The Next Level of Agile: DevOps and Continuous Delivery

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Mature agile organizations are introducing continuous delivery as a crucial step to realize their goal of delivering business value rapidly. Andrew Phillips highlights implementation issues about how agile development can fit with enterprise release management policies and governance needs. Andrew outlines proven practices and selection criteria for tools to help you address these issues. Then, he presents a DevOps case study demonstrating the continuous delivery process for building, packaging, deploying, and testing a complex application. Find out about deployment support for server and resource configurations, application binaries, database upgrades and rollbacks, messaging, and enterprise service buses. With the right tools and processes you can develop an open, extensible framework that supports additional services and platforms. Examine how integration with environment provisioning tools such as the open source Puppet tool enables "ready-for-deployment" development and testing environments. Leave with a new understanding of how DevOps opens the door to faster delivery and happier customers.

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The Next Level of Agile: DevOps and Continuous Delivery

  1. 1.           AT12 Concurrent Session  11/8/2012 3:45 PM                "The Enterprise Product Owner: It Takes a Village"       Presented by: Elena Yatzeck JPMorgan Chase               Brought to you by:        340 Corporate Way, Suite 300, Orange Park, FL 32073  888‐268‐8770 ∙ 904‐278‐0524 ∙ sqeinfo@sqe.com ∙ www.sqe.com  
  2. 2. Elena Yatzeck JP Morgan Chase Elena Yatzeck has spent more than twenty years providing internal and external management and IT consulting to multinational enterprises in financial services, telecommunications, and education. Most recently, she has been facilitating agile and lean adoption in Global 1000 organizations, working with executives, managers, and de facto leaders at all levels. A former ThoughtWorks consultant, Elena has a particular interest in quantifying return on investment for organizational agile transformations. When is it worth your investment in consultants, coaches, and trainers? There should be a better answer than "It depends!" Find out more about Elena at LinkedIn and read her blog. .  
  3. 3. The Enterprise Product Owner:  It Takes a Village Elena Yatzeck eyatzeck@gmail.com +1 773 573‐7114 November 8, 2012 Target Participants • Inquiring enterprise employees looking for  how agile might apply in their environment h il i ht l i th i i t • Practicing small‐team agilists interested in  what enterprise agile looks like • Practicing enterprise agilists looking for new  perspectives 1
  4. 4. Disclaimer • 75 minutes is not enough time to actually plan  your organization’s product owner strategy. i ti ’ d t t t Take Aways • Experience:  simulation of an entire enterprise  agile project lifecycle il j t lif l • Validation:  for those of you who are tired of  people saying “That’s NOT AGILE” when you  describe what you do at your large company. • Knowledge: 12 handy take‐away concepts (in Knowledge:  12 handy take‐away concepts (in  the appendix) 2
  5. 5. Agenda • • • • Product Ownership and the Business Case Product Ownership and Project Initiation Product Ownership Among the Details Product Ownership at Delivery Time and  Beyond Product Ownership and the Business  Case • Input: – Situation – Stakeholders – Product Owner Candidates • Output: – Product Owner Team Design Product Owner Team Design 3
  6. 6. Input:  The Situation • You work for an insurance company,  JungleDistress, which specializes in coverage for  rare tropical diseases. • The company is launching a mobile application to  interface with an existing corporate  travel/expense management system.  In two  quarters. • Your team isn’t the mobile app team You’re in Your team isn t the mobile app team.  You re in  charge of the infrastructure changes to the  “Reimbursement‐Direct Pay” functions that will  need to be made to support the mobile app. Input:  Stakeholders Here are your stakeholders Here are your stakeholders 4
  7. 7. Input:  Candidate Product Owners • Here is your team – Jan Fremont, business‐side project manager, organized and  detail‐oriented.  15 year veteran of 10 mergers.  Knows all  survivors. – Norman Dwyer, IT‐side project manager, knows technology  solidly.  Reputation for being abrasive.  Well‐connected with  other IT people. – Jason Wu, BA lead, graphic designer, new to the Company – Nivetha Scott, QA lead, expert at end‐to‐end testing.  Knows the  g y y y y existing system functionality intimately.  Knows everyone in the  expense operations vertical. – Martin, Jez, Ola, and Saleem, developers, have not had face‐to‐ face contact with any business people until recently. Input:  Spider Web (partial) Carol Natasha Joe Boris Lola Gwen Harvey Fred Ernie Travel  Request App Team Kevin, Chief  Architect “Uncle” Bill  Gates 5
  8. 8. Output:  Product Owner Team Design Product Owner  Responsibility Name Reasoning Ultimate determiner of  value Decision‐maker for the  team Writer of  Epics/Stories/Narratives Facilitator of SME JAD  Sessions S i Detailed test designer SME Wrangler (get them to  agree to meetings, etc.) Product Ownership and Project  Initiation • Input:   – Lite Charter – Product Owner team design – Story map – Consulting firm release plan • Output: modified release plan Output:  modified release plan 6
  9. 9. Input:  Lite Charter (whole project) • Elevator pitch: – For JungleDistress stakeholders For JungleDistress stakeholders  – who want to maximize their personal ROI,  – the JungleTravelMobileApp is a portable interface to our  travel system  – that allows corporate travelers to easily schedule their  travel, log expenses, and see the status of their  reimbursements.   – Unlike competitor products like Concur or  DesertIslandMobileApp,  – our app incorporates camera scanning and bar codes. Input: Lite Charter (Your Part) • Elevator pitch: • For operations users in the Reimbursement/Direct Pay Integration  area • Who maintain flows of data related to reimbursements via Direct  Pay • The JungleMobileEnablement is an upgrade to current functionality • That empowers mobile users to access up‐to‐date information  about their reimbursements. • Unlike current functionality  • Our product maintains and displays information about per Our product maintains and displays information about per‐ customer reimbursement status with a lag time of only one day,  and provides a secure API allowing the information to be accessed. 7
  10. 10. Input: Story Map E1: Review anomaly log for system to DWH feed E2: Review anomaly log for DWH feed to API‐ accessible data store E3: Screen t E3 S to enable customer for data availability E4: Screen to update or delete customer mobile app data Story Story Story Story Story Story Story Story Story Story Story Input:  Recent Staffing News • Joe Jonas has left the company to “pursue  other interests” th i t t” • The JungleTravelMobileApp product manager  has just married Ernie Hunsperger and moved  to Chennai • Brian Wells has just taken a 3‐month paternity Brian Wells has just taken a 3‐month paternity  leave and put two subordinates in charge who  don’t get along with each other. 8
  11. 11. Input:  Proposed Release Backlog Iteration Epic Value to  Sponsor 1‐3 E3 MMF – Enable customer access 10 4‐6 E2 MMF – Enable feed from warehouse to external facing data store 10 7‐10 E4 MMF – Enable faster feed from ops  systems to warehouse systems to warehouse 8 10‐12 E2 MMF – Enable customer updates 6 Output:  Your Release Backlog   Iteration Epic Value to  Sponsor SME  availability 9
  12. 12. Product Ownership Among the Details • Input – Requirements for one screen – Examples • Output – Narrative Input 1:  Requirements Report field Report field Data source Data source Data type Data type CID CustomerDB Number BankID BankDB Number Date BankFeedDB Date Description BankFeedDB Char Length 35 10
  13. 13. Input 2:  Examples • “If the current system is working right, I can  visually scan the log and detect things that don’t  visually scan the log and detect things that don’t look right.  Then I can talk to the feed guys about  what the glitch was.  It would be nice if I could get  a report with just the anomolies” • “When the feed is down, I don’t know it until the  customer calls with a complaint.  I can’t imagine  what is going to happen if we start letting people  check this on their iPhone.” Output:  Narrative • Epic:  In order to minimize the time it will take for a user to  see her reimbursements on her iPhone, As a  Reimbursement Operator, I want be able to monitor the  R i b O I b bl i h status of the update feeds. • Acceptance criteria: • Scenario 1 – Given _____________________ – When______________________ – Then_______________________ • Scenario 2 – Given _____________________ – When______________________ – Then_______________________ 11
  14. 14. Product Ownership at Delivery Time  and Beyond • Input – Current State Backlog – Market Update • Output – Updated Backlog Input:  Current Backlog State Iteration Epic Value to  Sponsor Feature  Toggle  Status 1‐3 E3 MMF – Enable customer access 10 Deployed/o ff 4‐6 E2 MMF – Enable feed from  warehouse to external facing data  store 10 Deployed/o ff 7‐10 E4 MMF – Enable faster feed from  ops systems to warehouse 8 Deployed/o n 10‐12 E2 MMF – Enable customer updates 6 Not  deployed 12
  15. 15. Input 2:  Market Update • Corporate spies at Concur reveal that Concur  plans to unveil mobile app functionality next  l t il bil f ti lit t month at their Q1 TravelAppJamboree • The JungleMobile team has completed a  minimal mobile app that could deploy your  team’s back end data to customers, if you are  , y ready. Output:  Updated Backlog State Iteration Epic Value to  Sponsor Next action 1‐3 E3 MMF – Enable customer access 10 Toggle on? 4‐6 E2 MMF – Enable feed from  warehouse to external facing data  store 10 Toggle on? 7‐10 E4 MMF – Enable faster feed from  ops systems to warehouse t t h 8 10‐12 E2 MMF – Enable customer updates 6 Keep  building? 13
  16. 16. Discussion • What have we learned? Appendix • Concept/Product Owner Team Design – – – – – DevOps Triangle Lean Startup Lean Startup Spider Web Lite Charter Product Owner Team Design • Inception/Product Owner Team Planning – XP Release Planning – Story Mapping • Elaboration/Product Owner Decision‐Making at the Story Level – Feature Injection/Behavior Driven Development Feature Injection/Behavior‐Driven Development – Narrative Template • Delivery/Product Owner Consensus Around Delivery – Backlog Grooming – Continuous Delivery  14
  17. 17. DevOps Triangle • Agile Project Management, 2nd Edition, Jim  Highsmith, 2009. Hi h ith 2009 Lean Startup • The Lean Startup, Eric Reis, 2011. 15
  18. 18. Spider Web • Innovation Games Spider Web, Luke  Hohmann. H h Lite Charter Lite Charter Sponsor: Jerome Smith Product Owner: Jeanine Jones Elevator Pitch • For (target customer) • Who (statement of the need or opportunity) • The (product name) is a (product category) • That (key benefit, compelling reason to buy) • Unlike (primary compe ve alterna ve) • Our product (statement of primary differen a on) Trade‐off Sliders ON OFF Scope ‐ coverage of code base and ac vi es ON OFF Stay within budget ON OFF Deliver the project on me ON OFF High quality: Stability, reliability, adap veness Key Business Objec ves • • • Expected ROI 14% in 18 months Be er customer experience measured Decreased cost of sales High Level Scope IS IS NOT Create and maintain customers Create and maintain debtors Create and maintain le ers Enter invoice informa on Search for invoices, customers, debtors Create le ers Le er queue by day Create envelopes Could be: E‐le ers to debtors Will never be: UNRESOLVED ON OFF Customer access to debts, invoices Customer sa sfac on or usability 16
  19. 19. A Potential Product Owner Team  Design • 1 Executive Point person where the buck stops – responsible for  getting exec peer cooperation for all needed SMEs • 1B i 1 Business‐side "feature point person" per desired feature (may be  id "f i " d i df ( b business‐side project manager, if you have both business and IT  PMs) • Some large number of SMEs who have details about value and  usage of the feature (contacted only as needed by appointment,  with a fall‐back appointment arranged in case the first one falls  through)  • A team of business analysts, user acceptance testers, and business  systems analysts who are responsible for knowing which SMEs are  t l t h ibl f k i hi h SME needed for each feature, and are able to get those people to the  table in a reliable way (part of the core team, always working in the  metaphorical team room) XP Release Planning • Extreme Programming Explained:  Embrace  Change, 2nd Editi Ch 2 Edition, Kent Beck and Cynthia  K t B k d C thi Andres, 2004. 17
  20. 20. Story Mapping • Jeff Patton, “The New User Story Backlog is a  Map” M ” Feature Injection/BDD • Chris Matts, Liz Keogh, Olaf Lewitz (diagram  from Lewitz) f L it ) 18
  21. 21. “Narrative” Template Backlog Grooming Don’t forget  to renego‐ tiate your  SME time! 19
  22. 22. Continuous Delivery with Feature  Toggles • Continuous Delivery: Reliable Software  Releases through Build, Test, and Deployment  R l th h B ild T t dD l t Automation, Jez Humble and Dave Farley,  2010. 20

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