Achieving DevOps using Open Source Tools in the Enterprise

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Copyright © 2014 Tech Mahindra. All rights reserved.
Achieving DevOps Using Open Source Tools in the Enterprise
Durga Sammeta, Senior Director Strategic Alliances, CollabNet Sujoy Sen, Group Practice Head - IT Consulting at Tech Mahindra
Copyright ©2014 CollabNet, Inc. All Rights Reserved.

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1st Cloud-Based ALM
Agile Transformations
Open Agile ALM
1999
2005
2014
Subversion
2010
Leader
•1st cloud-based ALM solution
•Creator of Subversion (SVN)
•First to market with Enterprise Git
Focus
•ALM, SCM, cloud, agile
•Transformed 100s of largest, most respected IT orgs
•Enterprise agile experts
–17,000+ ScrumMasters trained
Unmatched Scale
•7,500+ customers
•3M+ users
•280 employees
•400k enterprise seats
CollabNet overview

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By 2016, at least 95% of IT organizations will leverage nontrivial elements of open-source software technology in their mission-critical IT portfolios, including cases where they might not be aware of it
(Source: Widespread Use of Open-Source Software Demands Strong and Effective Governance. Gartner 2014.)

MAHINDRA UNIVERSE
USD 16.5 billion
180,000 Associates
34.5% revenue from outside India
United by a common purpose:
Mahindra Group
Mahindra Automotive
Mahindra Aftermarket
Mahindra Farm Equipment
Mahindra Financial Services
Mahindra IT
Mahindra Defense
Mahindra Holidays
Mahindra 2 Wheelers
Mahindra Components
Mahindra Lifespaces
Mahindra Partners
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USD 3.1 billion
92,000 professionals
632 customers
95% revenue comes from outside India
Tech Mahindra
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Copyright © 2014 Tech Mahindra. All rights reserved. 6
Source: Forrester Research Inc., “Five Ways To Streamline Release Management”
IT Operations
Features &
code
changes
Agile Delivery
… but, it works in my environment Delayed Releases
Business
The business context of DevOps

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Accelerate software delivery & Increase responsiveness
Shift-Left to get early feedback
Improve quality of software code and deployments
Reduce Capex & Opex expenses
Drivers and barriers
Cultural barrier to collaborate & Resistance to change
Lack of management support
Value of DevOps not understood by all stakeholders
Insufficient tools to support DevOps
Key Drivers
Top Barriers

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Speed
Quality
Tools matter but only that much

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Stages of progression are standardized - development, testing, staging and production / equivalent. Entry and exit criteria are established. Hand off procedures and roles / responsibilities are defined.
Automated build / integration, deployment, testing and environment provisioning. End to end traceability by integration of all tools in the development chain.
The volume and rate of push from Dev should be aligned to Ops ability to pull work. Demand from business to Dev and from Dev to Ops need to be synchronized.
Dev and Ops should be incentivized for collaboration. Relative priority between innovation, speed and stability should be established. System ownership should be well defined.
A positive work culture where people are willing to collaborate and cooperate enabled by senior management role models, communication of organizational goals and alignment of the workforce towards a common destiny.
Process
Tools
Flow
Policies
Culture
The key ingredients for DevOps

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DevOps assets & capabilities
TechM DevOps practice in collaboration with key tool vendors have invested in building assets and capabilities
Assessment & Strategy
ADO
Platform
Processes & Structure
Tools & Framework
Organization Change Management
ADOPT Platform - completely integrated with capability of end to end orchestration and Dashboard reporting
SDLC process modeling to fit Organization needs
Expertise in end-to- end Tool chaining (Tool selection, Implementation & Integration)
DevAsset© (DEVOPS Assessment Tool) to baseline Maturity model and recommend roadmap for continuous improvement
ADKAR based OCM framework to train, motivate and facilitate Org culture change

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Isolated Teams
SME Shared Teams
Continuous
Planning
Continuous Release and Monitoring
Continuous Integration
Continuous Testing
Continuous Deployment
Product Teams
Multi Layered Teams
Multidisciplinary Project Teams
Demand pipeline established; Release plans are developed and maintained for individual applications; Projects are able to establish traceability across requirements, design, development, testing and defect management is maintained through out the lifecycle
Projects are able demonstrate the behavior of continuous feedback; as opposed to a periodic schedule, builds are triggered by every commit to the single code repository
Project is able to align itself with enterprise release cadence; environments are provisioned ‘on demand’; releases deployed across multiple environments including data migration
Continuous regression reduces the number of defects; most integrated bugs are fixed regularly to avoid last minute changes; test cases reused; ‘non-functional’ code quality measured and technical debt improved
Dev and ops team work together seamlessly delivering both projects and managing operations. Metrics are captured to monitor process performance and continuous improvement.
Level 1
Level 2
Level 3
Level 4
Level 5
VALUE
COLLABORATION
Capability Model
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The phased approach to DevOps

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Scrum Team 2
Test (T)
QA (Q)
Scrum
Team 1
Dev (D)
T
A
Prod
Prod (P)
D
Sprint
Build?
Build?
Unit tests
Unit tests
Unit tests
Build?
Continuous Integration
Continuous Testing
Automated Tests
Automated Tests
Unit tests
Continuous Deployment
Continuous Release & Monitoring
Continuous Planning
Continuous Delivery
Build (B)
Our Solution also adds a seventh ‘C’ which is Cloud
Daily
Daily
Daily/Release point
Processes
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Focus on cadence and orchestration

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Environment Setup, Version control, source code, test repository
Continuous deployment/ Deployment Automation
Trackers, Folders, Discussion forums, Wiki, Files repository, configuration management and Reporting+ Integrations
Set up Agile Delivery
Set up Release Management
Set up Release Operations
Set up Configuration Management
Set up Environment Management
Set up Continuous Build
Set up Automated Code Analysis
Set up Test Automation
Set up Continuous Integration
Set up Individual Dashboards
Set up Virtualization
Set up Continuous Deployment
Set up Automated Environment Provisioning
Set up Integrated Tooling
Set up Integrated Dashboards
Task to Package
Idea to task
Package to Deployment
Business vision
Products Identification
Product Roadmap
Product Epics (product backlog)
Release Plans
Sprint Plans
(Sprint backlog)
Tasks
Design
Code
Automated Unit test
Automated Code quality check
Trigger Integration
Automated Build
Package
Check-in to repository
Deploy to QA Env*
Manual/ Automated SIT Testing
Deploy to UAT Env*
Manual / Automated UAT Testing
Deploy to Production Env*
* Environment for Dev/QA/UAT/Production can be physical or over the cloud and mixture of both. This includes performing required tests on the environment
S
E
S
E
Start
End
Automated monitoring in production
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System feedback
The discrete value steps

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Tech Mahindra ADOPT platform helps in orchestrating process flow & information flow across tool stack to realize end-to-end automation
ADOPT platform

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A scalable DevOps reference architecture

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An integrated dashboard

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•Reference Architecture
–Lifecycle plugins
•Role-Based Dashboards
–Executive, QA Mgr, Release Mgr, Project Team
•Company-wide Traceability
–Build Management
–Release Management
•Cycle Time Metrics
–Build Duration *
–Cycle Time to Prod vs. Kill Rate *
–Artifact Average Age
•Velocity Metrics
–Burn down charts
–Build Count per day/week/month *
–File Churn per day
–# of deployments per day/wk/mo
•Community Metrics
–# of projects
–Registered users
Executive dashboard portal from real time data

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Stages of progression are standardized - development, testing, staging and production / equivalent. Entry and exit criteria are established. Hand off procedures and roles / responsibilities are defined.
Automated build / integration, deployment, testing and environment provisioning. End to end traceability by integration of all tools in the development chain.
The volume and rate of push from Dev should be aligned to Ops ability to pull work. Demand from business to Dev and from Dev to Ops need to be synchronized.
Dev and Ops should be incentivized for collaboration. Relative priority between innovation, speed and stability should be established. System ownership should be well defined.
A positive work culture where people are willing to collaborate and cooperate enabled by senior management role models, communication of organizational goals and alignment of the workforce towards a common destiny.
Process
Tools
Flow
Policies
Culture
ADOPT provides the foundation for DevOps journey

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Q&A

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Disclaimer
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Achieving DevOps using Open Source Tools in the Enterprise

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