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Why ARA is Key to DevOps

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Slides from Ranger4 webcast 'Why Application Release Automation is Key to DevOps' - Gartner's words and an opinion we share.

Slides from Ranger4 webcast 'Why Application Release Automation is Key to DevOps' - Gartner's words and an opinion we share.

Published in: Technology, Business

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  • The Ranger4 DevOps Readiness Assessment is designed to assist organizations with ambitions to embrace the DevOps movement who want to create a DevOps culture and benefit from the change that will bring:Faster innovation to marketDelighted customersHappy employeesIncreased competitivenessThe assessment provides:A Baseline assessment of where an organization is on several measurements on the Ranger4 DevOps maturity scaleA Vision of a future desired stateA Roadmap to that desired stateDevOps isn’t a tool or a person, but through process improvement, supported by software, great improvements can be achieved. The assessment ensures that software investments are truly aligned with an organization’s business strategy and measurement is key to that – continued, quantified measurement of progress and capability.
  • The assessment process is straightforward – we start by working with you to understand your high level business priorities and what you are trying to achieve – whether it’s breaking into new markets, expansion, acquisition, innovating new products and services, IT is critical to success.Next we need to assess and quantify where you are today. We need metrics in order to assess current maturity and also to build the investment cases for the initiatives that will make up your DevOps roadmap later on in the assessment. And most importantly, metrics allow us to measure our mutual success in implementing your DevOps vision. Metrics can be things like: number and frequency of software release, volume of outages and Mean Time To Repair, number of defects identified. Where possible, we align these IT metrics to business value – for example, downtime of a particular application may mean loss of income.Once we have all agreed what the situation is today, we can start thinking about where you want to be tomorrow and visualize the future desired state. At this point, we should start to have a feel for where the potential roadblocks to your ambitions might be. Often these tend to be people, and we need to think creatively on how to help them make the changes for the organization’s greater good, but we’ll also need to consider budgetary, technology and market challenges too.Then we’ll consider a series of well established, best practice DevOps initiatives to take you to your desired future state and perform a fit assessment including metrics to establish the value to be returned and allowing us to measure success.Then, if you’re happy with the plan – we start taking you on your DevOps journey.
  • Once a baseline state has been established and the stakeholders have articulated, documented and agreed their vision of a desired future state, initiatives can be identified to make the journey to that future state. Typically, in DevOps discussions, the desired future state is one of continuous delivery of software, where code committed goes live immediately through a set of automated processes.The proposed initiatives need to go through a fit assessment as previously described, with an eye firmly on quantifiable metrics and analysis of progress. Quick wins should be sought, but larger, more complex projects should not be avoided. The biggest inhibitor to change is peoples’ fear of it and unwillingness to do so. Old habits die hard. So core to any process consulting or tools implementation projects should be cultural change elements; initiative to address cultural inhibitors around blame, attitudes to failure, learning and sharing in particular. It is recommended that a rewards programme is developed to support the goals and milestones of the projects.
  • Transcript

    • 1. CHALLENGES Costly, error prone manual processes and efforts to deliver software across an enterprise Customers % 41 Slow deployment to development and test environments leave teams waiting and unproductive Business Owners % 34 experience development experience deployment delays delays Upgrade risk due to managing multiple application configurations and versions across servers Development/ Test % 45 experience production delays Operations/ Production weeks 4-6 to deliver code changes
    • 2. Customers Line of Business 1st Gap Dev & Test Teams Operations Team 2nd Gap Addressed by... Desire for fast and continuous innovation Requirements Business Code & Tests 1. Iterative and Incremental Process Services 2. Traceability Agile Dev
    • 3. Addressing Application Lifecycle Management gaps Customers Line of Business Dev & Test Teams Operations Team 2nd Gap Desire for fast and continuous innovation Requirements Business Services Code & Tests Dev Ops
    • 4. Agile Dev Functional Testing Acceptance Testing Operator Production Setup (weeks) Install CI builds are piling up Test and Ops teams have increased pressures to keep up with increased loads but continue to use waterfall approaches and traditional tools.
    • 5. Common Source Control Automated Builds (Build Definitions) Continuous Integration (CI) Automated Delivery Continuous Delivery to Test Continuous Delivery to Production-like Systems Continuous Delivery through to Production
    • 6. Application Blueprint  Versioned Artifacts    Artifacts Deploy or Rollback Artifacts Deploy or Rollback Artifacts Deploy or Rollback Execute Against Execute Against Execute Against Development Environment QA Environment Production Environment 
    • 7. Collaborative release management solution :  Replaces error-prone manual spreadsheets and streamlines release activities  Orchestrate release of multiple applications across multiple environments  Centralized release processes control desk with real-time status  Environments-to-releases allocation
    • 8. demonstration
    • 9. the ranger4 devops readiness assessment
    • 10. Aligning business strategy with investment in software • Increase visibility • Monitor and improve performance • Report on actual business outcomes Through IT process analysis and improvement • Assess current state and readiness • Identify and articulate business impact • Quantify results Measurement
    • 11. 1 • Identify business drivers and outcomes 2 • Assess current state 3 • Visualize future desired state 4 • Identify potential inhibitors and roadblocks 5 • Establish roadmap to adoption 6 • Identify trackable metrics 7 • Execute and measure
    • 12. Approved Project Plan DevOps Reorganization Cultural Initiatives Architectural Imperatives Process Initiatives Cultural Change Program Deployment Process Automation ARA Tools Implementation Test Process Review Service Virtualization APM Rollout Technology Initiatives Quantified Value Organizational Initiatives Prioritization Vision of Desired Future State Baseline Assessment & Metrics Fit Assessment GO Continuous Delivery LIVE