Continuous Delivery - The ING Story: Improving time to market with DevOps and...CA Technologies
"People need banking, not banks." Learn how ING implemented continuous delivery to speed innovation for a better banking experience.
For more information on DevOps solutions from CA Technologies, please visit: http://bit.ly/1wbjjqX
Operationalizing your Virtual Network: Getting to the Next Level with SDN/NFV...CA Technologies
With the advent of Software Defined Networking, Operations Teams are being challenged with increased flexibility in provisioning network services, but also additional complexity in managing these networks and network services end to end. Covered topics:
• Evolving current network management strategies to address increased complexity from SDN/NFV
• How to leverage existing network management investments and extend them to cover new management domains
• Moving from operational silos to cross-services operations management in support of SDN/NFV (moving network management up the value chain)
To learn more about how CA Services can accelerate your success in the application economy, please visit: https://www.slideshare.net/CAinc
DevOps - The Key to Rapid Productization (Introduction to the 5C's of DevOps)Cygnet Infotech
DevOps combines software development and operations optimizing the development life cycle through continuous integration and delivery resulting Rapid Productization with superior quality. Here are the 5C's of DevOps that everyone must know.
Agile Capitalization For Greater Business ValueCA Technologies
With disruptive technology advances, software assets play an increasingly important role in creating a competitive advantage. It’s time for organizations to recognize and manage business software as a strategic corporate asset.
To keep up with the speed of business, companies turn to agile practices to deliver better customer value faster.
Challenge: agile software development is too often misunderstood and misreported, impacting taxation, higher volatility in Profit and Loss (P&L) statements, and dramatic, unnecessary staff cuts in an economy where talent retention is paramount to foster innovation.
To avoid those negative implications, companies can evolve their financial reporting practices to leverage the financial advantage of agile so they can benefit from the significantly increased tax savings and investor interest associated with agile capitalization.
This session will unravel the benefits of agile capitalization and explain how to appropriately interpret and apply generally accepted accounting standard (GAAP SOP 98-1 and ASC 350-40) so your organization can increase its agile adoption to deliver more business value faster to customers.
For more information, please visit http://cainc.to/Nv2VOe
Case Study: Nordstrom Takes Retail Relief for Test Data ManagementCA Technologies
In this session, we will discuss test data management challenges that can stand in the way of continuous delivery, what steps to take both in terms of best practices and tooling to overcome those problems, and how to gain significant productivity savings and other ROIs.
For more information, please visit http://cainc.to/Nv2VOe
Agility should not be limited to application delivery teams. All technical teams in the organization need to be able to speed delivery, improve quality and provide value to their customers. This is especially true when those customers are other technical teams. Learn how by applying agile principles to operations and architecture you can improve the efficacy of your entire agile organization.
For more information, please visit http://cainc.to/Nv2VOe
They Told Me to “Be Agile”, but I’m Not a DeveloperCA Technologies
Get tips and tricks on how to do agile with non-development teams in a development environment.
For more information, please visit http://cainc.to/Nv2VOe
Continuous Delivery - The ING Story: Improving time to market with DevOps and...CA Technologies
"People need banking, not banks." Learn how ING implemented continuous delivery to speed innovation for a better banking experience.
For more information on DevOps solutions from CA Technologies, please visit: http://bit.ly/1wbjjqX
Operationalizing your Virtual Network: Getting to the Next Level with SDN/NFV...CA Technologies
With the advent of Software Defined Networking, Operations Teams are being challenged with increased flexibility in provisioning network services, but also additional complexity in managing these networks and network services end to end. Covered topics:
• Evolving current network management strategies to address increased complexity from SDN/NFV
• How to leverage existing network management investments and extend them to cover new management domains
• Moving from operational silos to cross-services operations management in support of SDN/NFV (moving network management up the value chain)
To learn more about how CA Services can accelerate your success in the application economy, please visit: https://www.slideshare.net/CAinc
DevOps - The Key to Rapid Productization (Introduction to the 5C's of DevOps)Cygnet Infotech
DevOps combines software development and operations optimizing the development life cycle through continuous integration and delivery resulting Rapid Productization with superior quality. Here are the 5C's of DevOps that everyone must know.
Agile Capitalization For Greater Business ValueCA Technologies
With disruptive technology advances, software assets play an increasingly important role in creating a competitive advantage. It’s time for organizations to recognize and manage business software as a strategic corporate asset.
To keep up with the speed of business, companies turn to agile practices to deliver better customer value faster.
Challenge: agile software development is too often misunderstood and misreported, impacting taxation, higher volatility in Profit and Loss (P&L) statements, and dramatic, unnecessary staff cuts in an economy where talent retention is paramount to foster innovation.
To avoid those negative implications, companies can evolve their financial reporting practices to leverage the financial advantage of agile so they can benefit from the significantly increased tax savings and investor interest associated with agile capitalization.
This session will unravel the benefits of agile capitalization and explain how to appropriately interpret and apply generally accepted accounting standard (GAAP SOP 98-1 and ASC 350-40) so your organization can increase its agile adoption to deliver more business value faster to customers.
For more information, please visit http://cainc.to/Nv2VOe
Case Study: Nordstrom Takes Retail Relief for Test Data ManagementCA Technologies
In this session, we will discuss test data management challenges that can stand in the way of continuous delivery, what steps to take both in terms of best practices and tooling to overcome those problems, and how to gain significant productivity savings and other ROIs.
For more information, please visit http://cainc.to/Nv2VOe
Agility should not be limited to application delivery teams. All technical teams in the organization need to be able to speed delivery, improve quality and provide value to their customers. This is especially true when those customers are other technical teams. Learn how by applying agile principles to operations and architecture you can improve the efficacy of your entire agile organization.
For more information, please visit http://cainc.to/Nv2VOe
They Told Me to “Be Agile”, but I’m Not a DeveloperCA Technologies
Get tips and tricks on how to do agile with non-development teams in a development environment.
For more information, please visit http://cainc.to/Nv2VOe
Case Study: Rogers Communications Integrates CA API Management and CA Service...CA Technologies
Rogers Communications relies on APIs as a key conduit between its systems of record and engagement to bring consistent, omni-channel brand experiences to millions of customers.
Gain valuable insights on how CA API Management and CA Service Virtualization can be weaved to create a powerful, scalable solution that enables continuous delivery.
For more information, please visit http://cainc.to/Nv2VOe
Don’t Let Technology Slow Down Your Digital TransformationDevOps.com
When it comes to executing a successful digital transformation, you often hear about people, process, and technology. Companies are improving and automating IT processes to achieve business agility. Implementing Continuous Delivery and DevOps practices creates a faster and more agile organization. However, organizations are still struggling to make technology changes that have a real impact.
In this webinar, you will learn how new technologies are driving agile transformation through team responsibilities, application landscape architecture, and delivery pipeline changes. We will also share tips for speeding up your IT transformation while adopting new technologies and give insights on how to:
Focus on quality first to improve customer satisfaction and engineering capacity;
Connect pipelines to bring disciplines together;
Build repeatable delivery patterns to accelerate your business.
DOES SFO 2016 - Andy Cooper & Brandon Holcomb - When IT Closes the DealGene Kim
Equifax powers the financial future of individuals and organizations around the world. Using the combined strength of unique trusted data, technology and innovative analytics, Equifax has grown from a consumer credit company into a leading provider of insights and knowledge that helps its customers make informed decisions.
Delivering on that trust requires both business and technical operations excellence. Faced with the growing challenges of the modern marketplace, the Equifax IT organization embarked on a top-to-bottom cultural and technical transformation. This presentation will outline how the Equifax IT team has taken steps towards transforming itself into a nimble, efficient and internally-capable organization. Topics will include key management lessons learned, budget realignment, creating partnerships across organizational boundaries and strategic projects to focus the organization’s transformation efforts. The early results? IT is no longer viewed as a liability to the business, instead IT is now an asset – a strategic partner that is actively helping to close deals.
The idea behind DevOps is to demolish the wall between development and operations, and encourage more collaboration and accountability between both groups so that everyone feels responsible for the code no matter where it is in the software development lifecycle. For better understanding of DevOps, we have answered the 5Ws of DevOps.
CA Project and Portfolio Management (CA PPM) for Business Transformation at P...CA Technologies
“Business transformation now has a prominent place on corporate agendas. Ninety-three percent of U.S. based, multinational companies are in some phase of changing their business models," KPMG Transformation Survey, 2014. Many organizations are now leveraging PPM solutions for business transformation. In this session, hear from Philips as they describe how they use CA PPM to drive and manage their business transformation initiatives.
For more information, please visit http://cainc.to/Nv2VOe
Scaling Scaled Agile: Lessons Learned at UnitedHealth GroupCA Technologies
So maybe your organization has established a release train and it is going well. Now you have been asked to run multiple release trains as part of a portfolio. What’s the same? What’s different? At UnitedHealth Group, one of our largest agile portfolios has six plus release trains, 35 plus scrum teams and hundreds of people all working together to deliver a common business outcome using the scaled agile framework.
This interactive discussion will highlight what we have implemented, what lessons we have learned and what challenges lie ahead in our pursuit for continuous improvement.
For more information, please visit http://cainc.to/Nv2VOe
Case Study: Manheim Implements Test Data Management to Reduce Testing Time an...CA Technologies
At Manheim, CA Test Data Manager (formerly Grid-Tools Data Maker) is used to provide teams with the data they needed, when they needed it. In this session, learn how Manheim uses synthetic data generation to reduce human interaction by 80% in the data provisioning process and data subset to achieve low-cost, rapid extraction of test data from production databases.
For more information, please visit http://cainc.to/Nv2VOe
The Reality of Managing Microservices in Your CD PipelineDevOps.com
As we shift from monolithic software development practices to microservices, our well-designed CD pipeline will need to change. Microservices are small functions, deployed independently and linked via APIs at run-time. While these differences seem minor, they actually have a large impact on your overall CD structure. Think hundreds of workflows, small of any builds and the loss of a monolithic 'application.'
Join Tracy Ragan, CEO of DeployHub and Brendan O'Leary, Developer Evangelist at GitLab, to learn more.
It's never too early to start the conversation.
Pitney Bowes Uses Development and Testing Tools to Drive Early API Developmen...CA Technologies
How Pitney Bowes uses modern development and testing tools, such as CA Service Virtualization, to drive early API development and enable parallel development, with a simple purpose: go faster.
Why speed with quality are so important and what is parallel development and its implications for Pitney Bowes’ success in bringing innovation to market faster.
For more information, please visit http://cainc.to/Nv2VOe
Case Study: United Airlines Transforms Release Management for Its Modern Soft...CA Technologies
Release management has played a critical function at United Airlines, but it has been hindered by manual processes and spreadsheets. As a part of an IT-wide reliability effort, the company has transformed the role that IT release management plays in the organization. To begin, United performed a governance model and maturity assessment to formally define the service offering, standards and processes. It launched a pilot to establish an onshore/offshore release model, shifting the role of the release team in the process to ensure the right type of work was fulfilled. United moved from multiple spreadsheets to a centralized dashboard to track and manage releases and engagement levels. As a part of the overall transformation, many decisions were needed to ensure success and data was heavily leveraged across all main decision points. In this session, you will learn how transparency around metrics and a strong governance program is transforming United’s IT release team. You will also see how CA Continuous Delivery Director is helping United’s transformation.
For more information on DevOps: Continuous Delivery, please visit: http://ow.ly/O2lQ50g62s7
AppSphere 15 - Whipping your Apps into Shape: Team Beachbody shows you a DevO...AppDynamics
Team Beachbody is a leading consumer fitness brand. In order to attract and retain customers, it is critical to provide an outstanding customer experience. Just as Beachbody workouts help customers get into shape, Team Beachbody found that they needed to apply the same rigour to their own website and apps to shape the end-user experience for their customers.
In this session, learn how AppDynamics helped Beachbody adopt a DevOps culture with incentives a governance plan, and easily consumable process to hammer and chisel their apps and organization into shape. Like before and after photos showing the success of their customers, see how the Beachbody DevOps journey led to improvements in Direct and Network Marketing, Beachbody LIVE, and On-Demand Digital delivery.
This deck was originally shared at AppSphere 2015.
Tech Talk: CA Workload Automation Agent Monitor, Agents and Advanced Integrat...CA Technologies
CA Workload Automation Agent Monitor enables workload administrators to simplify and automate the process of CA Workload Automation agents and clients monitoring. This session will describe and demonstrate this Web service application to monitor CA Workload Automation agent configuration and system information and status for all CA Workload Automation AutoSys (AE), CA Workload Automation dSeries (DE), CA Workload Automation CA 7 Edition and CA Workload Automation ESP Edition environments. Seating is limited and available first come-first served.
For more information, please visit http://cainc.to/Nv2VOe
Take Advantage of CA PPM Application Management ServicesCA Technologies
Find out how AMS can help your organization drive maximum value from CA PPM through higher user adoption, smoother version upgrades and deeper product maturity.
Presenter: Brandon Laun, Practice Services
To learn more about how CA Services can accelerate your success in the application economy please visit: http://cainc.to/tXY9uT
Case Study: Euroclear Adopts Continuous Delivery for New Customer-facing Appl...CA Technologies
Euroclear, a Belgium-based financial services company and the world's largest provider of domestic and cross-border settlement and related services for bond, equity and fund transactions, needed help in launching a critical new customer-facing application. In the context of a heightened competitive environment and the financial market uncertainties, a lengthy application development cycle was not appropriate anymore. They needed a solution that would automate their release processes and enable them to drastically reduce their deployment time. Learn from their experience, the steps they took and the amazing results they achieved, such as reducing deployment time by 95%, on their journey towards Continuous Delivery.
For more information, please visit http://cainc.to/Nv2VOe
Agile is a methodology that businesses use to deliver customer value faster. It involves changing organizational structure, processes, ceremonies and culture to be customer-centric and transparent, and it emphasizes continual improvement as well as operating at a faster cadence. Agile started as a software movement based on learnings from Lean manufacturing, and grew from an emphasis on a single, cross-functional team to enterprise scale agile, which can be applied across tens to hundreds of cross-functional teams delivering value based on a shared, prioritized backlog of customer value.
For more information, please visit http://cainc.to/Nv2VOe
Ata pune 12 meetup Future of testing 17 sep 2016 by sanjay upadhyayAgile Testing Alliance
Future of Testing Presentation by Sanjay Upadhyay
Closer to End User, Closer to Code and Closer to Value.
Tester cannot run away from any of these - including coding.
Supply Chain Collaboration: A Platform ApproachQuyntess
Supply Chain Collaboration presentation about whether you are in supply chain, procurement, accounts payable or IT, the concept of a platform and a network of connected businesses is likely to impact your function and most definitely will impact your company.
The allure of outsourced software testing or the demand for specialized testers hasn’t dimmed. In fact it has only amplified in the last couple of years with ‘Digital Enterprise’ taking the centerfold.
Case Study: Rogers Communications Integrates CA API Management and CA Service...CA Technologies
Rogers Communications relies on APIs as a key conduit between its systems of record and engagement to bring consistent, omni-channel brand experiences to millions of customers.
Gain valuable insights on how CA API Management and CA Service Virtualization can be weaved to create a powerful, scalable solution that enables continuous delivery.
For more information, please visit http://cainc.to/Nv2VOe
Don’t Let Technology Slow Down Your Digital TransformationDevOps.com
When it comes to executing a successful digital transformation, you often hear about people, process, and technology. Companies are improving and automating IT processes to achieve business agility. Implementing Continuous Delivery and DevOps practices creates a faster and more agile organization. However, organizations are still struggling to make technology changes that have a real impact.
In this webinar, you will learn how new technologies are driving agile transformation through team responsibilities, application landscape architecture, and delivery pipeline changes. We will also share tips for speeding up your IT transformation while adopting new technologies and give insights on how to:
Focus on quality first to improve customer satisfaction and engineering capacity;
Connect pipelines to bring disciplines together;
Build repeatable delivery patterns to accelerate your business.
DOES SFO 2016 - Andy Cooper & Brandon Holcomb - When IT Closes the DealGene Kim
Equifax powers the financial future of individuals and organizations around the world. Using the combined strength of unique trusted data, technology and innovative analytics, Equifax has grown from a consumer credit company into a leading provider of insights and knowledge that helps its customers make informed decisions.
Delivering on that trust requires both business and technical operations excellence. Faced with the growing challenges of the modern marketplace, the Equifax IT organization embarked on a top-to-bottom cultural and technical transformation. This presentation will outline how the Equifax IT team has taken steps towards transforming itself into a nimble, efficient and internally-capable organization. Topics will include key management lessons learned, budget realignment, creating partnerships across organizational boundaries and strategic projects to focus the organization’s transformation efforts. The early results? IT is no longer viewed as a liability to the business, instead IT is now an asset – a strategic partner that is actively helping to close deals.
The idea behind DevOps is to demolish the wall between development and operations, and encourage more collaboration and accountability between both groups so that everyone feels responsible for the code no matter where it is in the software development lifecycle. For better understanding of DevOps, we have answered the 5Ws of DevOps.
CA Project and Portfolio Management (CA PPM) for Business Transformation at P...CA Technologies
“Business transformation now has a prominent place on corporate agendas. Ninety-three percent of U.S. based, multinational companies are in some phase of changing their business models," KPMG Transformation Survey, 2014. Many organizations are now leveraging PPM solutions for business transformation. In this session, hear from Philips as they describe how they use CA PPM to drive and manage their business transformation initiatives.
For more information, please visit http://cainc.to/Nv2VOe
Scaling Scaled Agile: Lessons Learned at UnitedHealth GroupCA Technologies
So maybe your organization has established a release train and it is going well. Now you have been asked to run multiple release trains as part of a portfolio. What’s the same? What’s different? At UnitedHealth Group, one of our largest agile portfolios has six plus release trains, 35 plus scrum teams and hundreds of people all working together to deliver a common business outcome using the scaled agile framework.
This interactive discussion will highlight what we have implemented, what lessons we have learned and what challenges lie ahead in our pursuit for continuous improvement.
For more information, please visit http://cainc.to/Nv2VOe
Case Study: Manheim Implements Test Data Management to Reduce Testing Time an...CA Technologies
At Manheim, CA Test Data Manager (formerly Grid-Tools Data Maker) is used to provide teams with the data they needed, when they needed it. In this session, learn how Manheim uses synthetic data generation to reduce human interaction by 80% in the data provisioning process and data subset to achieve low-cost, rapid extraction of test data from production databases.
For more information, please visit http://cainc.to/Nv2VOe
The Reality of Managing Microservices in Your CD PipelineDevOps.com
As we shift from monolithic software development practices to microservices, our well-designed CD pipeline will need to change. Microservices are small functions, deployed independently and linked via APIs at run-time. While these differences seem minor, they actually have a large impact on your overall CD structure. Think hundreds of workflows, small of any builds and the loss of a monolithic 'application.'
Join Tracy Ragan, CEO of DeployHub and Brendan O'Leary, Developer Evangelist at GitLab, to learn more.
It's never too early to start the conversation.
Pitney Bowes Uses Development and Testing Tools to Drive Early API Developmen...CA Technologies
How Pitney Bowes uses modern development and testing tools, such as CA Service Virtualization, to drive early API development and enable parallel development, with a simple purpose: go faster.
Why speed with quality are so important and what is parallel development and its implications for Pitney Bowes’ success in bringing innovation to market faster.
For more information, please visit http://cainc.to/Nv2VOe
Case Study: United Airlines Transforms Release Management for Its Modern Soft...CA Technologies
Release management has played a critical function at United Airlines, but it has been hindered by manual processes and spreadsheets. As a part of an IT-wide reliability effort, the company has transformed the role that IT release management plays in the organization. To begin, United performed a governance model and maturity assessment to formally define the service offering, standards and processes. It launched a pilot to establish an onshore/offshore release model, shifting the role of the release team in the process to ensure the right type of work was fulfilled. United moved from multiple spreadsheets to a centralized dashboard to track and manage releases and engagement levels. As a part of the overall transformation, many decisions were needed to ensure success and data was heavily leveraged across all main decision points. In this session, you will learn how transparency around metrics and a strong governance program is transforming United’s IT release team. You will also see how CA Continuous Delivery Director is helping United’s transformation.
For more information on DevOps: Continuous Delivery, please visit: http://ow.ly/O2lQ50g62s7
AppSphere 15 - Whipping your Apps into Shape: Team Beachbody shows you a DevO...AppDynamics
Team Beachbody is a leading consumer fitness brand. In order to attract and retain customers, it is critical to provide an outstanding customer experience. Just as Beachbody workouts help customers get into shape, Team Beachbody found that they needed to apply the same rigour to their own website and apps to shape the end-user experience for their customers.
In this session, learn how AppDynamics helped Beachbody adopt a DevOps culture with incentives a governance plan, and easily consumable process to hammer and chisel their apps and organization into shape. Like before and after photos showing the success of their customers, see how the Beachbody DevOps journey led to improvements in Direct and Network Marketing, Beachbody LIVE, and On-Demand Digital delivery.
This deck was originally shared at AppSphere 2015.
Tech Talk: CA Workload Automation Agent Monitor, Agents and Advanced Integrat...CA Technologies
CA Workload Automation Agent Monitor enables workload administrators to simplify and automate the process of CA Workload Automation agents and clients monitoring. This session will describe and demonstrate this Web service application to monitor CA Workload Automation agent configuration and system information and status for all CA Workload Automation AutoSys (AE), CA Workload Automation dSeries (DE), CA Workload Automation CA 7 Edition and CA Workload Automation ESP Edition environments. Seating is limited and available first come-first served.
For more information, please visit http://cainc.to/Nv2VOe
Take Advantage of CA PPM Application Management ServicesCA Technologies
Find out how AMS can help your organization drive maximum value from CA PPM through higher user adoption, smoother version upgrades and deeper product maturity.
Presenter: Brandon Laun, Practice Services
To learn more about how CA Services can accelerate your success in the application economy please visit: http://cainc.to/tXY9uT
Case Study: Euroclear Adopts Continuous Delivery for New Customer-facing Appl...CA Technologies
Euroclear, a Belgium-based financial services company and the world's largest provider of domestic and cross-border settlement and related services for bond, equity and fund transactions, needed help in launching a critical new customer-facing application. In the context of a heightened competitive environment and the financial market uncertainties, a lengthy application development cycle was not appropriate anymore. They needed a solution that would automate their release processes and enable them to drastically reduce their deployment time. Learn from their experience, the steps they took and the amazing results they achieved, such as reducing deployment time by 95%, on their journey towards Continuous Delivery.
For more information, please visit http://cainc.to/Nv2VOe
Agile is a methodology that businesses use to deliver customer value faster. It involves changing organizational structure, processes, ceremonies and culture to be customer-centric and transparent, and it emphasizes continual improvement as well as operating at a faster cadence. Agile started as a software movement based on learnings from Lean manufacturing, and grew from an emphasis on a single, cross-functional team to enterprise scale agile, which can be applied across tens to hundreds of cross-functional teams delivering value based on a shared, prioritized backlog of customer value.
For more information, please visit http://cainc.to/Nv2VOe
Ata pune 12 meetup Future of testing 17 sep 2016 by sanjay upadhyayAgile Testing Alliance
Future of Testing Presentation by Sanjay Upadhyay
Closer to End User, Closer to Code and Closer to Value.
Tester cannot run away from any of these - including coding.
Supply Chain Collaboration: A Platform ApproachQuyntess
Supply Chain Collaboration presentation about whether you are in supply chain, procurement, accounts payable or IT, the concept of a platform and a network of connected businesses is likely to impact your function and most definitely will impact your company.
The allure of outsourced software testing or the demand for specialized testers hasn’t dimmed. In fact it has only amplified in the last couple of years with ‘Digital Enterprise’ taking the centerfold.
In order to deal with customers expecting a seamless omnichannel experience, increased regulations and speed with which innovative fin-techs enter the market, ING has formulated a customer centric strategy based on data and analytics.
Last year we talked about the fact that ING developed a new architecture, the ING Data Lake. And how within ING In parallel the Big Data paradigm, based on Hadoop, appeared and how this was mapped on the Data Lake architecture to make sure Hadoop is leveraged to the maximum.
This year we want to tell you how the international working group helped realizing the advanced analytic pattern on the ING private cloud, without prior management approval.
This presentation will discuss the community strategy, how to stay under the radar, how to surface when actual content is strong enough to force change, open issues and the private cloud challenges ING is dealing with. Join us in this ride from community idea through architecture to private cloud implementation with some organizational challenges along the way.
DOES14 - Stephen Elliot - IDC - Delivering DevOps Business Metrics that MatterGene Kim
Stephen Elliot, VP of IDC
DevOps is the modern way to deploy new IT capabilities that drive and deliver business results. This session will dive into the key metrics that large companies are using to gauge the success and measure results utilizing the DevOps discipline. The session will answer the following questions:
What are some of the key technology and business metrics that large organizations are using to measure and manage DevOps projects?
What are the critical success factors required when communicating with the business on Devops delivered projects?
What role do the security and compliance teams play in DevOps, and related metrics?
Open Source software is now widely adopted in the enterprises, and it’s moving from specific and peripheral use cases to the IT core. The DevOps culture and the software-centric infrastructure are helping in this cultural and technological step, opening the OpenSource Enterprise Era.
AppSphere 15 - Shining a Light on Shadow IT: A New Way of Working for "Busine...AppDynamics
Brandon Bichler, a Partner at London-based consulting firm Elixirr, will walk through what this new operating model looks like and provide some real examples of where it has been implemented and is working. Furthermore, he will outline what you can do to:
- Sense check how healthy your company is in terms of the relationship between business and IT
- Start to build out the components of this new operating model, factoring in the culture and organisational nuances of your company
- Engage key stakeholders on this topic and secure their support for change
This deck was originally presented at AppSphere 2015.
Most businesses are trying to achieve digital transformation, but not everyone is going about it the right way. MuleSoft recently surveyed 800 global IT decision makers; 96 percent of respondents are executing on digital transformation initiatives or planning to do so in the near future. However, the results also showed that just 18 percent of IT decision makers are confident that they will succeed in meeting this year’s digital transformation goals.
In this presentation, you will learn:
-How IT can enable opportunities that impact the bottom line
-Steps to digitize data and transform the organization
-How CIOs and IT teams can reconcile existing technology with expectations for digital transformation
From machine selling to service business modelSabri MOURAD
21st Century will be focused on customer experience and associated with a service-based model. This major trend is a real challenge for machines manufacturers who must redesign their thinking, design and organization structure to support this new approach. The capability of communication of new product and the integrated management of product life cycle management will be the key in this new environment focused on customer applications.
Subscribed 2015: The Explosion of Smart Connected ThingsZuora, Inc.
Market experts and leading analyst firms predict that we’ll see the number of smart connected things grow from ~2B today to over 50B within the coming decade. The introduction of these new smart, connected things enable functional variability to shift from the physical design to the digital smarts that are being embedded in the “thing”. This explosion of smart, connected things provides both their creators and users (consumers and enterprises) with endless opportunities to continually monetize features, options, usage and data over the lifetime of the “thing’s” operation. Come to this session and see how PTC and Zuora are helping businesses capitalize on these important new revenue streams through a live demo.
Closing the Visibility Gap | How to Combine Application & Infrastructure Moni...John Williams
What leaves visibility gaps and demands higher levels of time and expertise from IT professionals? Having different consoles for application code visibility vs. IT infrastructure management. The convergence of application and infrastructure monitoring offers significant opportunities to drive IT transformation using IT service management, DevOps and/or a combination of both.
View these slides from our webinar, ‘Closing the Visibility Gap | How to Combine Application & Infrastructure Monitoring to Accelerate IT Transformation ‘, the first of a ‘shift-left’ series that will highlight how you can meet the emerging requirements across both the ITSM and DevOps lifecycles.
In them John Worthington, Director of Product Marketing for eG Innovations, will help you discover how to:
• Get a baseline of monitoring in an IT transformational context based on ITSM and DevOps
• Find out how converged application and infrastructure visibility can help accelerate IT transformation efforts with ITSM, DevOps or both
• Understand how monitoring can accelerate cultural change and accelerate IT value delivery to the business without flying blind
Big Data & IoT. Opportunities and challengesMediaTek Labs
The third webinar in the series, From concept to consumer – make your IoT idea a commercial reality – focussed on IoT security.
One of the major challenges facing the growth and adoption of IoT devices is security. The nature of the fragmented IoT market has led to some genuine security concerns and some novel yet unstandardized devices. With this uncertainty also comes opportunity, especially for solutions who identify security as a key function early in a project.
This webinar explored some of the security challenges facing the burgeoning IoT market: Implementation challenges; Safeguards against breaches; Integrating security standards from the outset.
ValueFlowIT: A new IT Operating Model EmergesDavid Favelle
ValueFlow IT has synthesised the old and the new of IT management frameworks into a multi-speed operating model. This accommodates the different pace layers (thanks Gartner) of the portfolio and tunes the IT organisational structures processes and tools.
20/10 Vision: Building A 21st Century Market Research OrganizationGregory Weiss
A strategic vision to create a 21st century market research organization, leveraging technology to provide value-added services and get more return from staff research efforts
Similar to Deliver it in the enterprise. Scale DevOps and Continuous Delivery (20)
GraphSummit Paris - The art of the possible with Graph TechnologyNeo4j
Sudhir Hasbe, Chief Product Officer, Neo4j
Join us as we explore breakthrough innovations enabled by interconnected data and AI. Discover firsthand how organizations use relationships in data to uncover contextual insights and solve our most pressing challenges – from optimizing supply chains, detecting fraud, and improving customer experiences to accelerating drug discoveries.
Do you want Software for your Business? Visit Deuglo
Deuglo has top Software Developers in India. They are experts in software development and help design and create custom Software solutions.
Deuglo follows seven steps methods for delivering their services to their customers. They called it the Software development life cycle process (SDLC).
Requirement — Collecting the Requirements is the first Phase in the SSLC process.
Feasibility Study — after completing the requirement process they move to the design phase.
Design — in this phase, they start designing the software.
Coding — when designing is completed, the developers start coding for the software.
Testing — in this phase when the coding of the software is done the testing team will start testing.
Installation — after completion of testing, the application opens to the live server and launches!
Maintenance — after completing the software development, customers start using the software.
Atelier - Innover avec l’IA Générative et les graphes de connaissancesNeo4j
Atelier - Innover avec l’IA Générative et les graphes de connaissances
Allez au-delà du battage médiatique autour de l’IA et découvrez des techniques pratiques pour utiliser l’IA de manière responsable à travers les données de votre organisation. Explorez comment utiliser les graphes de connaissances pour augmenter la précision, la transparence et la capacité d’explication dans les systèmes d’IA générative. Vous partirez avec une expérience pratique combinant les relations entre les données et les LLM pour apporter du contexte spécifique à votre domaine et améliorer votre raisonnement.
Amenez votre ordinateur portable et nous vous guiderons sur la mise en place de votre propre pile d’IA générative, en vous fournissant des exemples pratiques et codés pour démarrer en quelques minutes.
Introducing Crescat - Event Management Software for Venues, Festivals and Eve...Crescat
Crescat is industry-trusted event management software, built by event professionals for event professionals. Founded in 2017, we have three key products tailored for the live event industry.
Crescat Event for concert promoters and event agencies. Crescat Venue for music venues, conference centers, wedding venues, concert halls and more. And Crescat Festival for festivals, conferences and complex events.
With a wide range of popular features such as event scheduling, shift management, volunteer and crew coordination, artist booking and much more, Crescat is designed for customisation and ease-of-use.
Over 125,000 events have been planned in Crescat and with hundreds of customers of all shapes and sizes, from boutique event agencies through to international concert promoters, Crescat is rigged for success. What's more, we highly value feedback from our users and we are constantly improving our software with updates, new features and improvements.
If you plan events, run a venue or produce festivals and you're looking for ways to make your life easier, then we have a solution for you. Try our software for free or schedule a no-obligation demo with one of our product specialists today at crescat.io
AI Pilot Review: The World’s First Virtual Assistant Marketing SuiteGoogle
AI Pilot Review: The World’s First Virtual Assistant Marketing Suite
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https://sumonreview.com/ai-pilot-review/
AI Pilot Review: Key Features
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See My Other Reviews Article:
(1) TubeTrivia AI Review: https://sumonreview.com/tubetrivia-ai-review
(2) SocioWave Review: https://sumonreview.com/sociowave-review
(3) AI Partner & Profit Review: https://sumonreview.com/ai-partner-profit-review
(4) AI Ebook Suite Review: https://sumonreview.com/ai-ebook-suite-review
AI Genie Review: World’s First Open AI WordPress Website CreatorGoogle
AI Genie Review: World’s First Open AI WordPress Website Creator
👉👉 Click Here To Get More Info 👇👇
https://sumonreview.com/ai-genie-review
AI Genie Review: Key Features
✅Creates Limitless Real-Time Unique Content, auto-publishing Posts, Pages & Images directly from Chat GPT & Open AI on WordPress in any Niche
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See My Other Reviews Article:
(1) TubeTrivia AI Review: https://sumonreview.com/tubetrivia-ai-review
(2) SocioWave Review: https://sumonreview.com/sociowave-review
(3) AI Partner & Profit Review: https://sumonreview.com/ai-partner-profit-review
(4) AI Ebook Suite Review: https://sumonreview.com/ai-ebook-suite-review
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Code reviews are vital for ensuring good code quality. They serve as one of our last lines of defense against bugs and subpar code reaching production.
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In this session we will cover:
- The Art of Effective Code Reviews
- Streamlining the Review Process
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* How to run your own data quality framework
* What is the performance impact of running data quality frameworks
* How to run the test cases in your own ETL pipelines
* How the Incident Manager is integrated
* Get notified with alerts when test cases fail
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The claim of launching a streaming platform in minutes might be a bit of an exaggeration, but there are services that can significantly streamline the process. Here's a breakdown:
Pros of Speedy Streaming Platform Launch Services:
No coding required: These services often use drag-and-drop interfaces or pre-built templates, eliminating the need for programming knowledge.
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All-in-one solutions: Many services offer features like content management systems (CMS), video players, and monetization tools, reducing the need for multiple integrations.
Things to Consider:
Limited customization: These platforms may offer less flexibility in design and functionality compared to custom-built solutions.
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Features: Carefully evaluate which features are included and if they meet your specific needs (e.g., live streaming, subscription options).
Examples of Services for Launching Streaming Platforms:
Muvi [muvi com]
Uscreen [usencreen tv]
Alternatives to Consider:
Existing Streaming platforms: Platforms like YouTube or Twitch might be suitable for basic streaming needs, though monetization options might be limited.
Custom Development: While more time-consuming, custom development offers the most control and flexibility for your platform.
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Custom Healthcare Software for Managing Chronic Conditions and Remote Patient...Mind IT Systems
Healthcare providers often struggle with the complexities of chronic conditions and remote patient monitoring, as each patient requires personalized care and ongoing monitoring. Off-the-shelf solutions may not meet these diverse needs, leading to inefficiencies and gaps in care. It’s here, custom healthcare software offers a tailored solution, ensuring improved care and effectiveness.
18. Our DevOps and Continuous Delivery evolution
Start Mobile
app
development
Start full
automation
of IT
processes
Continuous
Delivery
Discussions
who runs
production
Today
2009 2010 2011 2012 2013 2014 2015
18
New
management
and the will to
change
First scrum
team and
start agile
development
Full
reorganization
towards 180
DevOps teams
First
initiatives
to create a
private
cloud
34. Team vs Enterprise
34
Best solution, cool factor, little rules,
Lot of learning, build it yourself, high
maintenance, little collaboration
Standardization, collaboration, re-use
36. Team vs Enterprise
36
Best solution, cool factor, little rules,
Lot of learning, build it yourself, high
maintenance, little collaboration
Standardization, collaboration, re-use
High license costs, maintenance, version
management, knowledge share, life cycle
management issues
Low license costs, best practices, less
maintenance, knowledge by community
38. Team vs Enterprise
38
Best solution, cool factor, little rules,
Lot of learning, build it yourself, high
maintenance, little collaboration
Standardization, collaboration, re-use
High license costs, maintenance, version
management, knowledge share, life cycle
management issues
Low license costs, best practices, less
maintenance, knowledge by community
Work around rules and regulations Make rules and regulations part of the pipeline
39. So HOW do we do this for Continuous Delivery @ING?
39
Ideas
Build
Product
Measure
Learn
Data
Feature Request list from
IT user communities
Standard Continuous
Delivery pipeline for ING
CD expert team
collaborating with IT
communities
Metrics from all parts of
the CD Pipeline
Collect all data through
an Eventbus and store it
in a database
Analyze all data and
present it to IT engineers
and IT Managers
43. Principles:
• All hardware, middleware and application components are constantly monitored
• Automated alerts are generated whenever a deviation occurs
System health. Availability of the pipeline
43
48. Started as a service and now strategy driven
Take small steps to achieve your goals Learn and adapt
It is also a cultural change. It takes time
Get rid of silos
Recap
48
This talk will take you on a journey of the changing role for IT within a financial enterprise organization.
How it changed from service driven IT towards strategy driven IT in the last decade
At work I’ve had the great opportunity to start up the DevOps transition at ING by organizing several DevOps days within ING, ‘performing’ on several IT conferences, but also by breaking down several heavily shaped processes within ING and the last years specifically being part of the ING Continuous Delivery Team ……….And therefore to be part of the journey towards DevOps and Continuous Delivery
In this talk I will cover the following topics;
Some history of IT at ING. Where do we come from and what was the role of IT?
How did our organization evolve towards a state of strategy driven IT?
How do our customers benefit of all this?
And finally … where are we now concerning DevOps & Continuous Delivery and what are we going to do in near future?
I am going to tell you where we come from as IT within ING. To do so I created some context ……If we look at the first online initiatives to a broader public ……. (next slides)
Like the newspaper….. One was used to the paper version and an online news paper was not convenient. You had to start your PC, browse to the newspaper….maybe waiting to download the articles etc..
But.. It was there and you had an alternative for your paper version
Or to fill out your tax forms. Though is became a lot easier to do your input via a floppy or send it online to the tax company. One was used to fill out forms and had little trust in security of a computer program or the internet.
But there was a possibility to do it via IT focused channel
Buying tickets. Get out of bed early and go to your local post office. At least you could see the queue and the first one there was the first one with a ticket.
But their was also the online opportunity
And what about banking? Fill out your transfer form, put them in a envelope and mail it or bring it to your bank. Easy does it.
But there were also possibilities to do it at home without any paper work.
Back in these days… IT was a nice to have.
It brought us an additional channel for doing our day to day business.
Did we really care about any service loss or downtime due to maintenance windows?
It was not as hell breaks loose……. as the old non-IT channels where still primairly and the IT focussed channels where nice to haves.
Which also meant our organization didn’t have to be very responsive for market changes as market changes where mainly physical changes with low usage of IT and thus not super fast
As seen in the examples the usage of channels to reach people was changing. IT got involved.
From fysical channels, like a shop or bank office, towards digital channels, like a webshop or internet banking.
So let’s move forward on the Banking example.
It all started with the bank office. The office was your only point of contact with a bank. The single channel.
IT started to change this. It was possible to offer more channels for the customers, like
The good old bank office
A call desk or voice repsonse system
Internet banking or home banking
That also means that customers are going to rely on the offered IT services. We got more and more used to it.
But as said. IT was mainly service driven and our organization was not very responsive. What does that mean? ….. Next slide….
If you look at this model, you see a triangle which you would want to have in balance in order to deliver proper IT services.
You need competent people to the work.
You need all kind of processes to do your work in a controlled manner. Like quality – security – maintenance – change processes
And you need proper technology to do your work. State of the art hardware, software, development tools etc.
The focus of our service driven IT was mainly on people and processes. We tried to outsource most of the IT services……… Service Level Agreements, contracts and maintaining these did the job.
For example; ITIL & PRINCE 2 processes where leading and not used as a way to do your work
……. Circle can float in ………
So you can see the focus did not include technology. Here we have a sub optimized or out of balance triangle
So this was a brief introduction and some context for the topics to come.
There was a need for change.
The distance between IT and business had been increased and they were working more against each other than collaborating with each other
The focus of the organization was on the professionalization of IT and Operations and less on business or customer needs
As mentioned earlier we tried to outsource a significant part of our activities. That was about 9 years ago
This caused the focus was mainly on organizing external activities, especially process control, and less on the execution of typical IT development and operations.
As you probably know ING is a merge of Postbank and ING in 2009. During this merge of PostBank and ING there were less investments in new systems. First migrate, than upgrade to make the merge possible.
So we were very busy as IT doing our own stuff and meanwhile our business wanted to do change.
Off course this created a gap
The GAP between IT and business could be best compared with the grand canyon, neither had an idea why & what the other was talking about.. Resulting in less collaboration to get great results for our customer..
Besides our outsource activities, merge activities and maintaining all systems, we had a legacy and bureaucratic organization.
Changes easily took us more than a year to implement..
We were used to do large and long projects like outsource activities.
We were always trying to eat the whole elephant at once………….
And guess what… In the end we were always over time, over budget and overscoped
and the GAPs between business? ……… IT kept growing as nobody was happy with the results. it never ended as planned!
This was not the only GAP in our organization… When we take a look into our process minded IT organization we see the second GAP in two departments having different focus areas…..
Changing the bank and running the bank.
Most of the communication between these two departments were captured in processes and procedures.
For running the bank we had all the ITIL processes in place and very strict in following these processes, focus points where the stability of the system,
within changing the bank we had our Prince 2 processes in place and were also very strict in following them, performance on this side was measured by release dates
Resulting in the famous wall of confusion
Changing the bank had their deadlines and wanted to deliver as fast as possible.
Running the bank did not have much control of what was getting over that wall and tried to regulate that as much as possible to mitigate the risks of downtime.
Because in the end, if there is a fire, it was not the DEV problem. It was the OPS problem. Worked fine in DEV
So we had our challenges and needed to deal with these in order to stay in business as a bank.
How to change? What to do?
Mobile Banking at ING was introduced
A new way for our customers to do their banking and a great opportunity for ING to keep up with their competitors.
Our competitors, like ABNAMRO, already had a mature Mobile Banking app and they were way ahead of us.
As we were used to work on large and long projects we thought to create the best Mobile app with all feautures the customers want. As you can guess …… a project like that probably should have last for one year or longer. Even worse.. We really tried it that way. AND FAILED
So we changed the way of working!
We started to do the development ourselves. We created a minimal viable product where you could check your balance and do a money transfer. Only from your current account. The next feature in the Mobile app was not a feature as wished by business or IT, but as wished by the customer. In this case they wanted to have their savings account visible instead their address book.
The first Agile development had been started.
(And just to promote . We catched up with our competitors and even created a better rated app in just 2 years time)
The start of developing in small steps was a huge change in the way of working!
Following the success of the aglile development of our Mobile app a big reorganization had been announced.
What was this reorganization all about?
We created DevOps teams where teams became responsible for their application from the “gradle to the grave”. Or as a very wise man ever told me “womb to tomb”
The way of working in these teams was Continuous Delivery
As shown in this picture you see how we transformed from waterfall to Continuous Delivery.
The first step was working with Scrum. But after the build we still had a long test cycle as well as a long deployment process. Because these activities were executed manually and by other teams
The second step is Continuous Delivery. Where Analyse, Design, Build, Test and Deploy were done in the same team and in one sprint in a (as far a possible) automated way.
******
Big advantage … you can change scope every sprint
Here you see our DevOps and Contiunuous Delivery evolution.
***Summarize*** l
Key is a management team that is willing to change
Moving from service driven towards strategy driven.
An example of strategy driven is the development of the Mobile app. We are able to respond on customers needs in a short time because of the short feedbackloop.
What does this mean for the People-Processes-Technology triangle?
Technology is getting into the triangle, but we are not there yet. Still a lot of challenges are ahead to have everything in balance.
People needed to shift from process minded to engineering minded. All technology needs to be build up in order to facilitate people and processes.
Well so far a nice story, but what’s in it for me as a customer?
Let me first take you into our mission as ING which is focussed on Omnichannel…
which is specifically what the journey I’ve been talking so far has brought the customer as well..
due to this journey we as IT will be able to provide our customer a omnichannel experience
What is Omnichannel?
In this picture you see how the usage of channels evolves in time
Years ago most companies just had one channel : the fysical store of bank office
The development of technology brought us more channels which could be used next to each other: MULITCHANNEL. In our case the ATM’s, voice banking, internet banking
There channels were indepentend and there was hardly any cooperation between these channels
The next step is CROSSCHANNEL. More collaboration and aligment between the channels. This is the phase ING is in at the moment
In OMNICHANNEL we get rid of all borders between the channels. Customer data is stored centrally and anywhere realtime available.
There are still different channels, but the customer experience is the same everywhere. Same look and feel, same offers, same functionality etc. The customer does not experience differences between the channels and can easily switch from one to another.
The customer is central and the company organizes around the customer
Omnichannel is nice, but why should we do it?
Three reasons
First of all,Technical innovators have a huge impact on customer behaviour. This changes the customer behaviour and also customers of banks. Who will expect another way of service.
The second reason is the great opportunities it offers to create a better relationship with our customers
And the third reason. It makes our organisation more efficient and therefore we can reduce costst
One can not just say: “Let’s do Omnichannel”
It has a huge impact on both the organization and IT.
Because we did invest in taking small steps, burning down silo’s and shorten the feedbackloop we are able to make the change to Omnichannel.
What these changes are, I will show you these in the next slides.
Teams who are experts and responsible for the application DevOps
I will eloborate this in later
Create an organization that is able to change Create an Agile organization/enterprise.
I will eloborate this later
Deliver fast and high quality Continuous Delivery. I will eloborate this later
Well almost. But I couldn’t find that meme
Since we started the change from service driven IT towards strategy driven IT we are able to contribute the Omnichannel journey from an IT perspective. We made really big improvements towards the agile way of working and Continuous Delivery
“Start driving your strategy from IT”
I have been telling about ING moving towards a strategy driven IT and the development of an Omnichannel Experience.
So where are we now considering DevOps, Organization and Continuous Delivery?
We created teams with business and IT . Let’s call it BusinessDevOps.
There are multiple teams/squads in a tribe. A tribe is a number of squads an has its own purpose. For example: Omnichannel Experience. This tribe does do all the work needed for that purpose, omnichannel
There is no hierarchy in the squads. It is all driven by the purpose of the tribe
Leg dit model maar gewoon helemaal uit
So we just talked about the to organize. Now we will dive in to the way to automate at scale
So we need to learn and adapt to stay ahead of our competitors. Misschien wat meer uitleg over de lean circle?
We want to share three experiences of scaling Continuous Delivery by learning and adapting;
Automation: Team level vs enterprise level?
Tools: Inventing the wheel vs standardization?
Security
As mentioned earlier. We had a reorganisation where we stated “Continuous Delivery the way we work and DevOps the way we organize”.
This brought huge enthusiasm within the teams and their first reaction was to automate all the things. They were eager to start and use all kind of automation tools in order to create a continuous delivery pipeline and learning to automate.
This also resulted in doing “cool” things instead of adding direct value to the products. Most of the tools were new to the teams and they really need to learn the tools and after that putting effort in the tools to use them.
Besides many Continuous Delivery pipelines, this also resulted in many tools. There was no standardization in way of working as well as tooling. Furthermore, there was no collaboration between teams to share their experiences. The wheel was invented over and over again.
Standardize to the max!
Many license costs, not all on the same version, no good lcm etc…
What about security?
Lastig om anders te werken als je niet toegang tot alles hebt (wat je nodig hebt). Blijkt allemaal niet zo makkelijk te realiseren door geschiedenis etc…
Begint met Agile, dan werk je om security heen. Onderstaande afdelingen/gevestigde instituten ga je omheen werken
Security
Compliance
Governance
Op enterprise niveau kan dat niet en ga je zorgen dat die afdelingen ook Agile worden en je gaat ze intergreren in de CD pipeline.
Op onze manier van werken worden het meer geautomatiseerde controls
e.g. Fortify (code security check), integrated backlog management system
Normally a security framework with strict rules where you have to comply to, but we now have a system where actually mitigate risks for the bank by learning from experience.
Risk department is also co-repsonsible for security measurements.
Everyone did explore CD.
We had a best pratice at ING, which we made a standard. We are now improving this standard by (the circle)
How do we do this with our current standard pipeline?
En dan het plaatje toelichten
Continuous Delivery as a Service…… what does that mean?
Well .. There is some history in this..
This CDaaS pipeline has also been created step by step.
Our Channels department were very advanced in their continuous delivery. Not only in automating IT processen, but also measuring the whole pipeline.
Extra layer which tells us about behaviour of the pipeline for teams and releases
Our Continuous Delivery Pipeline collects metrics from all parts of the process.
Collect data
Teams
Learn and adapt
Releases
Is it safe to bring it to PRD
All in balance (for) now.
We really started to embed technology. Like engineer desktops, tools, hardware etc…
Processes are helping us to do our work
People started to move away of the process mindset
DRAFT To be pimped
Be like a flock of birds. Make sure you can adapt to all circumstances