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© 2013 IBM Corporation
General Manager IBM Rational Software
Kristof Kloeckner
Fast, Lean Enterprise Software Delivery through DevOps Kristof Kloeckner / IBM Rachael Straiton / DBS Bank Sebastian Jammer / PT XL Axiata
© 2013 IBM Corporation
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We Are at An Inflection Point in the Industry
JUST-IN-TIME MAINTENANCE Global aircraft engine manufacturer increases service revenue by 12% in one year using real-time monitoring and proactive fault detection
MOBILE CUSTOMER TARGETING Card swipe in one store attracts coupons from nearby store – resulting in 109% incremental sales lift
BUSINESS INNOVATION DRIVER Building materials manufacturer deploys social collaboration platform driving real-time process improvement and reducing time to market by 2/3
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External Forces that Will Impact the Organization
For the First Time, CEOs Identify Technology as the Most Important External Force Impacting Their Organizations
Technology factors
People skills
Market factors
Macro-economic factors
Regulatory concerns
Globalization
Source: IBM Institute for Business Value, The Global CEO Study 2012. Question: “What are the most important external forces that will impact your organization over the next 3 to 5 years?”
71%
2004 2006 2008 2010 2012
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Software delivery Modern workforce
expects constantly updated software to connect to
enterprise systems
Mobile
Software component in smart products driving increased value
and differentiation
Intelligent/ Connected Systems
Insights on new products by more efficiently interpreting massive quantities of data
Big Data Demand for apps requires fast, scalable environments for dev and test, as well as production
Cloud
Industry requirements demand faster response to regulations and standards, with traceability and quality
Instrumented Products
Software Delivery Is at the Heart of Today’s Top Technology Trends
Broader set of stakeholders collaborates to deliver
continuous innovation and value
Social Business
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Rapid Response to Market Challenges and Customer Feedback Determines Success or Failure
Operations/Production Development/Test Customers Business Owners
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Organizations that Effectively Leverage Software Delivery Outperform Their Competitors … yet few are able to deliver it effectively
86%
of companies believe software delivery is important or critical
25%
leverage software delivery effectively today
But only…
• Source: “The Software Edge: How effective software development drives competitive advantage,” IBM Institute of Business Value, March 2013
69%
outperform those who don’t
of those who leverage software
delivery today
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Systems of Interaction
Continuous client experience
Partner value chain
Cloud-based Services
Systems of Engagement Systems of Record
CRM HR
DB ERP
A Failure in Software Delivery Impacts the Entire Business
of customers experience
production delays
>45%
of outsourced projects fail to meet
objectives
>50%
of budgets devoted to maintenance and
operations
>70%
to deliver even minor application changes to
customers
4-6 weeks
DEVELOPMENT/TEST Speed mismatch between faster moving front office and slower moving back office systems, delaying time to obtain feedback
SUPPLIERS Delivery in the context of agile
OPERATIONS Rapid app releases impact system stability and compliance
LINE-OF-BUSINESS Takes too long to introduce or make changes to mobile apps and services
VIDEO (Continuous Delivery – 3 minutes)
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DevOps Takes a Holistic Approach to Application Delivery
Operations/ Production
Development/ Test Customers Business
Owners
DevOps takes a business-oriented perspective in optimizing the entire delivery value stream by applying Lean Principles to software/service delivery, fostering collaboration across the business to
enable continuous delivery
Agile Development Continuous Business Planning Continuous Integration
Continuous Deployment
Continuous Testing
Continuous Monitoring
Existing efforts/practices address only a subset of the value chain
DevOps Continuous Delivery of Software-driven innovation with a feedback loop
IDEA
M
AR
KET
Head of IT Shared Services DBS Bank
Rachael Straiton
© 2013 IBM Corporation
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Rapid Waterfall
Agile
Rapid Waterfall
Rapid Waterfall
Agile
Agile
Agile
Continuous Delivery
Dedicated environment,
Full simulated testing, Partial deployments
Scheduled test environments
Dedicated environment, Automated testing
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Where we have started…
Sebastian Jammer Head of Business Transformation Services PT. XL Axiata Tbk
© 2013 IBM Corporation
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In Less Mature IT Organizations, Lack of Discipline and Informal Management Can Lead to Serious Ineffectiveness
Highly informal process Relationship based No formal entry gate No business case to judge project impact to
the company
IT Department People Budgets
Business Requests
Business Impact
Lack of oversight regarding Business User Requests and Resource Allocation
Non-systematic resource allocation (human and financial) – misaligned with business objectives
Overload of the organization due to the absence of a filtering and prioritization mechanism
Project delays due to under-resourcing (often projects were not meeting the agreed delivery date)
Misalignment with architectural principles due to absence of centralized architecture governance
CASE EXAMPLE
Business Request Management
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This Can Inhibit the Execution of Strategy and Significantly Hamper Competitive Advantage
IT Project Governance
IT Processes
Team Capabilities
1 2 3
Time-to-Market
Flexibility & Agility
Cost of Ownership
Service Quality
Strategic Objectives
Issues
Averse impact to the strategic objective
Issues and Implications
CASE EXAMPLE
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IT Department People Budgets
Hence, before Adopting Advanced Methodologies Fixing the Basics Is Key
Application Development & Management Process (High Level)
Business Requests
Business Requests
Demand Management
Control
Gate 1 Gate 2 Gate 3 Gate 4
Deploy Build & Test Design Requirements Development
Feasibility Check
Gate 0
Resource Planning & Allocation
Strategic & Architectural
Alignment
Avoidance of Duplication
Resource Planning & Allocation
Strategic & Architectural
Alignment
Avoidance of Duplication
Resource Planning & Allocation
Strategic & Architectural
Alignment
CASE EXAMPLE
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This Will Lay the Foundation to Drive Further Improvement Such as Standardization
Description Toolkit breaks down the product into building blocks Product marketing can pick and choose and
“parameterize” the different building blocks IT architecture is developed to accommodate the
tool-kit through parameters
Benefits Significant reduction in complexity Reduction of technical risk Reduced risk of product design failures Enables standardized customer experience Reduction in effort to develop the product Enables standardized IT tooling such as testing Ability to handle higher volumes of products Faster speed to market
Product & Price Plan Building Blocks
Building Block 2
Building Block 4
Building Block 1
Building Block 2
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Experience Has Taught Some Key Principles about IT Transformation
1. Transformation is a journey, not a destination
2. Evolution is much better than revolution
3. Execution architecture is much more important than end-state architecture
4. Architecture is a governance task, much more than a technical one
5. Capability is key to success
© 2013 IBM Corporation
VIDEO (DevOps Overview – 2 minutes)
© 2013 IBM Corporation
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DevOps Adoption Paths
Open Lifecycle and Service Management Integration Platform
OSLC
Ecos
yste
m B
est Practices
Monitor and Optimize
Plan and Measure Develop and Test Release and Deploy
Operations/Production Development/Test Customers Business Owners
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Adoption Path: Plan and Measure Practice: Continuous Business Planning
Do the right things right
Attack the high value and high risk items first
Predict and quantify the outcomes and resources
Measure honestly with distributions of outcomes
Learn what customers really want and steer with agility
65% reduction in operating costs previously necessary to manage
the decision-making process, and a 20% savings in time spent on
the decision process
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Adoption Path: Development and Test Practice: Collaborative Development
Unify on an integrated, open platform
Promote common terminology, tools, processes, data sources among all lifecycle disciplines
Integrate early and continuously
Demonstrate integrated behaviors before investing in unit coverage and completeness
“Our costs are flat, even though our demand has increased by about 30
to 35 percent. We’re doing more with the same amount of resources”
Frank Fabian Head of testing environments, delivery services,
ANZ technology
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Adoption Path: Development and Test Practice: Continuous Testing
Quantify software quality insight at faster cycle times
Virtualize test environments for low-overhead, rapid deployment
Automate provisioning and regression test suites
Uncover and resolve critical defects earlier through integration-test driven development
Quantify quality trends over time
Blue Cross BlueShield
“Using the Rational tools, three employees can run the
required 1,250 tests in less than one week, reducing testing time by
50 percent.”
An Doan Software Quality Engineer
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Adoption Path: Release and Deploy Practice: Continuous Release and Deployment
Accelerate delivery of usable increments for continuous outside-in feedback
Provide a continuous delivery pipeline that automates deployments to test and production environments
Reduce overhead with push-button deployments
Quantify change stability and measure transparently for compliance
“Before it took 2 days to deploy a build, with uDeploy and our new
processes, it takes us less than 60 seconds.”
Matthew Wilson Director, Consumer Web Operations
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Continuous Software Release and Deployment Reduce errors with automated software release
and deployment Improve productivity with push-button deployments
for developer and operations Reduce time-to-market via automated release and deployment Demonstrate compliance and auditability through enforced
security and traceability
IBM UrbanCode Deploy orchestrates and automates the deployment of applications, databases and configurations IBM UrbanCode Release is an intelligent collaboration release management solution
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Adoption Path: Monitor and Optimize Practice: Continuous Monitoring
Quantify change trends
Scalable measurement and reporting
Real-time insight into performance and stability
Continuous feedback on cost of change to steer projects toward more predictable outcomes “Root cause analysis used
to average 45 minutes. Now it takes only 5 minutes.”
Syed Asif Shah Chief Information Officer
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Adoption Path: Monitor and Optimize Practice: Continuous Customer Feedback and Optimization
Analyzing the customer experience and their challenges
Understand client usage context for analyzing customer behavior and pinpointing problems
Reduce cycle times for continuous client feedback
Connect developers/operators more directly with user community and client experience
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Overhead and Rework Productive
40% 20%
Eliminate any activity that is not necessary for learning what customers want
The Critical Measure of DevOps Success
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Practice Based Maturity Model: Assessment Framework
Benefits/Business outcome: Defined with real metrics Measure: Practical means to benchmark before, during and after
Technical context: Impact on Practices, Means to implement changes
Maturity Model Assessment, Pilot, and Rollout Services
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DevOps at InterConnect 2013
Session 0142: Seize Market Opportunities by Establishing an Enterprise Capability for Continuous Software Delivery • Thursday, 10/Oct, 04:15 PM - 05:00 PM, Simpor 4803, Level 4
Session 0179: Accelerating Mobile and Cloud Development and Delivery for zEnterprise • Fri, 11/Oct, 10:15 AM - 11:00 AM, Peony 4502, Level 4
Session 0167: Deploy Mobile First Applications • Fri, 11/Oct, 11:15 AM - 12:00 PM, Roselle 4612, Level 4
Visit the DevOps Zone in the Solution Center
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Take Action Now!
Develop an end-to-end DevOps strategy
Adopt mobile-first design thinking, and cloud-centric architectures
Start incrementally on business-critical projects
Measure and reduce overhead, rework and duplication
Innovate! It’s a great time to be in the technology business
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© 2013 IBM Corporation
Thank You
© 2013 IBM Corporation