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Financially the issue is simple. Demands on software delivery resources are increasing and funding is decreasing. DevOps targets this dilemma: that both speed and efficiency must improve. This is why lean, agile, automation, and collaboration are key elements of any solution. At least 40% of your resources are probably wasted on non-value added effort. What if you could redirect this wasted resource to a Hidden Factory that dramatically improves your competitive differentiation? Hidden Factory is a Lean Six Sigma term. It is the additional output that would be possible if the resources you are currently directing at creating waste were released and redirected instead at creating value and innovation. Think about what cutting that waste by 50% or more would mean. This is the value of lean adoption and executing the core value proposition of DevOps. Reducing waste, duplication and process friction means we can spend less time on drudgery, duplication and rework, and more time on efficient innovation and smarter systems, products and services.
Over the years, these supporting artifacts have grown in complexity and resource burden far more than needed. Agile development methods evolved specifically to attack growth in this non-value added work. DevOps principles expand that same agile, lean thinking across the delivery lifecycle targeting the unnecessary overhead, rework and overproduction. Lean transformation is a central theme of DevOps to address this Hidden Factory opportunity. Some overhead is a necessity, but excessive overhead, excessive rework, overproduction of unneeded function points and time wasted in waiting are hidden factory opportunities. And everyone—executives, project leadership, and practitioners KNOW they spend a huge chunk of time in non-value added work that they want to streamline, automate or eliminate. Everyone buys in to this pain, and pretty easily.
Creating value in software delivery requires resources (effort and time) channeled into developing two types of artifacts: Product artifacts: Requirements, design, code, tests - but at the extreme, the primary deliverable is executable code in production. Requirements may start out as primary but they quickly become supporting artifacts later in the life cycle. Supporting Artifacts: Information that enables a team of people and stakeholders to communicate and collaborate toward a common objective. Plans, specifications, models, documentation, training, test stubs/drivers, progress reports, measurements, tradeoff studies, change requests, problem reports, compliance analyses, certifications, and others. Product artifacts transition through multiple states as work in progress. Work is either in-progress or in-backlog (waiting). Work in progress consists of: value-added transformations of the product artifacts, and overhead (non-value added) activities consumed in supporting artifacts. Moving, managing, measuring and monitoring supporting artifacts is where automation platforms can enable quantum leaps in efficiency and eliminate manual overhead effort and slower human response times. This is the key to tapping into the Hidden Factory.
In any lean transformation, quantified understanding of your current situation and incremental improvement trends are the steering mechanisms. All these artifacts can be managed as discrete work items transitioning through states of completeness. A management system with supporting instrumentation is needed to steer the FLOW of artifacts through a progression pipeline. That is a key feature of IBM’s platform. It enables an artifact-based delivery pipeline that optimizes flow of work in progress. While the pipeline manages and measures the flow of all artifacts, it is the flow of the primary product artifacts that measures true progress and quality trends. These measures of work-in-progress are much more honest than the traditional measures of activities-in-process derived from supporting artifacts. Predictability and confidence in forecasted outcomes improves dramatically when the steering mechanisms are honest and transparent and managed as locally as possible.
When we explicitly differentiate overhead activities from productive activities with clients or with our own IBM teams, we see lights go on. Eyebrows raise, people put down their mobile device, they shuffle in their seats, and discussions heat up. It is a powerful catalyst for reasoning about what is value-added and what is not? And then, where can we improve? First, we make two lists, supporting activities and primary value added work. Then we prioritize the lists to identify the top 3 to 5 overhead efforts that are consuming too much resource and the top 3 to 5 valuable efforts that we wish we could invest more in. Just try this exercise in your own context with your teams. Whether you manage engineers, marketers, operators, developers or finance professionals, you will have an eye-opening conversation.
[Here we end with an example. Now if we had a lean self assessment that provided insight into this simple exercise for a client, we could immediately follow-up with that. Or, we could just lead a discussion with the client on where there key sources of waste are, and where they would spend more time if they could get that wasted effort back. The sales team gets immediate 1st order feedback on the pain and opportunity.] Here is an example opinion that came from a survey of about 200 executives and technical leaders in Indian System Integrators late in 2013. One of the recurring themes that we have seen in such surveys and workshops with our customers is that the perceived fat is usually burdened too much onto the practitioner population and the desired improvements are usually centered more on the leadership team. As in most transformations: the bottleneck is usually at the top of the bottle.
UrbanCode improves software delivery enabling continuous release and deployment via application release automation, helping to drive down costs, speed time to market and reduce risk. To complement IBM’s DevOps solutions already in place, UrbanCode was acquired to strengthen the Release & Deploy segment Speak to changing delivery mindset: Infrastructure Developer vs. Operator/Administrator Need to bring a software development mindset to the operational areas Replicate, where appropriate, standard architecture/development tools and methodologies Use an Agile approach to delivery of routine tasks Continuous, incremental improvements and delivery of new functionality Automated unit and integration testing improves operational runtimes Version management for scripts & source code Automation routines and scripts are fundamental to Operations Central point of truth as routines and environments change Identify possible regressions by comparing with prior versions Example Managed Assets: Perl, Jython, WSADMIN, ANT scripts, Service orchestration routines (opsware, buildforge, etc),
Replace with new diagram – UC product logos consistent throughout
Seamless process flow for incremental, full stack provisioning and application deployment automation Extend UrbanCode Deploy to capture Resource Templates Describe desired pattern to use from the cloud Associate application components to pattern resources
Words to be integrated: Jazzhub – The JazzHub developer tools allow you to develop and collaborate on software projects in the cloud. Fully hosted task tracking, agile planning, integrated source control, and continuous delivery so you have everything you need to develop and deliver your next app, feature or product quickly and with high quality. IBM&apos;s JazzHub (hub.jazz.net) is IBM’s premiere hosted environment for Cloud application development and delivery and it is optimized for use with BlueMix to provide a streamlined rapid development experience with built-in DevOps capabilities, and in the future will support other PaaS runtimes. JazzHub provides free public projects and fee-based Private projects (free during Beta). JazzHub enables fully browser-based development through built-in Eclipse Orion technology, and directly supports the Eclipse and Visual Studio IDE&apos;s. The JazzHub Eclipse plug-in includes a cloud explorer and supports development of composable, polyglot and multi-channel applications, including direct support for Worklight... and deploys to a hosted or local BlueMix PaaS instance, and in future will support other PaaS runtimes. JazzHub provides class leading application deployment automation and release coordination services ensuring high quality, rapid delivery, and responsive customer feedback. The JazzHub technology and client tools will be available for on-premise deployments in 2014.
Mandatory closing slide (2 of 2) Thank You Slide (available in English only).
Enabling DevOps in the cloud - Federal Cloud Innovation Center