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6.13.2013 2013 - Software, System, & IT Architecture - Good Design is Good Business: DevOps Design and Deliver your production code faster
1) DevOps is an approach to software development that aims to reduce the time between developing code and delivering it to production by encouraging collaboration between development and operations teams. 2) Software delivery is critical to business success but many companies do not leverage it effectively, experiencing delays and issues. DevOps aims to address these challenges through principles like continuous delivery of iterative releases using automated and repeatable processes. 3) IBM's DevOps solution provides capabilities for continuous software delivery through an integrated lifecycle and tools that help plan, develop, release, deploy, monitor, and optimize software.
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6.13.2013 2013 - Software, System, & IT Architecture - Good Design is Good Business: DevOps Design and Deliver your production code faster
- 1. Ā© 2009 IBMCorporation DevOps Design and Deliver your production code faster Speaker: Maneesh Goyal, WW Product Manager, DevOps Host: Roger Snook, WW Enablement, Mobile, SOA & Design Good Design is Good Business (Software, System, & IT Architecture) Webcast Series 13 June 2013
- 2. Ā© 2009 IBMCorporation Why are we here today? Productivity is (almost) EVERYTHING for a Development Team! After all, Software Delivery is a Business Process, often with many steps and team involvement: 1. Our Productivity Agenda for today: DevOps ā Big Picture Productivity Designing Deployment Topologies
- 3. Ā© 2009 IBMCorporation Software delivery is critical to success 3 86% of companies believe software delivery is important or critical 25% leverage software delivery effectively today But onlyā¦ Source: āThe Software Edge: How effective software development drives competitive advantage,ā IBM Institute of Business Value, March 2013 69% outperform those who donāt of those who leverage software delivery today
- 4. Ā© 2009 IBMCorporation And a lack of continuous delivery impacts the entire business Costly, error prone manual and duplicative processes delay innovation and impact competiveness CHALLENGES Risk of instability due to managing multiple configurations and versions Slow deployment to development and test environments leave teams waiting and unproductive CHALLENGES Operations/ Manufacturing & Support Software & Product DevelopmentCustomers Line of Business/ Product Managers
- 5. Ā© 2009 IBMCorporation Delivery Challenges Differences in dev and ops environments cause failures Greater demand for faster and more frequent releases Manual (tribal) processes for release lack repeatability/speed Lack of feedback and quality metric leads to missed service level targets Daily Build Release Who did this last time? Daveā¦ Daveās not here manā¦ Dev Prod
- 6. Ā© 2009 IBMCorporation Accelerate Software Delivery Balance speed, cost, quality and risk Reduce time to customer feedback An approach for continuous delivery of software-driven innovation 66 Continuous Innovation, Feedback and Improvements DevOps Lifecycle Operations/ Production Development/ TestCustomers Business Owners devĀ·ops noun 'dev-Ƥps Enterprise capability for continuous software delivery that enables clients to seize market opportunities and reduce time to customer feedback
- 7. Ā© 2009 IBMCorporation DevOps Principles and Values 1. Frequently deploy iterative releases using repeatable processes 2. Develop and test releases against production-like systems 3. Continuously monitor and validate operational quality 4. Amplify the feedback loop People Process Tools
- 8. Ā© 2009 IBMCorporation Cultural challenges adopting DevOps Developer Why does it take so long to get a test environment? I like using new open source libraries. Iāve checked in my code now it just needs to be deployed (easy). Operator Application deployment failed again because of new libraries. Our processes ensure environment stability. Development is always making bad operational decisions.
- 9. Ā© 2009 IBMCorporation IBM DevOps Solution Provides enterprise capabilities for continuous software delivery 9 DevOps Foundation Open Lifecycle and Service Management Integration Platform DevOps Lifecycle Operations/ProductionDevelopment/TestCustomers Business Owners Continuous Innovation, Feedback and Improvements Ecosystem BestPractices Monitor and Optimize Plan and Measure Develop and Test Release and Deploy OSLC
- 10. Ā© 2009 IBMCorporation10 Deployment Enhancing Continuous Release and Deployment: ļ§ Drive down cost by automating manual tasks, eliminating wait-time and rework ļ§ Speed time to market by increasing the frequency of software delivery ļ§ Reduce risk through increased compliance of application deployments. Complements our DevOps solution: ļ§ Deliver a differentiated and engaging customer experience by reducing time to customer feedback ļ§ Quicker time-to-value of software-based innovation with improved predictability and success ļ§ Increased capacity to innovate by reducing waste and rework in order to shift resources to high-value activities UrbanCode complements IBMās DevOps solution by enabling continuous software release and deployment
- 11. Ā© 2009 IBMCorporation uDeploy helps frequently deploy iterative releases using repeatable processes 11 Deploy Process ā¢ Integrate existing Continuous Integration processes and deploy iterative builds to test and staging environments. ā¢ Automate manual, error prone tasks to reduce risks and improve governance
- 12. Ā© 2009 IBMCorporation Develop and test releases against production-like systems 12 ā¢ Eliminate āIt works on my machineā syndrome. ā¢ Automate deployment process to make production-like test environments easily available for dev and test. ā¢ Leverage Cloud technologies to quickly provision new test environments IBM UrbanCode Deploy SmartCloud Orchestrator IBM Pure Application SystemBuild Artifact Library
- 13. Ā© 2009 IBMCorporation Continuously monitor and validate operational quality 13 IBM UrbanCode Deploy SIT APM agent APM agent App components and configurationsDeploy and config Application Dashboard ā¢ Monitor operational quality characteristics like Performance, Security etc. ā¢ Monitor early in dev and test stage
- 14. Ā© 2009 IBMCorporation Amplify the feedback loop 14 ā¢ Increase visibility into which release candidates meet requirements ā¢ Communicate early on the release problems
- 15. Ā© 2009 IBMCorporation Release and Deployment solutions Deliver measureable business results 15 International Investment Firm Driving Down Costs Release process required considerable effort and delayed by manually-introduced errors ļ§ Solution: Automated release process ļ§ Results: Cost avoidance of over $2.3M/year, reduced release time from 2-3 days to 1-2 hours and virtually eliminated test team ādown-timeā Higher Education Speeding Time-to-Market Agile development teams constrained by slow deployment to dev. and test environments ļ§ Solution: Accelerate deployment by enabling development teams to self deploy with automation ļ§ Results: Deployments cut from hours to minutes and a greater number of servers with fewer resources SaaS Software Provider Reducing Risk Difficulty managing multiple customer configurations and versions of software deployed across servers ļ§ Solution: Automate managing configuration and version deployment ļ§ Results: Execute customer specific releases, reduced deployment outages by over 90% Online Retailer Speeding Time-to-Market Significant delays getting application changes to production ļ§ Solution: Scaled up continuous deployment ļ§ Results: Deployment time reduced by over 95% with easy scale and deploying to over 250 servers within 2 months of implementation
- 16. Ā© 2009 IBMCorporation Designing Deployment Topologies 16 Key Benefits with Rational Software Architectās Topology (InfoCenter): ā¢ Improved Communication among stakeholders on your deployment topologies ā¢ Retrieve and visualize as-is topologies (search InfoCenter for āImporting units from a Tivoli Change and Configuration Management Databaseā) ā¢ Convert existing Visio diagrams ā¢ Use Design Manager to sketch topologies ā¢ Reuse (not reinvent) Successful Patterns: Rational Tools Deployment wiki
- 17. Ā© 2009 IBMCorporation Ā© Copyright IBM Corporation 2012. 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 IBMās 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. www.ibm/software/rational
- 18. Ā© 2009 IBMCorporation Backup 18
- 19. Ā© 2009 IBMCorporation 19 Application Deployment Automation Deployment of Applications across Environments ļ§ Manage application components and versions ļ§ Manage environment configuration from dev/test through production ļ§ Compliance: audit trails quality gates ļ§ Easy to use process designer ļ§ Inventory: what is where
- 20. Ā© 2009 IBMCorporation20 Release planning and orchestration ļ§ Plan the release day ļ§ Execute the release ļ§ Communicate whatās going on ļ§ Allocate environments to releases ļ§ Tie release back to development
Editor's Notes
- #3Ā 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. In fact a recent IBV study where organizations self-reported that... Insights from 435 executives in 58 countries, spanning 18 industries85% realize and reported it is important to criticalOnly 25% say they are able to fully leverage software delivery effectively So there is a gap -- but when companies that can close the resulting execution gap stand to benefit. Almost 70 percent of the companies currently leveraging software development for competitive advantage outperform their peers from a profitability standpointTRANSITION ā so there is a huge opportunity for our clients to close that gapā¦letās move to the next slide and talk about how--------------------------------------------------------------------------------------------------Note: 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 1-2new Rational/WebSphere IBV Study "The Software Edge - How effective software development drives competitive advantage" This study examined the correlation between software delivery competency and industry competitive advantageInsights from 435 executives in 58 countries, spanning 18 industriesRoles included executives at director level and above in IT and other software organizationsSoftware delivery refers to all areas of development, operations, and support within IT and other development / engineering organizationsāThere was 54% of the companies who said they believe software is critical and 32 percent who called it moderately important ā so thatās 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.ā said Randy Newell, director of capabilities marketing for IBM Software Group with a focus on the Rational brand.
- #4Ā 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. In fact a recent IBV study where organizations self-reported that... Insights from 435 executives in 58 countries, spanning 18 industries85% realize and reported it is important to criticalOnly 25% say they are able to fully leverage software delivery effectively So there is a gap -- but when companies that can close the resulting execution gap stand to benefit. Almost 70 percent of the companies currently leveraging software development for competitive advantage outperform their peers from a profitability standpointTRANSITION ā so there is a huge opportunity for our clients to close that gapā¦letās move to the next slide and talk about how--------------------------------------------------------------------------------------------------Note: 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 1-2new Rational/WebSphere IBV Study "The Software Edge - How effective software development drives competitive advantage" This study examined the correlation between software delivery competency and industry competitive advantageInsights from 435 executives in 58 countries, spanning 18 industriesRoles included executives at director level and above in IT and other software organizationsSoftware delivery refers to all areas of development, operations, and support within IT and other development / engineering organizationsāThere was 54% of the companies who said they believe software is critical and 32 percent who called it moderately important ā so thatās 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.ā said Randy Newell, director of capabilities marketing for IBM Software Group with a focus on the Rational brand.
- #9Ā Another cultural and process gap is that operational orgs and development orgs have very different notions of what it means to be ādone, with qualityā. Some of these different concerns are described in the text under the ops and dev people above.
- #11Ā Definitions to avoid confusion with Tivoli productsProvisioning - box or vm; OS+middleware (these are the provisioning step)Deployment - install the app and configure the middleware (ie Hernandez)