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Presentation on the history of evolution of DevOps from CI. Delivered at Innovate Japan 2013. Hat Tip to Eric Minick who presented earlier version at Innovate 2013 in Orlando, FL ...

Presentation on the history of evolution of DevOps from CI. Delivered at Innovate Japan 2013. Hat Tip to Eric Minick who presented earlier version at Innovate 2013 in Orlando, FL

Japanese ver available here: http://www.slideshare.net/sanjeev-sharma/from-continuous-integration-to-dev-ops-japan-innovate-2013-japanese

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  • Speaker: Jeff
  • Scrum – Project Management to Scrum MastersCI – Build management. Used to have build guys. Now we have build tooling guys.There are bumps!
  • Scrum – Project Management to Scrum MastersCI – Build management. Used to have build guys. Now we have build tooling guys.There are bumps!

From Continuous Integration to DevOps - Japan Innovate 2013 From Continuous Integration to DevOps - Japan Innovate 2013 Presentation Transcript

  • From Continuous Integration to DevOps The Co-Evolution of Agile & Automation Sanjeev Sharma IBM Worldwide Lead – DevOps Technical Sales Executive IT Specialist, IBM Software Group sanjeev.sharma@us.ibm.com @sd_architect http://bit.ly/sdarchitect © 2013 IBM Corporation
  • Manifesto for Agile Software Development We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. © 2013 IBM Corporation
  • Continuous Integration (CI) “Continuous Integration is a software development practice where members of a team integrate their work frequently; usually each person integrates at least daily - leading to multiple integrations per day. Each integration is verified by an automated build (including test) to detect integration errors as quickly as possible.” - Martin Fowler © 2013 IBM Corporation
  • A Historical Perspective © 2013 IBM Corporation
  • CI is about discovering problems early Practice: Manual Continuous Integration – the practice of frequently integrating my work with the team – At least daily commit Tools: Automated Continuous Integration – Auto Tests (including build) on Commit – Send feedback to the team automatically © 2013 IBM Corporation
  • CI improves productivity and quality • 90% rise in LOC output/programmer when performing builds at least daily • 36% reduction in defect rate when integration/regression testing at each code check-in “Trade-offs between Productivity and Quality in Selecting Software Development Practices”, IEEE Software, Sept-Oct 2003 © 2013 IBM Corporation
  • 2001: First “CI” tools Cruisecontrol Anthill User Manual BUILDFORGE © 2013 IBM Corporation
  • Agile & CI in 2001-2004 Agile (XP) • Small teams • Developer-centric • High discipline • Co-located Continuous Integration • • • • Build focused Developer testing Open source Lava lamps © 2013 IBM Corporation
  • 2005-2010: To the Enterprise! © 2013 IBM Corporation
  • Enterprise Agile… Governance? “…clients told me of their plans to use Scrum on a $5 million project with 400 developers in three countries… “Its not the engineering practices that will trip us up, continuous integration, test first, refactoring – these things are understood. Its governance that’s going to be the problem.” major analyst firm © 2013 IBM Corporation
  • Agile and CI Pressures on Test and Ops • Ability to create software with business value quickens demanding more releases • CI means more builds are available to test • New Questions: – How do we test more rapidly and release more rapidly without unacceptable risk? – Does a Release process that worked when we had 18 month cycles work for a 1 month cycle? © 2013 IBM Corporation
  • Agile & CD in 2006-2011 Agile (Scrum) • Small, medium & large teams • Cross functional • Standardized • Distributed Continuous Integration Continuous Delivery • Self-service • Builds, tests & deployments • Enterprise rollouts • Shared infrastructure © 2013 IBM Corporation
  • Agile has conquered App-Dev © 2013 IBM Corporation
  • Challenges to accelerate software delivery Customers 41% experience development delays Business Owners 34% experience deployment delays Development/Test 45% experience production delays 14 © 2013 IBM Corporation Operations/Production 4-6 weeks to deliver code changes
  • Valuing “Working Software” means working in Production © 2013 IBM Corporation
  • DevOps: Agile Reaches Ops *image fromIBM Corporation © 2013 Dev2Ops.org
  • DevOps is… • Agile & Lean applied to the whole software delivery chain, not just developers – BizDevQaSecReleaseOps • Driven by efficiency and consistency • Optimizing software delivery end-to-end © 2013 IBM Corporation
  • DevOps is Disruptive Dev Ops • Very High Tempo  Slower Tempo • Can rebuild database / app from scratch  Incremental updates to Database and App – – No need for Rollbacks • Audit is nice to have  Audit Critical – – Security, traceability, separation of duties. • New Environments are common  Rollbacks are huge Security, traceability, separation of duties. New environments are rare © 2013 IBM Corporation
  • Deming Cycle • • • William Deming – American statistician Major influencer of Japanese manufacturing and business Famous for Plan-Do-Check-Act cycle (Deming Cycle) – • 19 I like “Adjust” versus “Act” PDCA cycles found in DevOps © 2013 IBM Corporation
  • DevOps approach: Apply Lean principles to software innovation and delivery to create a continuous feedback loop with customers 1 1. Get ideas into production fast 2. Get people to use it 3. Get feedback 2 Line-ofbusiness 3 Customer Adopt DevOps approach to continuously manage changes, obtain feedback and , deliver changes to users Eliminate any activity that is not necessary for learning what customers want © 2013 IBM Corporation
  • DevOps Enterprise capability for continuous software delivery that enables clients to seize market opportunities and reduce time to customer feedback DevOps Lifecycle Customers Business Owners Development/ Test Continuous Innovation, Feedback and Improvements Accelerate Software Delivery Balance speed, cost, quality and risk Reduce time to customer feedback 21 21 © 2013 IBM Corporation Operations/ Production
  • Shared tooling is hard build dev test system test UAT sign-off staging prod • Traditional organizational silos can inhibit the end-to-end infrastructure – Development-centric tools may be a poor fit for use in the data center – Operations-centric tools are rarely deployed upstream into development © 2013 IBM Corporation
  • In Production, we don’t deploy “a build” Ok, 12% deploy one build at a time © 2013 IBM Corporation
  • Need: A better model for the pipeline for Prod build dev test system test UAT © 2013 IBM Corporation sign-off staging prod
  • Need: A better model for the pipeline for Prod build dev test system test UAT © 2013 IBM Corporation sign-off staging prod
  • Use integrated pipelines with Snapshots build dev test Web Fetch from SCM dev test system test Build dev test system test Mid. Code system test UAT sign-off Mid. Config Config Extract DB Fetch from SCM dev test 3 system test system test prod Snapshot UAT 2 dev test staging 3 1 © 2013 IBM Corporation 2 Stage Signoff Prod
  • Agile & Automation Today Agile (Scrumban + DevOps) Automation • • • • • • Platform as a Service • Provision, build, test, deploy, monitor • Enterprise • Shared infrastructure Small & large teams Business to Ops Standardized Distributed RM build to Prod (Provision -> Monitor) © 2013 IBM Corporation
  • Read the manifesto with “In Production” We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. © 2013 IBM Corporation
  • Delivery Pipeline capabilities - Tools Incrementally adopt when/if needed Rational Focal Point Rational Requirements Composer IBM UrbanCode Release Chef SmartCloud Orchestrator IBM PureApplication System IBM UrbanCode Deploy Line of Business Jenkins Rational Build Forge Rational Team Concert Rational Quality Manager Rational Test Workbench Rational Test Virtualization Server SmartCloud Application Performance Management Tealeaf © 2013 IBM Corporation
  • 30 © 2013 IBM Corporation
  • 31 © 2013 IBM Corporation
  • Related Exhibit The exhibition booth in relation to this session is: 01 04 14 13 第1会場 第 2 会 場 第3会場 基 調 講 演 会 場 12 ソリューション・ツアー 受付 11 総合受付 10 09 08 Information Wall 07 06 05 04 DevOps ゾーン 03 02 01 © 2013 IBM Corporation ものづくり ゾーン
  • Acknowledgements and disclaimers Availability: References in this presentation to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. The workshops, sessions and materials have been prepared by IBM or the session speakers and reflect their own views. They are provided for informational purposes only, and are neither intended to, nor shall have the effect of being, legal or other guidance or advice to any participant. While efforts were made to verify the completeness and accuracy of the information contained in this presentation, it 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, this presentation or any other materials. Nothing contained in this presentation 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. All customer examples described are presented as illustrations of how those customers have used IBM products and the results they may have achieved. Actual environmental costs and performance characteristics may vary by customer. Nothing contained in these materials is intended to, nor shall have the effect of, stating or implying that any activities undertaken by you will result in any specific sales, revenue growth or other results. © Copyright IBM Corporation 2013. All rights reserved. – U.S. Government Users Restricted Rights - Use, duplication or disclosure restricted by GSA ADP Schedule Contract with IBM Corp. IBM, the IBM logo, ibm.com, Rational, the Rational logo, Telelogic, the Telelogic logo, Green Hat, the Green Hat logo, and other IBM products and services are trademarks or registered trademarks of International Business Machines Corporation in the United States, other countries, or both. If these and other IBM trademarked terms are marked on their first occurrence in this information with a trademark symbol (® or ™), these symbols indicate U.S. registered or common law trademarks owned by IBM at the time this information was published. Such trademarks may also be registered or common law trademarks in other countries. A current list of IBM trademarks is available on the Web at “Copyright and trademark information” at www.ibm.com/legal/copytrade.shtml Other company, product, or service names may be trademarks or service marks of others. 33 © 2013 IBM Corporation