Watch this presentation and download the slides at: http://headspring.com/nextgen Continuous Delivery is helping streamline and automate the pipeline -- but research indicates it's no longer just about processes and tools. Organizational structures and skills need to change, too, bringing together developers, operations, QA and business stakeholders -- and facilitating this change is a new and special opportunity falling upon IT executive leadership. In this Lunch & Learn presentation, our guest, Kurt Bittner, Forrester Research's principal analyst shares how organizations adopting this effective approach are achieving real business results. Following Kurt, Headspring's EVP of Operations, Glenn Burnside, walks through practical application best practices.

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Next Gen Continuous Delivery:
Connecting Business Interests
to the IT Roadmap
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Have It All
(Speed, Cost, Quality)
in Application Delivery
How DevOps is Connecting Business Interests
to the IT Roadmap
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© Golden Gate Bridge, Highway and Transportation District
Making Software Is Nothing Like Building A Bridge

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Making Software Is More Like Designing A Car:
A Highly Iterative Mixture
of Creativity and Engineering

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The Software-Powered Value Delivery Cycle
October 20, 2014, “The Software-Powered Business”
› Faster cycles result in:
+ Less risk
+ Less waste
+ Lower cost
+ Happier customer
= Better business results

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The future is already here — it's just not
very evenly distributed.
William Gibson
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What’s Different?
Updates affect core
systems:
• Braking
• Power management
• Drive train
• Safety
… not just entertainment

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Source: http://iliketowastemytime.com/2013/05/05/ge-90-worlds-biggest-aircraft-engine
GE Aircraft gathers operating data from their
aircraft engines to:
• Alert when the engine needs repair
• Monitor efficiency
• Detect and report failures
Continual Feedback Drive Product Improvement
and Higher Customer Satisfaction

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What guides the journey toward DevOps and
Continuous Delivery?
Organizations, like cities, don’t change overnight,
they evolve.

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Lean Value Stream Mapping
http://en.wikipedia.org/wiki/Value_stream_mapping

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Example Value Delivery Stream
3 days 5 days
15 days
3 days
10 days7 days 4 days 9 days
cycle time= 57 days
1 day
feedback
July 25, 2014 “Define A Software Delivery Strategy For Business Innovation”
Idea
proposed
Understand
Needs &
Invent
Solutions
Functional
Testing
Deploy
Solution
Customer
Value
Load,
Performance,
Security, …
Testing
UAT/
Exploratory
Testing
Release
Decision
Develop,
Commit & Build

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Typical Software Delivery Bottlenecks
Manually
managed
environments
Idea
proposed
Understand
Needs &
Invent
Solutions
Functional
Testing
Deploy
Solution
Customer
Value
Load,
Performance,
Security, …
Testing
UAT/
Exploratory
Testing
Release
Decision
Lack of effective
customer insight
Too much
WIP
Manual build
and
integration
processes
Error prone manual hand-offs and processes
Manual and error prone app deployments
Lack of
sufficient test
data to make
decisions
Waiting for build
and test
environments
Develop,
Commit & Build
One way flow of information
Manual
Testing

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Smaller Batches = Faster Speed
much better than

14. © 2015 Forrester Research, Inc. Reproduction Prohibited 14
Amazon.com releases new software
every 6 seconds…
… but their releases are very different from yours
If you want to predict the future,
look at Amazon today.
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http://buzz.waspbarcode.com/wp-content/uploads/2013/10/too-much-inventory-banner.jpg
Requirements are like inventory – you never
know what’s going to sell until it’s sold, or used

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Innovation & The Minimum Viable Product (MVP)
Deliver MVP Quickly – Improve Based On Feedback
… …
R1 R2 R3 R4 R5 R6 R7

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Organizational structures impede delivery.
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Old thinking: organize in “silos”
Line
of
Business
Opera/ons
Business
Analysts
Developers
Quality
Assurance
Enterprise
Architecture
CIO
Customer
Experience
CMO

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Siloed roles increase hand-offs
Project A
Project B
Project C
Old Goal: Maximize Utilization
New Goal: Maximize Throughput

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The Delivery-Centric Organization
Integrated
Product
Teams
Communities of Practice
Servant-
Leadership
LOB
CMO
CIO
…

21. © 2015 Forrester Research, Inc. Reproduction Prohibited 21
Idea
proposed
Understand
Needs &
Invent
Solutions
Functional
Testing
Deploy
Solution
Customer
Value
Load,
Performance,
Security, …
Testing
UAT/
Exploratory
Testing
Release
Decision
Develop,
Commit & Build
Drive Better Results With Feedback
Feedback
New Capabilities
Better Customer Outcomes
Less Waste Lower Cost
Higher Customer Retention
Higher Customer Satisfaction
Faster Time-to-Market

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http://media-cdn.tripadvisor.com/media/photo-s/02/ce/93/e8/auditorium-theatre.jpg
The assumption that speed and quality are
inherently opposed is wrong.
Manual quality processes can be little more than
Risk Management Theater

23. © 2015 Forrester Research, Inc. Reproduction Prohibited 23
Traditional
practices
Delivery Speed
Risk of
Failed
Release
High
Low
Years Days
DevOps
practices
DevOps Practices ︎speed + ➡︎risk
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24. Thank you
forrester.com
Kurt Bittner, Principal Analyst
kbittner@forrester.com
@ksbittner

25. Learn more at Headspring.com
Making the Connection
Best Practices and Case Studies of Continuous Delivery
Connecting IT and Business
Glenn Burnside
Executive Vice President, Operations
August 26, 2015

26. Learn more at Headspring.com
Very Quickly: About Headspring
Headspring is a business transformation catalyst with
a unique and accelerated planning and delivery model
that aligns software application portfolios to
enterprise business goals – providing the best ROI in
the industry via:
• A 98.2% project success rate
• 100% onshore technical collaboration
• Rapid delivery model
• Value-based, fixed-cost bids
• 3 Texas offices; Austin, Dallas and Houston
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Objectives
Data Collection
Analysis
Value Case
Roadmap
Portfolio
Rationalization
Strategy
Development
Optimization
Mobile
Strategy
Development
Re-platform
Cloud
Modernization
Consolidation
Retirement
Greenfield
Application
Development
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27. Learn more at Headspring.com
Where Continuous Delivery Has Saved the Day
• Re-Doing a Failed Project
• Business Transformation
(High-Profile Stakeholders)
• More than 1K Users
• One SoR for Many SoE
(ERP / MES / Major Integrations)
• High Visibility / Scrutiny
(Often Including Government)
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Best Practice 1: Strategically Smaller Batches
• Reduces risk, increases velocity and
opportunities for feedback
• Starting with “must have” functionality gives
real world data to support which “nice to
haves” are really valuable
• Delivery to separate business units at a time
lets you stabilize the business function with
each deployment
o Instead of churn across multiple departments
at once
• Flexible architecture for new systems that
support integration with legacy systems
make this possible
Case Study:
Business Challenge:
In their mission to support and coordinate
communications and advocacies among member
counties (representing 80% of the population of Texas)
they must be responsive to legislative mandates and the
amassed constituents.
28
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29. Learn more at Headspring.com
Best Practice 2: A Change Management Plan
Project Documentation for All
1. List factors contributing to the plan
(why change?)
2. Define the type and scope of change
(what will it affect?)
3. Detail stakeholder support
4. Create a change management team
5. Create a communication plan
(communications should come from
high-level sponsor)
Add to AppDev Documentation
6. Develop an approach with
organizational management
(allow each senior staff member to
provide feedback and work with
each to create an active role in
demonstrating and championing
changes)
7. Draw up a plan for each stakeholder
8. Track resistance
9. Address roadblocks
Source:http://www.wikihow.com/Write-a-Change-Management-Plan
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30. Learn more at Headspring.com
Best Practice 3: Take Advantage of Deployments
• Ensure deployments can be
leveraged productively by
stakeholders
• Deploy for feedback and training
o Understand which group needs
more runway while developing the
project milestones
o Understand which group will have
more proclivities while developing
milestones
Case Study:
Business Challenge:
After going public, the company needed to take a more
strategic approach to enhancing and maintaining the
custom in-house ERP app it had relied on for years.
Developed and maintained by an independent
contractor, the application had outgrown its usefulness
and was preventing the company from achieving its
business goals and satisfying regulatory requirements.
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Commonalities of the Case Studies
• Business-critical projects
• Could not be
handled internally
• Could not be
outsourced offshore
• Incremental go-lives ensured
project buy-in (and often self-
funding) before end of project
• Fixed-cost
31
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32. Learn more at Headspring.com
Making the Connection
Best Practices and Case Studies of Continuous Delivery
Connecting IT and Business
insights@headspring.com
@headspring
www.headspring.com
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