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DevOps Thinking for the Line of Business

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Slides from session at InterConnect 2016

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DevOps Thinking for the Line of Business

  1. 1. DEV-5977 : DevOps thinking for the Line of Business Sanjeev Sharma CTO, DevOps Technical Sales and Adoption IBM Distinguished Engineer, IBM Cloud
  2. 2. Please Note: • IBM’s statements regarding its plans, directions, and intent are subject to change or withdrawal without notice at IBM’s sole discretion. • Information regarding potential future products is intended to outline our general product direction and it should not be relied on in making a purchasing decision. • The information mentioned regarding potential future products is not a commitment, promise, or legal obligation to deliver any material, code or functionality. Information about potential future products may not be incorporated into any contract. • The development, release, and timing of any future features or functionality described for our products remains at our sole discretion. • Performance is based on measurements and projections using standard IBM benchmarks in a controlled environment. The actual throughput or performance that any user will experience will vary depending upon many factors, including considerations such as the amount of multiprogramming in the user’s job stream, the I/O configuration, the storage configuration, and the workload processed. Therefore, no assurance can be given that an individual user will achieve results similar to those stated here. 1
  3. 3. What’s the Business Problem? DevOps is the answer
  4. 4. ©2015 IBM Corporation 2 March 20163 What’s putting the world’s top Line of Business executives on edge? ©2015 IBM Corporation IBM 3
  5. 5. ©2015 IBM Corporation 2 March 20164 “The ‘Uber syndrome’ – where a competitor with a completely different business model enters your industry and flattens you.” Judy Lemke, CIO, Schneider, United States ©2015 IBM Corporation In the next 3-5 years, 54% of CxOs expect challenges from competitors outside their industry. 4
  6. 6. 5IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale. Challenges IT faces in delivering innovation • How to rapidly deliver new, innovative applications, leveraging modern architectures? • How to modernize existing applications to enable them for faster delivery and innovation? • How to adapt culture, tools and processes to succeed? IBM 5 ©2015 IBM Corporation 80% of CxOs are experimenting with different business models or thinking of doing so
  7. 7. 6 What does the Line of Business want from IT? Product Owner Senior Executives Users Domain ExpertsAuditors Gold Owner Support Staff ExternalSystem Team Operations Staff Team MemberTeam Lead Team MemberTeam Member Line-of-business Customer IT Agility - Velocity - Innovation
  8. 8. 7 “Shadow IT” for Agility – Velocity – Innovation “Shadow IT” Collaborative IT Ø Security Ø Privacy Ø Scalability Ø Governance Business Needs IT needs Ø Innovative solutions Ø Time to value Ø Up-to-date capabilities Ø Always available Shared vision and execution
  9. 9. 8 DevOps approach: Apply Lean principles accelerate feedback and improve time to value People Process Line-of- business Customer 1 3 2 1. Get ideas into production fast 2. Get people to use it 3. Get feedback ContinuouslyImprove: I. Application Delivered II. EnvironmentDeployed III. Application and EnvironmentDeliveryProcess
  10. 10. How does the Line of Business get and use Feedback? • Feedback Needs to be: • Consumable • Actionable • Timely • Feedback on: • Application usage patterns • User sentiment • Feedback should impact: • “Agile” Product Management • Continuous Funding 9
  11. 11. Understanding Multi-Speed IT Innovation AND Optimization
  12. 12. 1 1 Balancing Innovation and Optimization Industrialized Core Deliver at regular cadence • Waterfall -> Agile • Stability • Predictability • Lean Delivery pipeline • Core and Legacy Hybrid Infrastructure – Physical, Cloud • IaaS/PaaS Innovation Edge Rapid Delivery for Innovation • Agile • Antifragile • Experimentation • New and Innovative Hybrid Cloud • PaaS Partner Ecosystem API Economy • Monetization • Service providers and consumers APIs APIs APIs Cloud Enabled/LegacySystems Cloud NativeSystems Evolving to an agile enterprise with Hybrid IT: https://ibm.biz/BdHhdg Where is your IT Budget being spent?
  13. 13. 1 2 Delivering a Business Capability is complex Application A Application B Application C Application N BusinessRelease …
  14. 14. 13IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale. Balancing Optimization and Innovation Innovation Optimization Stay ahead of the competition by rapidly deliver new, innovative applications and by leveraging modern architectures (incorporating cloud, mobile, social and analytics). Optimize and modernize existing applications to leverage existing intellectual capital and enable them for faster delivery and innovation. 13 ©2015 IBM Corporation IBM
  15. 15. 1 4 IBM Addresses Multi-Speed IT Industrialized Core UrbanCode • IBM Hybrid Cloud • IBM Rational Development Tools IBM Garage Method Agile/Innovation Edge IBM Bluemix • Containers • Microservices IBM Garage Method Partner Ecosystem API management APIs APIs APIs
  16. 16. IBM Can Help Innovation AND Optimization
  17. 17. 16IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale. IBM 16 ©2015 IBM Corporation • Implement application delivery platforms and methodologies to leverage existing applications for innovation • Address the practices & challenges that disrupt execution • Introduce the flexibility & speed of a startup to the enterprise. Maintenance Design Q â80% Qâ50% Reduce Cycle Time M â30-50% Reduce Defect Density 4 â15-20% Reduce regulatory costs IBM Can Help $ â98% º â89% Reduce Cost to Release Reduce Time to Release
  18. 18. 17IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale. Cultural Transformation Combine industry best practices for Design Thinking, Lean Startup, Agile Development, DevOps, and Cloud to build and deliver innovative solutions. Prepare for the digital invaders Tools that users love • Experience centered on out-of-box UIs • Lightweight integrations to streamline workflows • Entirely open and customizable Open by default on Cloud • Increase visibility to drive agility • Facilitate collaboration across team & organization boundaries • Leverage social contribution mechanisms Culture CloudTools ©2015 IBM Corporation IBM 17
  19. 19. 18IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale. Shopper’s experience conceptualization & developers portal assist merchants’ developers to use the bank’s APIs • Validate whether potential merchant partners would integrate Point Payment & customers use it • Minimize cost & time of integration for merchants; Bluemix connects to the systems of record • Deliver fast – security, test APIs, API mgmt, developer portal, 4 SDKs in 10 weeks • Try IBM Garage Method & understands existing barriers to innovation & agility This project enabled the bank to… Innovation Case Study: International bank expands loyalty points program to add customer value ©2015 IBM Corporation IBM 18
  20. 20. 19IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale. Optimization and Innovation Case Study: Large UK Bank speeds app delivery across hybrid cloud • Rapidly deliver innovative business capabilities leveraging services and applications deployed across hybrid environments This project enabled the bank to… Bottlenecks: • Lack of Release Planning • Inability to test when needed, due to unavailability of Test Environments as and when needed • Coordinating complex Releases, made up of deployments across Hybrid Environments Solution: • Release Planning with IBM UrbanCode Release • Deployment Automation a cross Hybrid environments with IBM UrbanCode Deploy • Automated Provisioning and Management of Dev and Test Environments with IBM Development and Test Environment Service ©2015 IBM Corporation IBM 19
  21. 21. 20IBM Getting the balance right: Where do I start? • Work with your stakeholders including your CIO, CTO or Senior Application Development Executive to: – Identify education opportunities for development teams in new technologies and platforms in order to quickly react to or innovate faster than competition – Prioritize areas for optimization of existing applications, increasing innovation and freeing resources for innovation – Engage IBM expertise and best practices for success – Sponsor IBM DevOps Workshops
  22. 22. 21IBM Sponsor a DevOps Optimization and Innovation Workshop • A strategic initiative to help develop a pragmatic approach for adoption of DevOps best practices • Builds on initiatives and capabilities already in place Goals: Understand business and IT goals for DevOps. Identify gaps in DevOps capabilities to achieve optimization and innovation. Results: A customer created prioritized list of DevOps practices and a roadmap for adoption. Audience: Executives and senior managers with participation from development and operations organizations. Duration: 6 to 7 hours, preceded by a 30 minute pre-call and a 2 hour presentation of results and recommendations ©2015 IBM Corporation 21
  23. 23. 22IBM Sponsor a Bluemix Garage Transformation Workshop Your people co-located in a startup environment with IBM experts in: • Business • Design • Development • Deployment Goals: Empower attendees to rapidly identify, develop and deploy applications for their target market, employing Design Thinking, prototype development and user testing. Results: A running app running on Bluemix based on an innovative idea created using transformational best practices and technologies Team: 8 to 12 people, mix of 25% analysts, 40% coders, 35% testers Duration: 2 – 3 weeks ©2015 IBM Corporation 22
  24. 24. Notices and Disclaimers • Copyright© 2016 by InternationalBusiness Machines Corporation (IBM).No partof this documentmay be reproduced or transmitted in any form withoutwritten permission from IBM. • U.S. GovernmentUsers Restricted Rights - Use,duplication or disclosure restricted by GSA ADP Schedule Contractwith IBM. • Information in these presentations (including information relating to products thathave notyetbeen announced by IBM) has been reviewed for accuracy as ofthe date of initial publicationand could includeunintentionaltechnical or typographical errors.IBM shall have no responsibility to update this information.THIS DOCUMENTIS DISTRIBUTED "AS IS" WITHOUT ANY WARRANTY,EITHER EXPRESS OR IMPLIED.IN NO EVENTSHALL IBM BE LIABLE FOR ANY DAMAGE ARISING FROM THE USE OF THIS INFORMATION, INCLUDINGBUTNOT LIMITED TO, LOSS OF DATA, BUSINESS INTERRUPTION,LOSS OF PROFIT OR LOSS OF OPPORTUNITY.IBM products and services are warranted according to the terms and conditions of the agreements under whichthey are provided. • Any statements regarding IBM's future direction,intentor productplans are subjectto change or withdrawal withoutnotice. • Performance data contained herein was generally obtainedin a controlled,isolated environments.Customer examples are presented as illustrations ofhow those customers have used IBM products and the results they may have achieved.Actual performance,cost,savings or other results in other operatingenvironments may vary. • References in this documentto IBM products,programs,or services does notimply thatIBM intends to make such products, programs or services available in all countries in which IBM operates or does business. • Workshops,sessions and associated materials may have been preparedby independentsession speakers,and do not necessarily reflectthe views ofIBM. All materials and discussions are provided for informational purposes only,and are neither intended to,nor shall constitute legal or other guidance or advice to any individual participantor their specific situation. • It is the customer’s responsibility to insure its own compliance with legal requirements and to obtain advice ofcompetentlegal counsel as to the identification and interpretationofany relevantlaws and regulatory requirements thatmay affectthe customer’s business and any actions the customer may need to take to comply with such laws.IBM does not provide legal advice or representor warrantthatits services or products will ensure thatthe customer is in compliancewith any law 2 3
  25. 25. Notices and Disclaimers Con’t. • Information concerning non-IBM products was obtained from the suppliers of those products, their published announcements or other publicly available sources. IBM has not tested those products in connection with this publication and cannot confirm the accuracy of performance, compatibility or any other claims related to non-IBM products. Questions on the capabilities of non-IBM products should be addressed to the suppliers of those products. IBM does not warrant the quality of any third-party products, or the ability of any such third-party products to interoperate with IBM’s products. IBM EXPRESSLY DISCLAIMS ALL WARRANTIES, EXPRESSED OR IMPLIED, INCLUDING BUT NOT LIMITED TO, THE IMPLIED WARRANTIES OF MERCHANTABILITY AND FITNESS FOR A PARTICULAR PURPOSE. • The provision of the information contained herein is not intended to, and does not, grant any right or license under any IBM patents, copyrights, trademarks or other intellectual property right. • IBM, the IBM logo, ibm.com, Aspera®, Bluemix, Blueworks Live, CICS, Clearcase, Cognos®, DOORS®, Emptoris®, Enterprise Document Management System™, FASP®, FileNet®, Global Business Services®, Global Technology Services®, IBM ExperienceOne™, IBM SmartCloud®, IBM Social Business®, Information on Demand, ILOG, Maximo®, MQIntegrator®, MQSeries®, Netcool®, OMEGAMON, OpenPower, PureAnalytics™, PureApplication®, PureCluster™, PureCoverage®, PureData®, PureExperience®, PureFlex®, pureQuery®, pureScale®, PureSystems®, QRadar®, Rational®, Rhapsody®, Smarter Commerce®, SoDA, SPSS, Sterling Commerce®, StoredIQ, Tealeaf®, Tivoli®, Trusteer®, Unica®, urban{code}®, Watson, WebSphere®, Worklight®, X-Force® and System z® Z/OS, are trademarks of International Business Machines Corporation, registered in many jurisdictions worldwide.Other product and service names might be trademarks of IBM or other companies. A current list of IBM trademarks is available on the Web at "Copyright and trademark information" at: www.ibm.com/legal/copytrade.shtml. 2 4
  26. 26. Thank You

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