How Nationwide and Tasktop Achieved Continuous Visibility Across the DevOps Lifecycle
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During this on-demand webinar, Tasktop CEO Dr. Mik Kersten, and Nationwide Technology Director, Carmen DeArdo, overview the conceptual framework that Nationwide and Tasktop created to provide end-to-end “continuous visibility” across the DevOps lifecycle.
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How Nationwide and Tasktop Achieved Continuous Visibility Across the DevOps Lifecycle
- 1. Achieving Continuous Visibility across the DevOps Lifecycle Dr MIK KERSTEN | Founder & CEO, Tasktop @mik_kersten CARMEN DEARDO | Nationwide Technology Director @carmendeardo ENLIGHTENMENT SERIES
- 2. SPEED TIME High Acceleration during Design, Develop and Acceptance Testing 0 Teams waiting for work due to “discrete” planning processes Delivery slowed down by manual and high ceremony processes Water-SCRUM-Fall ACCELERATE DELIVERY THROUGHOUT VALUE STREAM 2
- 3. SPEED TIME High Acceleration during Design, Develop and Acceptance Testing 0 Teams waiting for work due to “discrete” planning processes Delivery slowed down by manual and high ceremony processes Water-SCRUM-Fall INHIBITORS TO LEAN DELIVERY 3 WORK VARIANCE ANNUAL PLANNING REDUNDANT SOURCES AND SYSTEMS DEPENDENCIES WAIT STATES LACK OF INTEGRATION MANUAL ACTIVITIES LACK OF VISIBILITY 60% COST / TIME BEFORE BACKLOG
- 4. ACHIEVING ACCELERATED DELIVERY 4 True North: • Reduced lead time for changes • Business enabling responsiveness
- 5. IT’S MORE THAN TECHNOLOGY 5 READINESS BASED RELEASES TIME BASED RELEASES
- 6. LEGACY STATE: DISPARATE PROCESS AND TOOLING 6 RELEASE PLANNING DESIGN / DEVELOP DEPLOYMENT AUTOMATION PRODUCT & PORTFOLIO MANAGEMENT PROJECT PLANS & WORK REQUESTS CUSTOM BUSINESS RELEASE PLANNING TOOLS CUSTOM RELEASE MANAGEMENT TOOLING RELEASE MANAGEMENT BUILD PROCESS REPORTS & NOTIFICATION CODE MOVES OTHER DEPLOY TOOLS REPORTS & NOTIFICATION RTC (RATIONAL TEAM CONCERT)
- 7. INTEGRATED DELIVERY VALUE STREAM 7 BUSINESS BUILDS DESIGN / DEVELOP READINESS CERTIFICATION IDENTIFY CHANGE IDENTIFY RELEASE END RELEASE PLANNING YES NOOR CREATE PLAN EXECUTE PLAN DEPLOY TO TEST ENVIRONMENT EXECUTE TEST APPROVED? YES ALL CERTS DONE NO DEFECTS YES NO YES NO CREATE STORIES DEVELOP CODE & AAT BUILD & CI DEPLOY CERTIFIED DEPLOY: Deploy when ready MONITORING & FEEDBACK
- 8. INTEGRATED DELIVERY PIPELINE 8 Standardize “Work” input (e.g. Business Value, Defects, Operations) Provide impact analysis, Dashboard views and multi- application continuous delivery Provide direct, automated control & traceability over deployment activity. RTC (Rational Team Concert) UCR (UrbanCode Release) UCD (UrbanCode Deploy) Release Dashboard Release Planning Deploy Jenkins MONITORING & FEEDBACKBUSINESS Certification Results
- 9. CHANGE CREATED MEASURING LEADTIME 9 BUSINESS BUSINESS INITIATIVE A SYSTEM RELEASE AC AC SCM CI IT / ST / PT / UAT CODE STATION TEST RESULTS / PT / SECURITY READY FOR PRODUCTION WORK INTAKE RELEASE PLANNING DESIGN / DEVELOP QUALITY CERTIFIED DEPLOY INITIATIVE BUILDS FEEDBACK BUSINESS VALUE DEPLOY FEEDBACK BUSINESS VALUE BUSINESS TASKTOP DATA INITIATIVE BACKLOG WIP DONE MULTIPLE DEPLOYS QUALITY CERTIFIED READY FOR PRODUCTION LEAD TIME CLARITY RTC URBANCODE RELEASE URBANCODE DEPLOY VALUE STREAM PROCESS STREAM TOOL STREAM DEPLOY
- 10. MEASURING LEADTIME 10 BUSINESS BUSINESS INITIATIVE A SYSTEM RELEASE AC AC SCM CI IT / ST / PT / UAT CODE STATION TEST RESULTS / PT / SECURITY READY FOR PRODUCTION WORK INTAKE RELEASE PLANNING DESIGN / DEVELOP QUALITY CERTIFIED DEPLOY INITIATIVE BUILDS FEEDBACK BUSINESS VALUE DEPLOY FEEDBACK BUSINESS VALUE BUSINESS VALUE STREAM PROCESS STREAM CHANGE CREATED TASKTOP GATEWAY INITIATIVE BACKLOG WIP DONE MULTIPLE DEPLOYS QUALITY CERTIFIED READY FOR PRODUCTION LEAD TIME (132 DAYS) CLARITY RTC GATEWAY STREAM 6/1 6/3 6/5 6/12 8/1- - - - - 9/15 9/3, 9/10, 9/22 9/22 10/10 URBANCODE RELEASE URBANCODE DEPLOY DEPLOY
- 11. WHY DOES REALITY LOOKING SO DIFFERENT? Best-of-breed DevOps & Agile tool chains are the norm
- 12. HETEROGENEITY ACROSS LINES OF BUINSESS
- 13. RESULT: LOCAL OPTIMIZATOINS & MANUAL PROCESSES 13
- 14. WE NEED A NEW KIND OF INFRASTRUCTURE 14 DEVOPS Business Enabling Responsiveness Reduced Lead Time for Changes Monitor Everything Continuous Delivery Automated Infrastructure Continuous Integration Automated Testing Version Control Everything PRACTICES High Trust Innovative Performance Oriented Empowered Associates Reduce Variation High Cooperation CULTURE Continuous Flow & Visibility Lean & Agile Principles Product Centric System Flow Amplify Feedback Loops Continuous Experimentation
- 15. Value Stream Integration Agile ITILWaterfall / SAFe Project Requirement User Story Defect Ticket Alert Continuous Integration Continuous Delivery Executives Business Analysts Project Managers Developers IT Operations Support Desk INTEGRATION INFRASTUCTURE FOR DEVOPS
- 17. PATTERN LANGAUGE FOR DEVOPS & AGILE INTEGRATION 17 Integration Infrastructure Integration Patterns Process Frameworks Value Stream Lifecycle Tools
- 18. Pattern Applies to Example Defect Unification • Agile development • Waterfall development • Separate Dev & QA teams & tools Requirements Traceability • Agile development • Traditional Requirements Management • Traditional Quality Management • Dev and Agile PM using different tools Agile Plan Orchestration • Traditional or Agile development • Separate PMO organization • Separate Agile Dev and PPM tools Service Desk Escalation • DevOps deployment • Agile or waterfall development • Support organization separate from the development teams Supply Chain Integration • In-house requirements and QA mgmt • Development outsourcing • QA outsourcing Dev QA BA Agile PM QA QA .. ALM PMO Agile 2 ITSM Dev QA ITSM Defect Ticket Dev Epic QA 1 Dev .. Dev 1 Agile 1 Rqrmnt Defect INTEGRATION PATTERNS
- 19. PATTERN LANGAUGE FOR DEVOPS & AGILE INTEGRATION 19 Integration Infrastructure Integration Patterns Process Frameworks Value Stream Lifecycle Tools
- 20. PROCESS FRAMEWORKS: PMBOK + SAFe + DEVOPS + ITIL 20
- 21. AGILE INTEGRATION PATTERNS 21 CA Clarity Atlassian JIRA HP ALM IBM DNG Microsoft TFS SLI Pattern #1: Executive Planning to Project Definition SLI Pattern #3: Supply Chain ConnectionsSLI Pattern #2: Project Definition to Execution SLI Pattern #4: Requirements to Test Visibility SLI Pattern #5: Defect Unification SLIPattern#6:ResourceAllocation IBM RTC Service Now
- 22. Investment Theme Business Epics Program Prism Team Prism Features SLI Pattern #2: Resource Allocation Features Business Epics Work Logs Tasks User Stories Portfolio Prism Timesheets Developer, Project Manager Work Logs CC FROM PMO TO DEVOPS
- 23. VALUE STREAM FLOW 23 JIRA HP QC ALM Bluemix BMC Remedy CA CLARITY INVESTMENT THEMES BUSINESS EPIC $ BUSINESS EPIC IBM DNG/RRC Featur eUSER STORY USER STORY DEFE CT DEFE CT TEST CASE USER STORY BUSINESS EPIC Featur eFeatur e BUSINESS EPIC Featur eFeatur e IBM RTCFeatur e USER STORY USER STORY DEFEC T DEFE CT TEST CASE DEFE CT USER STORY USER STORY DEFE CT Test case link Test case link Test case link FEATURE INCIDEN T PROBLE M Featur eFeatur e Featur eFeatur e USER STORY USER STORY USER STORY USER STORY Featur e
- 25. PUTTING IT ALL TOGETHER 25
- 27. CONNECTING THE VALUE STREAM 27 CA PPM Requirements Traceability PMBOK SAFe DevOps Continuous Visibility DNG RTC HP QC uDeploy Service Now Process Frameworks Integration Patterns Integration Technologies Value stream ITIL Synchronization Linking OSLC Web Hooks Defect Unification … Lifecycle Tools
- 28. VISABILITY VIA REAL TIME INFORMATION 28 UrbanCode Integration Tasktop UrbanCode Plug-in Schedule for Release Monitor Release Gate Environments Orchestrate Deployment Automate Deployment PRODUCT MANAGER Work Request QA Tasktop ✔ DELIVERY OPPORTUNITIES ENTERPRISE AND SYSTEM VIEWS DEPENDENCIES AND IMPACTS QUALITY, SECURITY & TEST STATUS AUTOMATION DEPLOYMENT STATUS MORE AUTOMATION LESS VARIANCE RTC UCR UCD
- 29. 32
- 30. “YOU HAVE TO THINK HORIZONTALLY.” 32
- 31. “LOCAL OPTIMIZATION IS THE ENEMY OF LEAN DELIVERY.” 33
- 32. “AUTOMATION REQUIRES PATTERNS, PATTERNS REQUIRES ELIMINATING VARIANCE.” 34
- 33. “TECHNOLOGY IS THE FUN PART, CULTURE IS THE CHALLENGE.” 36
- 34. “HARD TO MANAGE WHAT YOU CAN'T SEE …OR MEASURE.” 35
- 35. MIK KERSTEN | Founder & CEO, Tasktop @mik_kersten CARMEN DEARDO | Nationwide Technology Director @carmendeardo ENLIGHTENMENT SERIES Achieving Continuous Visibility across the DevOps Lifecycle
Hinweis der Redaktion
- Optimized the middle Very slow getting work into lines (starvation) Very slow cycle time from business idea -> card on board Very slow cycle time from code commit -> prod deployment
- Optimized the middle Very slow getting work into lines (starvation) Very slow cycle time from business idea -> card on board Very slow cycle time from code commit -> prod deployment
- (Jim Slide) Small batch sizes: we thought we could control, but it's a larger nut to crack (business, planning teams, etc) Current process: "Slowest common denominator". One size fits all, regardless of batch size Shift from time based release -> readiness based
- Pull statistics for Lean
- MESSAGE
- Management layer on top, delivery layer on bottom
- Where do you start?
- Once the teams have the features and have broken them down into user stories, they then identify the tasks necessary to execute on those user stories. But it doesn’t stop there. Often, this is where a lot of the “decorating” happens – tests are written against those user stories, defects are identified against the user stories – we aren’t going to talk a lot today about those parts of the process, but, trust me, there are a number of SLI patterns that occur as part of those processes. But today I’m going to talk about one that may (or may not ;)) surprise you a little bit. We call it the resource allocation pattern. So you have your tasks – and, yes, even many agile systems, now allow you track time against those tasks – and that time can provide great insights for the teams to be able to become more productive at the team level. But it turns out, you can use that same information (that was valuable to the team in their prism) to provide extremely valuable (although often hated ) timesheet information at the portfolio level. So the roles involved are developer and portfolio manager – and this one is particularly interesting as it is a different style of integration – the two artifacts involved are actually quite different and so the “morphing” involved is significant. These work logs are actually “morphed” into timesheets to give value to the portfolio prism.