Watch the replay: https://www.youtube.com/watch?v=SEu9tVVK_-U&feature=youtu.be
Explore the common operational challenges many DevOps teams are facing today, how the traditional IT Operations best practices could be leveraged for use in a DevOps methodology, and how new operations management tools can help you carry out those best practices to meet your goals on an on-going basis.
3. Today’s innovation pace demands a new management paradigm
#Agile
#Cognitive
#Social
#Flexible
#DevOps
#Dynamic
#Efficient
#Collaborative
#Cloud
4. As Users & Discipline Focus Evolves – Similar Challenges
Remain
Developer in a DevOps team Operator, Site Reliability
Engineer and peers
Lead Operations Engineer
Can we keep up with
changes and rollouts? How can I restore
service fast?
What are the on-going problems,
how can I improve efficiency?
of new apps will
use cloud-enabled
continuous delivery
and cloud-native
app architectures*
60%
* IBM Research
of apps running in
public cloud
environments will be
considered mission-
critical *
50%
By 2020 …
of ownership and usage
of operations practices
and tools are outside of
IT Operations teams*
50%
of organizations cite lack
of collaboration between
Development &
Operations as a top
inhibitor of innovation*
40%
Currently…
5. Polling Question #1
Where does your company’s operations management
happen?
A. All in a central IT Ops group
B. All outside a central IT Ops group
C. Mix across central IT and other groups
D. External service provider
6. Operations Management Transformation to Agile
Some, big Projects Many, small
2-3 years Time to go live 2-3 months
Lower Change rate Higher
Centralized Governance Decentralized
Operational Excellence Goals Transformation & Differentiation
Hybrid Apps
Agile Management
DevOps, LeanTraditional Management
ITIL, CMMI
Hybrid Ops
Traditional Mode Agile Mode
Systems of Engagement
Cloud-Native
Systems of Record
On-Premises & Private Cloud
7. Polling Question #2
How agile is your organization?
A. Highly - (Hourly or Daily deployments, continuous deployments, deploy directly to production,
automated)
B. Predominantly - (Weekly - monthly deployments, change control prior to production)
C. Minimally - (Quarterly deployments, periodic deployments, change control prior to production)
D. Not agile at all
8. More structured, effective operations improves the entire
lifecycle:
Focus on what matters mostGet rid of the noise Resolve incidents faster
Automatically prioritize my
work, eliminate noise
Collaborate effectively
across teams
Guide me and automate issue
resolution
Ops Goal: 75% fewer events to operators
and 30% faster incident MTTR
Dev Goal: Faster time to market,
reduce disruptions
Shift LeftShift Right
Dev Test Stage ProdStop
9. Polling Question #3
Which of the following areas of responsibility do you
have?
A. Development only
B. Operations only
C. Both Development and Operations, but no
Deployment
D. Development, Operations and Deployment
10. Structure and Efficiency Starts with Automated Event & Incident
Management:
Detection Correlation Prioritization
Notification Collaboration
Resolution
Dynamic lifecycles amidst constant
change:
• Application launches & changes
• Virtualized infrastructure movement
• Digital transformation
• Organizational changes
• Business initiatives
• External: weather, disaster, cyber attacks
…
Control of the source not required to detect and resolve incidents as they happen
11. 11
IBM’s Approach to Cloud Event Management
Expedite problem determination
Restore service quickly
Bridge the gap between Dev and Ops
Analyze and improve operational health
Consolidated operational event and incident correlation, prioritization and resolution in the cloud
• 95% faster time to acknowledge incidents
• 75% less time performing event investigation
• 50% less repeating events
• 50% less generated incidents
IBM’s Operations Management track record sets the bar:
• 30% faster incident resolution
• 75% fewer events presented to operators
Check out IBM Cloud Event Management here: https://console.bluemix.net/catalog/services/event-management?env_id=ibm%3Ayp%3Aus-south
7 major shifts that mobility has brought about in the work place: agile, flexible predictive…. A growing number of forward thinking clients are focusing on how Mobile has transformed the workplace and changed the support needs of their employees. Marketing: 2016 Marketing Campaigns – Mobile Client Care Services, Mac at Work – will be targeted at retaining Existing IBM Clients, Competitive Winbacks, and Director of End User Computing, and CIO / IT Buyers.
Today’s innovation pace demands cognitive insights and acceleration in the way Dev, Ops and LOB work together – a new paradigm in the workplace
Problem Statement
The rising demand for continuous application roll outs and infrastructure updates is adding pressure on small and under-staffed, time-constrained teams that are distracted by hundreds of disparate sources of measurement, disconnected perspectives; disrupted, lengthy troubleshooting efforts.
Chaos ensues when business-dependent services slow down or have an outage.
Ops & DevOps need to improve how they coordinate and prepare for continuous app rollouts into production, operations first responders to expedite responsiveness and resolution of events, operations leaders to improve efficiency by turning knowledge and observed activity into guidance and automation
Continuous, rapid pace of application roll outs and infrastructure updates;
Time-constrained teams distracted by hundreds of disparate sources of measurement;
Disconnected perspectives;
Disrupted, lengthy troubleshooting efforts
Chaos ensues when services slow down or have an outage
What best describes your organization? A) Development and Operations are on the same team; B) Development is separate from a Central IT Operations team; C) Development is separate and reliant on multiple Operations teams
Source: The agile CIO: Mastering digital disruption. http://blog.kpmg.ch/the-agile-cio-mastering-digital-disruption/
Delays, disruption and risk of error throughout each phase of the Incident Lifecycle
Traditional operations management process methodologies and the tools available to manage the incident lifecycle fuel manual steps that don’t sufficiently drive greater efficiency. In many organizations, the commonly accepted best practices encourage extra steps for Operations teams in order to track the processes, maintain control of staff efforts and
Too reliant on ticketing
Finding problems is not enough
users need empowerment to solve problems
Simple, redundant tasks create noise and distraction
Which of the following areas of responsibility do you have? A) Development only B) Operations only C) Both Development and Operations, no Deployment D) Development, Operations and Deployment responsibilities
Dynamic lifecycles amidst constant change …
Fuel scope of potential problems from:
Application launches & changes
Virtualized Infrastructure changes
Digital transformation
Organizational changes
Business initiatives