with IBM Enterprise Solutions

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DevOps and Continuous Integration, Testing and Delivery have gained widespread attention among IT management as ways to help IT deliver value for the business and foster greater business agility.

However, some customers often find it challenging and complex to adopt continuous processes and agile development around the combined Sterling Order Management, WebSphere Commerce Server, and IBM Integration Bus product stack.

Perficient has been working with customers to overcome these challenges and has defined a set of best practices for delivering parallel development streams in a continuous delivery scenario with IBM e-commerce solutions, which they will present at this session.

JP Morgenthal, Director, Perficient

Veröffentlicht in: Technologie
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Adopting DevOps Concepts with IBM Enterprise Solutions

  1. 1. Adopting DevOps Concepts With IBM Enterprise Solutions JP Morgenthal, Director, Cloud Computing & DevOps Practices E: jp.Morgenthal [at] perficient.com T: @jpmorgenthal
  2. 2. 2 Award-Winning Trusted IBM Consulting & Solutions Firm Founded in 1997 Public, NASDAQ: PRFT 2014 projected revenue ~$454 million Global delivery centers in China and India >2,600 colleagues | Dedicated solution practices ~90% repeat business rate • Local Business Units in over 20 major US Cities • 30+ IBM Awards: • 2015 Beacon Award Winner – Analytics • 2014 IBM Innovation, Pure & Simple Outstanding Collaboration Award • 2014 IBM Collaboration Solutions Best Digital Experience Award • Solution Integration Award 2012 • 3x Lotus Distinguished Partner • Best Portal Solution Award 2010 • Industry Focused & Authorized: • Healthcare, Retail & Financial Services
  3. 3. 3 Deliver software-driven innovation, faster What is“DevOps” DevOps is a problem domain that encompasses the bottlenecks and constraints related to application delivery. DevOps-related issues are resolved through the adoption of continuous delivery. Businesses achieve continuous delivery through application of lean IT Steer Deploy Operate Develop and test DevOps continuous feedback
  4. 4. 4 Drives need | Drives investment You must embrace new business models and disruptive technologies to be competitive and innovate Focus on operational costs • Consolidation and modernization • Operations automation • Risk and compliance management • Manual policy to analytics-driven optimization Focus on speed and agility • Assemble solutions from verified components and services • Fast deployment and redeployment • Agile to DevOps model • User-first delivery model Applications enabled for cloud Applications built for cloud Development Operations Optimize Innovate
  5. 5. 5 Emerging systems of interaction create challenges across the software delivery lifecycle Line of business and marketing We must accelerate delivery of our mobile and cloud applications. Our competitors deliver something new almost weekly. VP or director of application development We need infrastructure to build, run and monitor our mobile apps directly on the cloud. The business demands that we develop new capabilities, but we don’t have the bandwidth to respond to their timelines. Development and test Our development and test environments don’t accurately represent live systems, costing us rework and time. We need real-time feedback from users on our mobile and cloud applications so we can respond quickly. Operations team We lack the skills and resources for a mobile development environment. Our production environments are so complex and interconnected, we just can’t meet the needs of our development and test teams.
  6. 6. 6 Common Approach To Enterprise Application Architecture Area of Responsibility Middleware Database App ServerE-Commerce Order Management Supply-Chain WCSIIB DB2 OMS SAP Has Dependency On
  7. 7. 7 Common Approach To Enterprise Application Architecture Area of Responsibility Middleware Database App ServerE-Commerce Order Management Supply-Chain WCSIIB DB2 OMS SAP Has Dependency On Release X.0
  8. 8. 8 Source: Enterprise DevOps: Making IT Work for Business, Morgenthal/Kavis Enterprise DevOps Maturity Model Maturity Level Level 1 Ad-Hoc • Silo based • Blame, finger pointing • Lack of accountability • Resource overloading • Information withheld vs shared • Manual processes • Tribal knowledge is the norm • Unpredictable, reactive • Lack of defined or immature SDLC • Excessive unplanned work • Manual build & deployments • Manual testing • Environment inconsistencies • Long lead times for dev/test Level 2 Repeatable • Managed communications • Limited knowledge sharing • Gated & documented handoffs • Processes established w/in silos • No standards • Can repeat what is known but can react to unknown • Bastardized methodology implementations • Automated builds • Automated tests written as part of story development • Painful but repeatable releases Level 3 Continuous • Collaboration exists • Shared decision making • Shared accountability • Process are automated across SDLC • Standards across organization • Executed on a continual basis & event driven • Automated build & test cycle for every commit • Push button deployments • Automated user & acceptance testing People Process Technology
  9. 9. 9 Source: Enterprise DevOps: Making IT Work for Business, Morgenthal/Kavis Enterprise DevOps Maturity Model Maturity Level Level 4 Improved • Shared metrics w/ a focus on removing bottlenecks & constraints • Focus on cross- functional continuous execution • Focus on MTTR over failure avoidance • Proactive monitoring • Metrics collected & analyzed against business goals • Visibility & predictability • Transparent to the business • Build metrics visible and acted on • Orchestrated deployments with auto rollbacks • Non functional requirements defined & measured Level 5 Optimized • A culture of continuous improvement permeates through the organization • Self service automation • Risk & cost optimization • High degree of experimentation • Zero downtime deployments • Immutable infrastructure • Actively enforce resiliency by forcing failures People Process Technology
  10. 10. 10 Common Issues Adopting Continuous Delivery For Enterprise Solutions Insufficient number of environments to drive parallel development efforts • Too many low-value policies • To much middle management attempting to hold onto their area of control • Misaligned governance Organizational debt • Ratio of defects per function point is too high • Bad architecture • Failure to adopt newer versions of software Technical debt Low levels of testing automation Resource contention
  11. 11. 11 Limit Work-in-Progress (WIP) Develop Testing Center of Excellence Don’t Automate Waste QA is Validation, Not Defect Identification Obtain Executive Level Sponsorship Model QA & User Acceptance Test Environment to Perfectly Mimic Production Leverage A Common Repository For All Release Artifacts Removing Bottlenecks & Constraints
  12. 12. 12 Perficient & IBM Can Help Velocity Limit Assessment This assessment evaluates multiple variables that impact your organization’s ability to absorb change and deal with disruptive technology.
  13. 13. 13 Thank you!

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