From ITOM to DevOps
An archestra notebook.
© 2013 Malcolm Ryder / archestra
How It’s Working Out

“DevOps” is a service production approach
discovering itself within an existing larger
landscape of ...
Business Problem: Build for effective Run
“Ops” is expected to receive
releases and be the custodian
of the successful bus...
Solution: integrated management
Collaborative
management of
objectives and
resources

Capability Goals
Business Process
Ma...
Ops Responsibility is making demands
on Dev Accountability
What is IT operations management - ITOM?
IT operations manageme...
Business combines User and Ops Requirements
Business now predicates its competitiveness, and thereby its success,
on visib...
DevOps designs against Risk to ROI
Without actual sustained capability being produced and maintained, Agility
is just an i...
Production Design

But if the business will avoid driving
off the tracks with it, the combination
of Dev and Ops must reco...
“Make it Quickly”:
Going from RAD to Agile is… from Product to Value
Product-oriented RAD

Value-oriented AGILE

• Focus o...
“Implement it Correctly”:
Extending from Agile to DevOps is …from Value to ROI
Quality/Purpose of function
via Agile

Risk...
Strategy

Benefit

Benefit
Event

Impact

Output

Systemically
stable?

Impact
Event

Output

Conditions

Functionally
coh...
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From ITOM to DevOps v1

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Much less confusing than the hundreds of overlapping and competing descriptions from technologists, a business bird's-eye view of DevOps shows several big parts of IT management catching up to the whole.

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From ITOM to DevOps v1

  1. 1. From ITOM to DevOps An archestra notebook. © 2013 Malcolm Ryder / archestra
  2. 2. How It’s Working Out “DevOps” is a service production approach discovering itself within an existing larger landscape of management for agility. It supports sustained agility of service delivery to the business. MANAGEMENT AGILITY APPS DEVELOPMENT AGILE REQUIREMENTS ARCHITECTURE IT SERVICES SERVICE DELIVERY PORTFOLIO RELEASE ORCHESTRATION INFRASTRUCTURE OPERATIONS AUTOMATION
  3. 3. Business Problem: Build for effective Run “Ops” is expected to receive releases and be the custodian of the successful business use of the releases. But logically, this means that releases must also meet Ops requirements, not just User requirements. requirements environments delivery RELEASE usability DEVELOP compatibility DEPLOY integrity MANAGE integration quality supportability Completeness Complexity sustainability © 2013 Malcolm Ryder / archestra Effective Scope Users want to have any features important to them, as soon as possible. Trade-offs between familiarity and innovation are accepted but with high sensitivity to the “expected user experience” promised.
  4. 4. Solution: integrated management Collaborative management of objectives and resources Capability Goals Business Process Management USERS OPS Collaborative management of requirements and releases Business Analysis Agility Goals DEV Solution Goals © 2013 Malcolm Ryder / archestra EXECS Performance Goals
  5. 5. Ops Responsibility is making demands on Dev Accountability What is IT operations management - ITOM? IT operations management (or more commonly, just "operations") is generally agreed to encompass the day-to-day tasks related to the management of technology infrastructure components and the more granular needs of individual applications, services, storage, networking and connectivity elements of a total IT stack in any given deployment scenario. -- CWDN: The Computer Weekly Application Developer Network
  6. 6. Business combines User and Ops Requirements Business now predicates its competitiveness, and thereby its success, on visibility, speed, and maneuverability. Knowing where it is going, getting there quickly, and not losing control is the summary agenda for the business reliance on IT. This simplifies the management messages that matter, and IT management follows up on the message received. If IT will be the vehicle for business success, then the design of the vehicle must have an appropriate architecture for the purpose.
  7. 7. DevOps designs against Risk to ROI Without actual sustained capability being produced and maintained, Agility is just an idea. Forcing agility requirements into inadequately managed deployment dramatically increases the complexity and risk of change. Operational risk is minimized by the practice of design: using architecture principles to assure that construction meets environmental constraints on usability. Architecture works both on the plan before, and on the sign-off after, the production of a solution. • The DevOps approach brings environmental requirements and support dependencies into the front end of the development process. • Orchestrating future-oriented releases for deployment aligns them to the current environment.
  8. 8. Production Design But if the business will avoid driving off the tracks with it, the combination of Dev and Ops must reconcile the functions and risks of the enabler. This means that for actual usability of the enabler, a BUSINESS DESIGN of the enabler is required that is comprehensive across builds, deployments, and support. © 2013 Malcolm Ryder / archestra The business presumes that capabilities needed for performing will be in place as needed. The easy expectation is that to cause this, DEV (development) will make the enabler, and OPS (operations) will assure it runs adequately. PLANNED RELEVANCE performance function MEANINGFUL SCOPE risk ARCHITECTURE EXPERIENCED QUALITY IMPLEMENT IT CORRECTLY Clockwise: Acknowledge real world constraints Counterclockwise: Adapt to new business needs
  9. 9. “Make it Quickly”: Going from RAD to Agile is… from Product to Value Product-oriented RAD Value-oriented AGILE • Focus on rational decrease in risk of defects • Reusable software components • Fixed specs • Dev teams and test teams • Parallel work • Prototypes • Eventual single release • Focus on rational increase in readiness for usage • Architecture & interfaces • Evolving requirements • Hybrid teams • Collaboration • “Done” feature subsets • Frequent “Iteration” releases
  10. 10. “Implement it Correctly”: Extending from Agile to DevOps is …from Value to ROI Quality/Purpose of function via Agile Risk/Benefit of deployment via DevOps • Provide deployables relevant to current requirements of the business • Functionalities • Evolve user solution • Release to Portfolio • Manage deployments appropriately for business continuity • Systems • Evolve business capability • Release to Environment
  11. 11. Strategy Benefit Benefit Event Impact Output Systemically stable? Impact Event Output Conditions Functionally coherent? Output Event Returns: Progress towards objective MANAGE Benefit Impact DEPLOY DEVELOP Investments: Resources for Activity Understanding ROI Sustainable Capability Structurally sound? © 2013 Malcolm Ryder / archestra

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