DevOps: Entrega Contínua de Inovação por Software
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O documento discute a abordagem DevOps para entrega contínua de software e inovação. DevOps permite que empresas avaliem oportunidades de mercado e reduzam o tempo de resposta ao feedback dos clientes. Isso é feito através da integração entre desenvolvimento, teste e operações para acelerar a entrega de software e equilibrar velocidade, custo, qualidade e risco.
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DevOps: Entrega Contínua de Inovação por Software
- 1. IBM DevOps Visão Geral Pedro Britto IBM Software, Rational
- 2. Inovação nos negócios é, cada vez mais, entregue via software O ritmo de mudanças nos negócios exige agilidade Software responde por quase 80% das inovações funcionais da indústria automotiva Sistemas de cirurgias robóticas possuem a capacidade computacional de 7 laptops A380 tem mais que Até 2020 90% Tecnologia é a principal força As necessidades dos negócios estão cada vez 100 milhões de linhas de código impactando os negócios atualmente 2 2 das transações nos EUA serão sem dinheiro mais associadas às experiências do cliente
- 4. O mundo agora é multi-screen • • • 67% dos compradores online usam mais de um canal para suas compras Comércio contextualizado a partir da mobilidade e de análises dos dados representará $85Bi em transações em 2015 Gartner “Análises pervasivas, uma máquina de marketing operando em tempo real e integração multi-canal avançada pode mais que dobrar as taxas de conversão” Accenture Source: Google, “The New Multi-screen World: Understanding Cross-platform Consumer Behavior, Aug 2012 Gartner: Context-Aware Computing Industry Heat Map 3/11 Accenture, “Banking 2016”, 2012 4
- 5. Empresas que efetivamente inovam nos softwares superam seus concorrentes... mas, poucas são capazes de entrega-la 86 % Das empresas acreditam que a entrega de software é importante ou crítica Mas apenas… 25 % Entre os que alavancam a entrega de software 69 Superam os que não usam Entregam software efetivamente 5 5 % Source: “The Software Edge: How effective software development drives competitive advantage,” IBM Institute of Business Value, March 2013
- 6. O ciclo de vida do software requer uma perspectiva mais ampla Melhor gerenciamento afetam criatividade individual, produtividade do time e o bottom line da empresa Desafios CHALLENGES Processos manuais, duplicados, custam caro geram erros, atrasam a inovação e impactam a competitividade Clientes 6 6 Implementações lentas nos ambientes de desenvolvimento e testes deixam os times parados e improdutivos Gerentes de Produtos Riscos de instabilidade derivados da gestão de múltiplas configurações e versões Desenvolvimento de Software & Produtos Operações/ Manufatura & Suporte
- 7. Mudanças de mercado exigem uma mudança drástica na forma como as empresas tratam do ciclo de desenvolvimento de software Big Data Cloud Social Mobile Instrumented Products Tendências tecnológicas Drive the need for agility 7 Intelligent/ Connected Systems
- 8. Uma abordagem para entrega contínua de inovação por software dev·ops nome 'dev-äps Capacidade corporativa para entrega contínua de software, permitindo a avaliação das oportunidades de mercado e redução do tempo de reação ao feedback dos clientes DevOps Lifecycle Clientes Gerentes de Produtos Desenvolvimento de Software & Produtos Operações/ Manufatura & Suporte Inovação, Feedback e Melhorias Contínuas Reduza o tempo para obter e responder ao feedback do cliente 8 8 Acelere a entrega do software Equilibre velocidade, custo, qualidade e risco
- 9. Caminhos para a adoção do DevOps DevOps Lifecycle Gerentes de Produtos Clientes Desenvolvimento & Teste Operações/Produção Planeje e Meça Desenvolva e Teste Release e Deploy Monitore e Otimize Fundação DevOps Open Lifecycle and Service Management Integration Platform OSLC 9 9 Melhores Práticas Ecossistema Inovação, Feedback e Melhorias Contínuas
- 10. www.ibm.com/devops www.ibm.com/software/rational jazz.net O Mundo Depende de Software Pedro Britto pbritto@br.ibm.com © 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. 10 10
Editor's Notes
- {"5":"Main Point: We know organizations have a gap between the software delivery capabilities they need to succeed and the ones they have in house currently. Successful organizations know that when they improve their abilities in this area, they increase their success. \nIn fact a recent IBV study where organizations self-reported that... Insights from 435 executives in 58 countries, spanning 18 industries\n85% realize and reported it is important to critical\nOnly 25% say they are able to fully leverage software delivery effectively \nSo there is a gap -- but when companies that can close the resulting execution gap stand to benefit. \nAlmost 70 percent of the companies currently leveraging software development for competitive advantage outperform their peers from a profitability standpoint\nTRANSITION – so there is a huge opportunity for our clients to close that gap…let’s move to the next slide and talk about how\n--------------------------------------------------------------------------------------------------\nNote: Outperformers were determined by a self-assessment of profitability against peers in the industry, ranging from 1 (Significant underperformers) to 5 (Significant outperformers) Significant outperformers were ranked as a 5, Average performers a 3-4 and Underperformers 1-2\nnew Rational/WebSphere IBV Study "The Software Edge - How effective software development drives competitive advantage" \nThis study examined the correlation between software delivery competency and industry competitive advantage\nInsights from 435 executives in 58 countries, spanning 18 industries\nRoles included executives at director level and above in IT and other software organizations\nSoftware delivery refers to all areas of development, operations, and support within IT and other development / engineering organizations\n“There was 54% of the companies who said they believe software is critical and 32 percent who called it moderately important – so that’s 86 percent of the respondents say software is either critical or moderately important and that points to the need for better tooling for software development and delivery.” said Randy Newell, director of capabilities marketing for IBM Software Group with a focus on the Rational brand.\n","6":"Main Point: When complexity affects quality, if affects the entire business. This costs your organization real bottom line cost, damage to your reputation and customer relationships and their loyalty, and then there is the risk of managing multiple applications that can cause product recalls – also damaging to the business. There are few examples here of major issues resulting from these challenges…\nSoftware glitch costs trading firm Knight Capital $440 million in 45 minutes – terrifying\nNew Zealand’s biggest phone company, Telecom paid out $2.7 million to some 47,000 customers who were overcharged after a software glitch\nSoftware failures were behind 24% of all medical device recalls last year \nTRANSITION … so what can organizations about these challenges?... Next slide\nREFERENCE DOCUMENTATION\nhttp://gizmodo.com/5931284/software-glitch-costs-trading-firm-440-million-in-45-minutes\nhttp://www.theregister.co.uk/2012/06/25/rbs_natwest_what_went_wrong/\nhttp://business.scoop.co.nz/2011/10/19/telecom-makes-2-7m-settlement-for-incorrect-meter-readings/\n","1":"Author Notes:\nThis is the IBM Rational standard template for internal and external Rational presentations. It was created in Microsoft PowerPoint Standard Edition 2003. This template is also converted and provided in Lotus Symphony v3.0.\nAdditional IBM Rational presentation assets and resources can be found on Rational’s Managing the Brand W3 Intranet site: https://w3-03.ibm.com/software/marketing/marksite.nsf/AllMarketingPages/Brand-Rational-rt_rtb?opendocument?opendocument\nIBM Rational Brand Overview slides, as well as other important brand messaging assets, can be found on the Rational Brand Content Page:http://w3-103.ibm.com/software/xl/portal/content?synKey=R789607U42052O71\nIf internal presentations are confidential, please add: “IBM Confidential” to the slide masters\nSelect: View / Master / Slide Master and add “IBM Confidential” to both the title master and slide master\nUse sentence case capitalization for presentation titles, slide titles, category labels and bullets: Format / Change Case / Sentence Case. Initial capitalization is limited to our products and offerings.\nApplying this template to your existing presentation\nTask Pane needs to be viewable: Select View / Task Pane\nSelect Slide Design - Design Templates from the Task Pane pull-down menu\nSelect “Browse” at the bottom, and find “Rational_Standard_Template.pot” on your hardrive and click Apply\nPlease note that not all slides will reformat appropriately once template is applied. Some reformatting will be necessary\nPrinting your presentation on a black and white printer\nPrior to printing your presentation, view the slides in grayscale mode: Select View / Color/Grayscale / Grayscale\nSelect problem graphics or text and right-click and select Grayscale Setting\nSelect the grayscale setting that displays the problem graphic/text the best\nNote: Changing the greyscale setting does not affect the color view\nReturn to Normal View by selecting View / Color/Grayscale / Color\n","7":"Main Point: Market is complex and changing the way businesses approach software innovation…\nShift 1: Exponential increase of empowered users and expectations for higher quality internal and external customer experience – businesses and people raising the bar every day\nShift 2: An increasingly volatile economic and changing regulatory environment \nShift 3: Emergence of disruptive technologies such as Cloud, Mobility, Social, Analytics and new delivery models such as Multisourcing where you focus on blending internal and external business and IT services for an optimal mix towards your business goals\nYou need a Product and Software Innovation approach that can address and manage the shifts to your best advantage.\nTRANSITON… however – there are challenges – so let’s talk about those on the next page\nMarket shift implications for sellers\nThe above factors have resulted in shift in purchase dynamics -- developers influencing LOB buyers for entire delivery stack (cloud, mobile, middleware, tools)\nMarket shifts are affecting how enterprise customers approach software innovation\nSystems of engagement (Mobile, Cloud centric Social, Big Data) workloads – are driving the need for rapid and continuous delivery environment to enable business agility\nIncreasing and volatile regulatory environment\nIncreasing multi -sourcing /software delivery models \nEmergence of new purchase dynamics\nDevelopers influencing LOB buyers for entire delivery stack : demand for accelerated delivery of new services is causing developers in LOB to initially consume services via external clouds and subsequently passing workloads back to IT to deploy on private clouds as the need for scale, robustness and compliance grows\nNew breeds of Cloud centric providers are emerging using DevOps value prop to attract developers\nNeeraj Notes:\nLike – Role of software from efficiency to new sources of revenue in the front office – whatever systems – the reality is there is a shift that the value has fundamentally moved and impacting business models.\nWhat about systems? The extended / expanded lifecycle still apply. \nMulti-sourcing – make sure DOORS annc has something about software supply chain – traceability across the supply chain \n3 imperatives key to an effective supply chain – bringing in business value – changed Jauguar’s mind – SCL – you can use to manage supply chain – partition requirements for different vendors – \nSoftware delivery needs a compressed time to market – agile approach has changed expectations of can be accomplished. \nExample: Dev can delivery weekly with an agile approach. Ops still can only release every 6 months. How do we bridge that gap?\nFor systems – a slightly different story but still need an expanded lifecycle – Dev – the software development happens here for systems. \nWith systems theDev – weekly – software dev happens here for systems\nDoes not translate – so lifecycle needs to be extended to reduce waste\nMust have better capabilities – important stakeholders – business owners and customer feedback – internal or external.\nThat is DevOps – \nImplications – have to provide new capabilities and the roles on different teams need to change – a new level of empowerment – to work across teams – and the focus has to be perceived quality – internal assessment – defects not just adequate – have to change the idea of quality\nMore agile, more reactive, leaner\n","2":"From the Agenda:\nBusiness innovation is increasingly being delivered via software. The rapid pace of market changes is driving the need for business agility. Digitization of business and customer experience are now at the fore-front and businesses must rapidly adapt to changing market expectations.\nThis reality is made more challenging by three shifts...\nVALUE CREATION IN EVERY INDUSTRY…\nWithout a doubt, software innovation is driving business innovation in all industries. Let’s take two examples that also directly impact people’s lives\nSoftware enables mobile devices to perform banking transactions: scan a check and then deposit it into your account, pay your bills online, transfer funds \nFaster delivery, high expectations. Engaging applications, robust backend systems\nMachines like the DaVinci surgical robotic system would not work without millions of lines of software code- assist the surgeon and her team to deliver better outcomes for the patient\n \nAchieving this level of business innovation would not be possible without innovation in software development and delivery.\nSoftware drives almost 80 percent of the automotive industry’s functional innovation\nSource: Jürgen Mössinger (2010) "Software in Automotive Systems," IEEE Software, vol. 27, no. 2, pp. 92-94, Mar./Apr. 2010, doi:10.1109/MS.2010.55\n-----------------------------------------------------\nSoftware in A&D has increased dramatically - F-35 will use 5.6 million lines of code. \nSource: The Australian Software Acquisition Management Course, Defense Systems Management College, March 2000.\n-----------------------------------------------------\nRobotic surgical systems contain 1.4 million lines of code, computational capacity of 7 laptops.\nSource: http://surgrob.blogspot.com/2009/02/da-vinci-s-robot-2.html\n---------------------------------------------\n90% of financial transactions in the U.S. will be cashless by the year 2020. \nSource: http://digitaldebateblogs.typepad.com/digital_money/2008/06/converging-worl.html\n","8":"From the Agenda:\nIn this new normal, the most forward thinking companies will: Establish an enterprise capability for accelerated delivery of software that enables them to seize market opportunities and reduce time to customer feedback, improve governance while balancing quality and cost \n","9":"Main Point: How do they address the challenges of today’s complexities and get to market faster with a quality product, service or application? The most forward thinking companies will establish an enterprise capability for accelerated delivery of software that enables them to seize market opportunities and reduce time to customer feedback, improve governance while balancing quality and cost.\nThey can do this by taking a lean and agile approach but expanded AND fully automated across an expanded lifecycle that includes customers, LOB / business owners, development / test and operations / production and really focus on achieving:\nAccelerate Software DeliveryExpanding collaboration to include customers, LOB and others to eliminate organization silosBalance speed, cost, quality and riskAutomating manual processes across delivery lifecycle to eliminate waste/delays and compliance trackingReduce time to customer feedbackEnabling a customer feedback loop for continuous improvement\nSo let’s look at an IT team that is leveraging a DevOps approach:\nCustomers using new apps pass requirements to the business, which clarifies customer need\nBusiness constantly passes requirements to development team, which builds, tests, and demos code\nDevelopment continuously releases new apps to operations, which continuously monitors them for effectiveness\nTRANSITION… So this approach to DevOps is ideal but how does an organization get from where they are today to this “new normal,”\n","10":"Author Note: Mandatory Rational Closing Slide (includes standard legal disclaimer). Available in English only.\n"}