1. DevOps 2016 – the year ahead
21 January 2016 Boston DevOps
2. What’s up with DevOps today?
The Promise of Tools! Companies acquire tools
with the best of business-centric aspirations
• Higher quality
• More customer satisfaction
• Aligning business and IT
• Faster time to market
• Lower costs/higher productivity
• More predictable delivery
21 January 2016 Boston DevOps
3. Reality adds significant complexity
Technology is complex enough & organizational
realities compounds the complexity
• Many tools from many vendors
• Heterogeneous environments that are flexible
for partners and suppliers
• Many teams in many places
• Distributed development, cross site product
development
• Many levels of teams
• Coherent process
21 January 2016 Boston DevOps
4. Industry predictions for 2016
• 2015 brought more tools, better analytics &
greater awareness of the DevOps challenges.
• Once a niche concept in fast moving start-ups,
will deepen its appeal to large enterprises.
• In 2016, Gartner Group says, “25% of Global 2000
Organizations will employ DevOps as a
Mainstream Strategy.”
• DevOps will facilitate a bimodal strategy enabling
business to drive the change to digital while
assuring optimal performance with continuous
delivery.
21 January 2016 Boston DevOps
5. Gartner research indicates, 2016 will bring
more DevOps and begin a cultural shift
From tools, implementation and
technology management
To a deeper focus on effecting
positive organizational change
From task oriented environments
To a realignment alignment of
people, process, technology &
information in the business
From entrenched barriers & gaps
preventing implementation
To actively removing barriers
and gaps for deeper change &
broader impact
21 January 2016 Boston DevOps
6. Delivery challenges will continue
Market demands and technical capabilities are
pushing traditional management approaches to
the breaking point.
Customers Business Lines
Development &
Testing
Operations
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7. The take away
• "Key to this change are the issues of trust, honesty
and responsibility. In essence, the goal is to enable
each organization to see the perspective of the other
and to modify behavior accordingly, while motivating
autonomy."
• Gaps persist that prevent implementation.
• Businesses must acknowledged where they are today
• DevOps will require a culture change which does not
come easily or quickly.
• Cultural resistance & low levels of process discipline
create significant failure rates for DevOps initiatives
21 January 2016 Boston DevOps
8. 8
First steps
1. Know where you are today - organizationally &
operationally.
2. Conduct an OBJECTIVE assessment of current practices
and define framework for the future
3. Establish baseline metrics of performance & attainment
4. Assessment of roles & responsibilities of process owners
5. Determine the parameters for process planning &
control
6. Define the requirements for monitoring
7. Develop a “Strategy Map” for the total business that
leads to a DevOps culture.
21 January 2016 Boston DevOps
9. Tying strategy & implementation
Strategic Orientation
Operational Excellence
Current State
Value
Proposition &
Success
Criteria
Qualitative
Metrics
Quantitative
Metrics
Organization
Alignment
Core
Processes
Technology
Infrastructure
Methods &
Tools
Design &
Delivery
Planning & Control
Vision & Objectives
Future State -
Continuous
Delivery &
Value
Creation
Collaborate,
Automate,
Validate,
Communicate
21 January 2016 Boston DevOps
10. Transitioning to a high function
DevOps environment
From
●Many cultures
●Siloes
●Task oriented
●Reactive
●Rules based
●My job
●Internally focused
●Narrow view
●Victims
●Slow-cycle
●Error prone
To
One culture
Collaborating teams
Results oriented
Proactive
Process focused
Our job
Market focused
Broad view
Champions
Fast-cycle
Error free
Gaps &
Barriers
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11. Principles for Better DevOps*
Collaborate
How well do teams
collaborate?
Is the agreement
across the
organization?
Are there are well-
defined delivery
processes?
Automate
Does operations have
the tools to support
reusable scripts?
Is there one-step
deployment?
Is there sufficient
infrastructure for
development?
Can developers
operate without ops
support?
Validate
Are automated test
use to validate
applications?
Are software
applications
validated with KPIs?
How often are
applications
deployed and
verified?
Management
How is source
control
implemented?
Are operational
issues tracked and
used by
development?
How is process &
status measured
across the
organization?
*Based on “The Joel Test”
21 January 2016 Boston DevOps
13. Some DevOps Principles & Values
• Collaborate across disciplines
• Develop and test against a production-like
system
• Deploy frequently
• Continuously validate operational quality
characteristics
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14. DevOps Success in Your Organization
What does it take?
Know Thyself and Shall Be Successful!
When you work with DRC, the path to a
successful adoption and transition to DevOps
becomes clear.
We will work with you to identify the barriers,
opportunities, and make very specific, targeted
recommendations that are immediately
actionable.
With over 25 years of experience in managing
technology, navigating change management,
implanting complex strategic initiatives, DRC
brings a wealth of practical knowledge to
customize the structure of a DevOps program in
your organization.
DRC offers a comprehensive, yet fast-paced
assessment of DevOps readiness in your
organization which include:
• Executive Sponsorship
• Cultural Change
• Organizational structure
• Internal Development Processes
• Tools
• Performance Metrics and Reporting
• Skills and Competency Model
• Agreements and Covenants
• Funding Optimization
To have a no-obligation conversation regarding
a DevOps program for your organization,
contact us at:
Dartmouth Research & Consulting
Boston | Mexico City | Tokyo
(617) 536-8862
info@dartmouth-research.com
www.dartmouth-research.com
