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![16 © IBM Corporation 16
Test LPAR
z/OS
…
Typical z/OS Testing Architecture
Project
Team
[April Maintain]
Project
Team
[Prototype SOA]
Project
Team
[June New Func]
Project
Team
[Dec Sys Upgrade]
Test
Data
App
App
App
Problems Encountered
1.Shared resources combined
with overlapping schedules can
elicit conflicts, impede
innovation and slow code
delivery
2.Coordination of environmental
changes and releases cause
bottlenecks, delays and
additional overhead
3.Shared test data is difficult to
manage and can lead to over
testing or incorrect test results](https://image.slidesharecdn.com/adoptingdevopsfor2speeditwithibm-150930192941-lva1-app6892/85/Adopting-DevOps-for-2-Speed-IT-16-320.jpg)
![40 © IBM Corporation
Acknowledgements and disclaimers
© Copyright IBM Corporation 2013. All rights reserved.
–U.S. Government Users Restricted Rights - Use, duplication or disclosure restricted by GSA ADP Schedule Contract with IBM Corp.
IBM, the IBM logo, ibm.com, Rational, the Rational logo, Telelogic, the Telelogic logo, Green Hat, the Green Hat logo, and other IBM products
and services are trademarks or registered trademarks of International Business Machines Corporation in the United States, other countries, or
both. If these and other IBM trademarked terms are marked on their first occurrence in this information with a trademark symbol (® or ™), these
symbols indicate U.S. registered or common law trademarks owned by IBM at the time this information was published. Such trademarks may
also be registered or common law trademarks in other countries. A current list of IBM trademarks is available on the Web at “Copyright and
trademark information” at www.ibm.com/legal/copytrade.shtml
If you have mentioned trademarks that are not from IBM, please update and add the following lines:
[Insert any special third-party trademark names/attributions here]
Other company, product, or service names may be trademarks or service marks of others.
Availability: References in this presentation to IBM products, programs, or services do not imply that they will be available in all countries
in which IBM operates.
The workshops, sessions and materials have been prepared by IBM or the session speakers and reflect their own views. They are provided
for informational purposes only, and are neither intended to, nor shall have the effect of being, legal or other guidance or advice to any
participant. While efforts were made to verify the completeness and accuracy of the information contained in this presentation, it 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, this presentation or any other materials. Nothing contained in this presentation 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.
All customer examples described are presented as illustrations of how those customers have used IBM products and the results they may
have achieved. Actual environmental costs and performance characteristics may vary by customer. Nothing contained in these materials is
intended to, nor shall have the effect of, stating or implying that any activities undertaken by you will result in any specific sales, revenue
growth or other results.](https://image.slidesharecdn.com/adoptingdevopsfor2speeditwithibm-150930192941-lva1-app6892/85/Adopting-DevOps-for-2-Speed-IT-40-320.jpg)
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Adopting DevOps for 2-Speed IT
This document discusses adopting a DevOps approach for 2-Speed IT. It presents value stream mapping as a way to identify bottlenecks in development and delivery pipelines. Addressing these bottlenecks through practices like continuous integration, deployment automation, and shifting security left can help organizations deliver hybrid applications across hybrid platforms and teams more quickly and with higher quality. Case studies are presented of organizations that improved delivery times, increased innovation, and gained competitive advantages by adopting DevOps.
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Adopting DevOps for 2-Speed IT
- 1. 1 Presented by: © IBMCorporation Agility, Velocity and Innovation Adopting DevOps for 2-Speed IT Sanjeev Sharma CTO, DevOps Technical Sales and Adoption IBM Distinguished Engineer
- 2. 22 © IBMCorporation Goal: Getting Business Capabilities to the Customers Product Owner Senior Executives Users Domain ExpertsAuditors Gold Owner Support Staff External System Team Operations Staff Team MemberTeam Lead Team MemberTeam Member Line-of-business Customer IT Agility - Velocity - Innovation
- 3. 3 © IBMCorporation 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 Continuously Improve: I. Application Delivered II. Environment Deployed III. Application and Environment Delivery Process
- 4. 44 © IBMCorporation Lean & Agile are at the heart of IBM’s DevOps approach – Balance efficiency and effectiveness to – deliver the right things right! Reduce work Eliminate bottlenecks and waste Fast response times Small batch sizes Continuous feedback LEAN AGILE Efficiency Effectiveness
- 5. 5 © IBMCorporation© IBM Corporation 5 The DevOps approach enables Two-speed IT at scale, resulting in better business outcomes Rapid iterations Develop Build Test Deploy Production API Catalog Develop Build Test Deploy Slower iterations Production Systems of Interaction Systems of Record Digital Applications Enterprise Applications
- 6. 6 © IBMCorporation Customers want to Deliver a Business Capability: Hybrid Environments, Hybrid Applications, Hybrid Teams Application A Application B Application C Application N BusinessCapability …
- 7. 7 © IBMCorporation Operate Develop/ Test Deploy Steer DevOps Continuous Feedback DevOps delivers value across the software delivery lifecycle 80% reduction in critical defects over the last three years; 90% on-time delivery vs. 60% previously. – Nationwide Insurance Reduced end-to-end development time from 6 weeks to 2 weeks; accelerated standing up an operational hardware and software stack to just 30 minutes. – Tangerine Increased new product releases from 30-40 per year to more than 400. – cars.com Reduced the time required for software releases by 99%; achieved cost avoidance of more than USD2.3 million per year (for a single app). – Fidelity Investments 40% reduction in overall testing costs; 80% productivity improvement. – Large Government Agency Shortened development time for products from months to days; gained 1.2 million new customers in just one year. – RCBC Reduced delivery cycles from nine weeks to three weeks. – IBM Watson team Sped from concept to prototype in 1 week, in- market in 3 months – h.h. gregg Reduced typical 6-month development effort to 15 days, from concept to running system. – Bay Area Rapid Transit with Synchrony Systems
- 8. 8 © IBMCorporation Voice of the IT – Senior Application Development Executive Steve Farley, VP Application Development Center, Nationwide Insurance Carmen DeArdo, Director, Build Technology Leader, Nationwide Insurance
- 9. 9 © IBMCorporation More executive perspectives on DevOps Gareth Wharton, CTO, Hiscox Snehal Antani, CIO CDF & CIO EA, GE Capital Americas “We built software and apps, such as our award-winning bank – GECapitalBank.com – from scratch in weeks to months – instead of months to years.”
- 10. 10 © IBMCorporation IBMs Product and Process Improvements Lifecycle Measurements 2008 2010 2012 – 1Q2015 Total Improvement Project Initiation 30 days 10 days 2 days 28 days Groomed Backlog 90 days 45 days On-going 89 days Overall Time To Development 120 days 55 days 3 days 117 days Composite Build Time 36 hours 12 hours 5 hours 700 % BVT Availability N / A 18 hours < 1hour 17 hours Sprint Test Time 5 days 2 days 14 hours 4 days Total Deployment Time 2 days 8 hours 4 hours -> 20 minutes 2 days Overall Time To Production 9 days 3 days 2 days 7 days Time Between Releases 12 Months 12 Months 3 Months 9 Months Innovation / Maintenance 58% / 42% 64% / 36% 78% / 22% +20% / -20% Double-digit revenue growth, increased client adoption, improved client satisfaction
- 11. 11 © IBMCorporation Challenges of DevOps Adoption in the Enterprise
- 12. 12 © IBMCorporation Where does DevOps Adoption Start? ProductionDevelop Build Test DeployPlan By the end of 2015, 75% of large organizations are expected to have adopted agile DevOps practices (IDC) Agile Adoption Water-SCRUM-fall
- 13. 13 © IBMCorporation • Reduce Batch size • Integrated Delivery Pipeline • Agile Product Management • ‘Continuous Funding’ • Right Architecture • Continuous Improvement Creating a ‘Lean’ Delivery Pipeline 1 per min 1 per min 4 per min 1 per min 4 per min 4 per min
- 14. 14 © IBMCorporation • Deploying Infrastructure is the biggest bottleneck for the Delivery Pipeline – Extending the Agile Manifesto: Working software over comprehensive documentation -> Working software (in Production or production-like environment) over comprehensive documentation • Software Defined Environments to enable Environment Standardization with pre-defined ‘Patterns’ – Servers are ‘Cattle’, not ‘Pets’ • Practitioner self-service access to environments • Engage Operations early - One Team ‘Shift Left’ Ops Engagement Application Changes Infrastructure Changes
- 15. 15 © IBMCorporation Databases Internal Messages Third-party Services virtual components Simultaneously test across multiple test stages Dev QA Test Virtualization IBM UrbanCode Deploy Test Automation integrated with Test Environments Dynamic Infrastructure Deploy what is ready, virtualize the rest Continuously test in production-like env. Deploy private, secure right sized test data Test Data Management Rational Test Workbench Quality Management Manage quality across the delivery lifecycle Shift Left Test: Deploy what is ready, Virtualize the rest
- 16. 16 © IBMCorporation 16 Test LPAR z/OS … Typical z/OS Testing Architecture Project Team [April Maintain] Project Team [Prototype SOA] Project Team [June New Func] Project Team [Dec Sys Upgrade] Test Data App App App Problems Encountered 1.Shared resources combined with overlapping schedules can elicit conflicts, impede innovation and slow code delivery 2.Coordination of environmental changes and releases cause bottlenecks, delays and additional overhead 3.Shared test data is difficult to manage and can lead to over testing or incorrect test results
- 17. 17 © IBMCorporation ‘Lean’ Delivery Pipeline Case Study: Large Bank Challenge: – Developers were creating daily builds – QA team had a 3 – 5 day cycle time Bottlenecks Identified: – Large Sizes of Testing Deployments – Lack of Deployment Automation – Ticket based manual environment provisioning – Lack of reliable source of Test Data Solution: – Deployment Automation with IBM UrbanCode Deploy – Cloud hosted ‘on-demand’ environments with IBM UrbanCode Deploy with Patterns – Test Automation and Service Virtualization with IBM Rational Test Workbench – Test Data Management with IBM Optim Test Data Management
- 18. 18 © IBMCorporation End-to-end testing with Continuous Delivery and Test Virtualization Databases Mainframe applications Third-party Services Rational Test Virtualization Server Databases Mainframe applications Virtualized Services SCM Build Deploy Rational Test Workbench Test RTW plugin RTVS plugin Actual Services Optim plugin Optim Test Data Management UAT UrbanCode Deploy Extract Data, Insert Data, Convert/Mask Data Update Data Configure and start Virtual Services Deploy App and Configure Middleware 18 Cloud Platform Test Data Management
- 19. 19 © IBMCorporation DevOps for 2-Speed IT Mobile to Mainframe
- 20. 20 © IBMCorporation Applications, teams and environments are “hybrid”: 2-Speed IT Rapid iterations Cloud Native Slower iterations Cloud Ready Planning /Transformatio n Continuous synchronization and planning Continuous testing Continuous deployment and monitoring Plan Develop Build Test Deploy Production Plan Develop Build Test Deploy Production Automation Alignment
- 21. 21 © IBMCorporation Delivering a Business Capability – Hybrid Applications, Hybrid Platforms, Hybrid Teams Application A Application B Application C Application N BusinessCapability …
- 22. 22 © IBMCorporation • Keep track of the inventory across the entire life cycle of the release • Control the entire release lifecycle in an easy to use view Orchestrating Complex Releases
- 23. 23 © IBMCorporation Application Deployment to Hybrid Environments IBM UrbanCode Deploy IBM Bluemix Cloud Foundry On-prem IaaS On-prem Traditional IT IBM Cloud Orchestrator IBM PureApplication System IBM Cloud Manager with OpenStack 23 Virtual Machines Docker Containers IBM UrbanCode Release Systems of Engagement Systems of Record
- 24. 24 © IBMCorporation Adopting DevOps for 2-speed IT Case Study: Multinational Financial Services Provider Challenges: – Delivering a Business Capability with multiple services and applications across Hybrid Environments Bottlenecks Identified: – Lack of Release Planning – Inability to test when needed, as services are not available/ready – 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 with Patterns – Test Automation and Service Virtualization with IBM Rational Test Workbench – Rapid Deployment across distributed datacenters with Aspera
- 25. 25 © IBMCorporation IBM UrbanCode Release Legacy Stack On-Prem Cloud Rational Test Workbench IBM UrbanCode Deploy Provision Application Infrastructure Private Cloud Pattern Engine Provision Application + Infrastructure Platform as a Service (Public) BlueMix Infrastructure System z and/or Distributed Applications Provision Application + Infrastructure BlueBox IBM Container Service APIGateway CloudFoundry ‘Community’ Buildpacks IBM DevOps Services APIs APIs Off-Prem Cloud Infrastructure IBM Cloud Orchestrator Pattern Engine Provision Application + Infrastructure Application Deployment for Hybrid environments Aspera
- 26. 26 © IBMCorporation Creating a DevOps Culture And now for the hard part…
- 27. 27 © IBMCorporation Building a DevOps Culture grounded in lean and agile principles • Setup a DevOps Center of Excellence • Everyone is responsible for Delivery, including external Stakeholders • Common Measures of Success It’s all about the people!
- 28. 28 © IBMCorporation Start Here: Value Stream Mapping for Identifying and Addressing bottlenecks
- 29. 29 © IBMCorporation Mapping your Delivery Pipeline Idea/Feature/Bug Fix/ Enhancement Production Development Build QA SIT UAT Prod PMO Requirements/ Analyst Developer CustomersLine of Business Build Engineer QA Team Integration Tester User/Tester Operations Artifact Repository Deployment Engineer Release Management Code Repository Deploy Get Feedback Infrastructure as Code/ Cloud Patterns Feedback Customer or Customer Surrogate Metrics - Reporting/Dashboarding Tasks Artifacts
- 30. 30 © IBMCorporation Mapping your Delivery Pipeline Idea/Feature/Bug Fix/ Enhancement Production Development Build QA SIT UAT Prod PMO Requirements/ Analyst Developer CustomersLine of Business Build Engineer QA Team Integration Tester User/Tester Operations Artifact Repository Deployment Engineer Release Management Code Repository Deploy Get Feedback Infrastructure as Code/ Cloud Patterns Feedback Customer or Customer Surrogate Metrics - Reporting/Dashboarding Tasks Artifacts
- 31. 31 © IBMCorporation Mapping your Delivery Pipeline Idea/Feature/Bug Fix/ Enhancement Production Development Build QA SIT UAT Prod PMO Requirements/ Analyst Developer CustomersLine of Business Build Engineer QA Team Integration Tester User/Tester Operations Artifact Repository Deployment Engineer Release Management Code Repository Deploy Get Feedback Infrastructure as Code/ Cloud Patterns Feedback Customer or Customer Surrogate Metrics - Reporting/Dashboarding Tasks Artifacts Bottleneck: Rigid ‘One-size- fits-all’ Development process Solution: Agile Transformation with ‘Risk-Value’ based Process Variants
- 32. 32 © IBMCorporation Mapping your Delivery Pipeline Idea/Feature/Bug Fix/ Enhancement Production Development Build QA SIT UAT Prod PMO Requirements/ Analyst Developer CustomersLine of Business Build Engineer QA Team Integration Tester User/Tester Operations Artifact Repository Deployment Engineer Release Management Code Repository Deploy Get Feedback Infrastructure as Code/ Cloud Patterns Feedback Customer or Customer Surrogate Metrics - Reporting/Dashboarding Tasks Artifacts
- 33. 33 © IBMCorporation Mapping your Delivery Pipeline Idea/Feature/Bug Fix/ Enhancement Production Development Build QA SIT UAT Prod PMO Requirements/ Analyst Developer CustomersLine of Business Build Engineer QA Team Integration Tester User/Tester Operations Artifact Repository Deployment Engineer Release Management Code Repository Deploy Get Feedback Infrastructure as Code/ Cloud Patterns Feedback Customer or Customer Surrogate Metrics - Reporting/Dashboarding Tasks Artifacts Bottleneck: Ticket Based Environment Provisioning Solution: Cloud Hosted Developer ‘Self-Service’
- 34. 34 © IBMCorporation Mapping your Delivery Pipeline Idea/Feature/Bug Fix/ Enhancement Production Development Build QA SIT UAT Prod PMO Requirements/ Analyst Developer CustomersLine of Business Build Engineer QA Team Integration Tester User/Tester Operations Artifact Repository Deployment Engineer Release Management Code Repository Deploy Get Feedback Infrastructure as Code/ Cloud Patterns Feedback Customer or Customer Surrogate Metrics - Reporting/Dashboarding Tasks Artifacts
- 35. 35 © IBMCorporation Mapping your Delivery Pipeline Idea/Feature/Bug Fix/ Enhancement Production Development Build QA SIT UAT Prod PMO Requirements/ Analyst Developer CustomersLine of Business Build Engineer QA Team Integration Tester User/Tester Operations Artifact Repository Deployment Engineer Release Management Code Repository Deploy Get Feedback Infrastructure as Code/ Cloud Patterns Feedback Customer or Customer Surrogate Metrics - Reporting/Dashboarding Tasks Artifacts Bottleneck: Weekend long Deployments that often fail Solution: Frequent Deployment of Small Batches of Change
- 36. 36 © IBMCorporation Mapping your Delivery Pipeline Idea/Feature/Bug Fix/ Enhancement Production Development Build QA SIT UAT Prod PMO Requirements/ Analyst Developer CustomersLine of Business Build Engineer QA Team Integration Tester User/Tester Operations Artifact Repository Deployment Engineer Release Management Code Repository Deploy Get Feedback Infrastructure as Code/ Cloud Patterns Feedback Customer or Customer Surrogate Metrics - Reporting/Dashboarding Tasks Artifacts
- 37. 37 © IBMCorporation Mapping your Delivery Pipeline Idea/Feature/Bug Fix/ Enhancement Production Development Build QA SIT UAT Prod PMO Requirements/ Analyst Developer CustomersLine of Business Build Engineer QA Team Integration Tester User/Tester Operations Artifact Repository Deployment Engineer Release Management Code Repository Deploy Get Feedback Infrastructure as Code/ Cloud Patterns Feedback Customer or Customer Surrogate Metrics - Reporting/Dashboarding Tasks Artifacts Bottleneck: Late Discovery of Architectural Fragility Solution: Agile ‘Shift Left’ Integration Testing to early in LifeCycle
- 38. 3838 © IBMCorporation For Dummies books: http://ibm.co/devopsfordummies http://ibm.co/agilefordummies http://ibm.co/ServiceVirtualizationForDummies http://ibm.co/ARDfordummies DevOps Lean Assessment (Beta): http://bit.ly/IBMLeanAssess IBM DevOps Page: http://ibm.com/DevOps IBM DevOps YouTube Playlist: http://bit.ly/1fiDOtl Resources Continuing your DevOps Adoption journey
- 39. 39 © IBMCorporation Questions? 39
- 40. 40 © IBMCorporation Acknowledgements and disclaimers © Copyright IBM Corporation 2013. All rights reserved. –U.S. Government Users Restricted Rights - Use, duplication or disclosure restricted by GSA ADP Schedule Contract with IBM Corp. IBM, the IBM logo, ibm.com, Rational, the Rational logo, Telelogic, the Telelogic logo, Green Hat, the Green Hat logo, and other IBM products and services are trademarks or registered trademarks of International Business Machines Corporation in the United States, other countries, or both. If these and other IBM trademarked terms are marked on their first occurrence in this information with a trademark symbol (® or ™), these symbols indicate U.S. registered or common law trademarks owned by IBM at the time this information was published. Such trademarks may also be registered or common law trademarks in other countries. A current list of IBM trademarks is available on the Web at “Copyright and trademark information” at www.ibm.com/legal/copytrade.shtml If you have mentioned trademarks that are not from IBM, please update and add the following lines: [Insert any special third-party trademark names/attributions here] Other company, product, or service names may be trademarks or service marks of others. Availability: References in this presentation to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. The workshops, sessions and materials have been prepared by IBM or the session speakers and reflect their own views. They are provided for informational purposes only, and are neither intended to, nor shall have the effect of being, legal or other guidance or advice to any participant. While efforts were made to verify the completeness and accuracy of the information contained in this presentation, it 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, this presentation or any other materials. Nothing contained in this presentation 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. All customer examples described are presented as illustrations of how those customers have used IBM products and the results they may have achieved. Actual environmental costs and performance characteristics may vary by customer. Nothing contained in these materials is intended to, nor shall have the effect of, stating or implying that any activities undertaken by you will result in any specific sales, revenue growth or other results.
- 41. 41 © IBMCorporation © Copyright IBM Corporation 2013. 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 IBM’s 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. Thank You