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Continuous Delivery in the Enterprise

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Continuous Delivery seeks to deliver increased Business Agility by releasing smaller releases more frequently. For a development team, this may mean shorter sprints or a switch to Kanban. But what …

Continuous Delivery seeks to deliver increased Business Agility by releasing smaller releases more frequently. For a development team, this may mean shorter sprints or a switch to Kanban. But what about the PMO, testing teams, and release management? To truly leverage Continuous Delivery, enterprises must consider impacts that span functional silos.

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  • Hey! Hotfixes/patches are like that and all organizations do those!How long does it take to do a hotfix? What gets in the way? What are the risks?How would you feel about doing one 10 times a day?Continuous Delivery is treating all work as a hotfix.
  • Cycle time is not just how long it takes to develop a set of requirements and get it to “gold master” status. It is the entire process from “I think we may want to do X” to “X is now in production and usable by real customers.”That includes the funding process, requirements gathering, and getting it from “code complete” to production. It is very, very, very hard to shrink just development (aka “construction”) without shrinking all of the rest. They are surprisingly interdependent.
  • This has always been considered to be “the most efficient” and to “reduce the most risk”
  • Cycle time is not just how long it takes to develop a set of requirements and get it to “gold master” status. It is the entire process from “I think we may want to do X” to “X is now in production and usable by real customers.”That includes the funding process, requirements gathering, and getting it from “code complete” to production. It is very, very, very hard to shrink just development (aka “construction”) without shrinking all of the rest. They are surprisingly interdependent.
  • You may or may not have a backlog.
  • Transcript

    • 1. © 2013 IBM Corporation Continuous Delivery in the Enterprise Eric Minick, Technical Evangelist, UrbanCode and Damon Poole, Chief Agilist, Eliassen Group
    • 2. © 2013 IBM Corporation Our Speakers 2 Eric Minick Technical Evangelist Damon Poole Chief Agilist
    • 3. © 2012 Eliassen Group. All Rights Reserved -3- Damon Poole • Chief Agilist, Eliassen Group’s Agile Practice – Coaching: Transformation and Tune-ups – Training • 20 years of process change: small co-located teams to multi-hundred team global enterprises • Founder and past CTO and CEO of AccuRev • Creator of multiple Jolt-award winning products • Past President of Agile New England • Author of “DIY Agile Kickstart” • Consulted with Ford IT, Orbitz, Fidelity, Capital One, ING Direct, and many others • Taught Agile techniques to thousands of people
    • 4. © 2012 Eliassen Group. All Rights Reserved -4- What does it take to get a hotfix/patch to your customer?
    • 5. © 2012 Eliassen Group. All Rights Reserved -5- Cycle Time, aka, Measuring Delay
    • 6. © 2012 Eliassen Group. All Rights Reserved -6- 2 4 61 3 5 7 9 11 138 10 12 14 15 1716 18 months $0 $300K $600K $900K Project A – Old Cycle Time
    • 7. © 2012 Eliassen Group. All Rights Reserved -7- Example: receive $300K 3 months early 2 4 61 3 5 7 9 11 138 10 12 14 15 1716 18 months $0 $300K $1.2M$600K $900K Project A
    • 8. © 2012 Eliassen Group. All Rights Reserved -8- Cycle Time 2 4 61 3 5 7 Development Integration and testingPreparation 9 11 138 10 12 14 15 1716 18 months
    • 9. © 2012 Eliassen Group. All Rights Reserved -9- A Typical Risk Mitigation Strategy That Can Increase Risk • A Project is Prioritized after gathering requirements and doing estimation for multiple projects. • This usually takes 3, 6, or more months. • Requirement gathering and scoping for multiple projects takes time away from working on funded projects.
    • 10. © 2012 Eliassen Group. All Rights Reserved -10- Cycle Time 2 4 61 3 5 7 Development Integrate, test, & releasePreparation 9 11 138 10 12 14 15 1716 18 Proposing Funding (picking) months 18 month cycle time Doing
    • 11. © 2012 Eliassen Group. All Rights Reserved -11- Cycle Time 2 4 61 3 5 7 1 month iterations Prep Do Ship Prep Do Ship Prep Do Ship Prep Do Ship Prep Do Ship Prep Do Ship Pick Pick Pick Pick Pick Pick
    • 12. © 2012 Eliassen Group. All Rights Reserved -12- Cycle Time 2 4 61 3 5 7 1 month iterations Prep Do Ship 3 month cycle time Pick
    • 13. © 2012 Eliassen Group. All Rights Reserved -13- Dev Design/Code Test/Debug AutomatableCreative Test Execution ReleaseData Gathering Test Deploy Product Mgmt Business Planning Test Design Releng
    • 14. © 2012 Eliassen Group. All Rights Reserved -14- Kanban on deck coding testing qccept 1) Work is managed visually 2) Limited work in progress 3) Flow is pull-based backlog done Admin wants a report of site- wide activity 5 Bob Seller wants to remove an ad 5 Traveller wants to e-mail a hotel booking 2 Traveller wants to e-mail a car booking 2 Traveller wants to e-mail an airline booking 2 Traveller wants to link to on-line check-in 2 Traveller wants to link to cancel a booking 2 Hotel owner wants to check usage data 2 Airline wants to check usage data 2 Traveller wants to register with the system 3 Sue Traveller wants to see their upcoming trips 2 Tom Traveller wants to copy a booking 2 Bob Traveller wants to edit a booking 2 Tom Traveller wants to delete a booking 1 Sue Traveller wants to enter a booking 3 Bob Rental agency wants to check usage data 2 Seller wants to show an ad 5 Sue
    • 15. © 2012 Eliassen Group. All Rights Reserved -15- Kanban in Action Customers / Market Product Mgmt $
    • 16. © 2012 Eliassen Group. All Rights Reserved -16- AutomatableCreative Build/Test ReleaseData Gathering Team Design/Code Business Planning Test Design Releng
    • 17. © 2012 Eliassen Group. All Rights Reserved -17- Relationship of Agile Maturity to Benefits Agile Maturity Benefit
    • 18. © 2012 Eliassen Group. All Rights Reserved -18- CYCLE TIME 1-CLICK DEPLOY Enterprise Agility Model AGILE OFFICE I3I2I1 LOB CUSTOMERS ESCALATION ARCHITECTURE RELEASE TEAM / OPS EPICS DELIVERY BASED MANAGEMENT LOB BUSINESS LEADERS DELIVERY BASED METRICS PORTFOLIOOFPROGRAMS CAPACITYBASEDINVESTMENT AGILE PROJECT MGMT AGILE SCM
    • 19. IBM Corporation ©2013 Lead Consultant & Tech Evangelist Eric is Lead Consultant at Urbancode where I help customers get the most out of their build, deploy and release processes. Today he works with customers and industry leaders to figure out this DevOps thing. Eric Minick eric@urbancode.com @EricMinick
    • 20. IBM Corporation ©2013 An updated toolchain Source Repos Continuous Integration & Build Mgmt. Build Package Repo Build Registered with Package Repo Triggers Version Meta-data Deployment System Builds Test 1 Test ... Test n Prod Functional Tests Performance Tests Monitoring
    • 21. IBM Corporation ©2013 The basic flow 1 The Build a. Create the package b. Run tests and scans 2 For each test environment a. Deploy b. Run some tests c. Determine worthiness for next env. 3 Release to Production
    • 22. IBM Corporation ©2013 Two big bottlenecks • Manual regression tests are too slow • Never allocated enough time Testing • Manual / semi-scripted deployments are slow • Errors in deployment are risky and waste QA time Deployment
    • 23. IBM Corporation ©2013 Testing tools Source • Coventions / Compliance • Flow Analysis / Security Scans Unit • xUnit • MSTest Functional • Script Driven • Playback / Record Perf • Load Testing • Func Tests + Monitoring
    • 24. IBM Corporation ©2013 Deployments should be automated Differences in dev and ops environments and procedures cause failures Time to market pressure for more frequent releases Manual (tribal) processes for release lack repeatability/speed Major releases take days, 100 people and are organized by spreadsheet Daily Build Release Who did this last time? Dave… Dave’s not here man… Dev Prod I’ll order breakfast
    • 25. IBM Corporation ©2013 Deployment: Two approaches  Build Pipeline Tool - Perform a build, promote build through environments  CI tool + Application Deployment Automation Tool - Applications are made up of several builds
    • 26. IBM Corporation ©2013 Source Repos Continuous Integration & Build Mgmt. Build Package Repo Build Registered with Package Repo Triggers Version Meta-data Deployment System Builds Test 1 Test ... Test n Prod Functional Tests Performance Tests Monitoring These are 1 tool in a pipeline model These are 2-3 tools in CI + ADA model
    • 27. IBM Corporation ©2013 When is each approach appropriate? Pipeline  Simple apps  Low coupling between components / services  Tests validate ONE version of ONE thing  Shared tool ownership ok Build + ADA  More complex applications  Higher coupling between components / services  Tests validate that the larger system is working  Dev wants to own build, Ops wants to own deploy
    • 28. IBM Corporation ©2013 Most people fall into the Build + ADA pattern Pipeline here
    • 29. IBM Corporation ©2013 Reviewing the updated toolchain Source Repos Continuous Integration & Build Mgmt. Build Package Repo Build Registered with Package Repo Triggers Version Meta-data Deployment System Builds Test 1 Test ... Test n Prod Functional Tests Performance Tests Monitoring
    • 30. IBM Corporation ©2013 Bonus bottleneck: Provisioning  Agile leads to: - More small teams - More changes, and automated tests to use - Places to test becomes the next bottleneck Package Repo Deployment Chain Test 1 Test ... Test n Prod Version Meta-data Provisioning Controller Source Repos Env. Def Images IaaS Provisioning Server Configuration Environment Config Environment Inventory CMDB
    • 31. IBM Corporation ©2013 CD Self Assessment  Continuous Delivery Maturity Model - 1 pager - Full White paper  Consider Maturity - Current vs Desired - Build, Deploy Test, Decide
    • 32. IBM Corporation ©2013 Here to help Eliassen: Urbancode: tools guys  uBuild - Build automation on an enterprise scale  uDeploy - Application Release Automation  uRelease - Release management and release weekend execution  The leading consulting services and technology staffing firm with practices in Agile, Government Services, Workforce Management and Life Sciences.  Services include: development advisory, implementation services, and on demand support.
    • 33. © 2013 IBM Corporation33
    • 34. © 2013 IBM Corporation34 © Copyright IBM Corporation 2013. All rights reserved. The information contained in these materials is provided for informational purposes only, and is provided AS IS without warranty of any kind, express or implied. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, these materials. Nothing contained in these materials is intended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBM software. References in these materials to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product release dates and/or capabilities referenced in these materials may change at any time at IBM’s sole discretion based on market opportunities or other factors, and are not intended to be a commitment to future product or feature availability in any way. IBM, the IBM logo, Rational, the Rational logo, Telelogic, the Telelogic logo, and other IBM products and services are trademarks of the International Business Machines Corporation, in the United States, other countries or both. Other company, product, or service names may be trademarks or service marks of others.

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