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Using Lean Thinking to identify and address Delivery Pipeline bottlenecks
Using Lean Thinking to identify and address Delivery Pipeline bottlenecks discusses applying Lean principles to accelerate feedback and improve time to value across the development, testing, and production stages. It identifies common bottlenecks like deploying infrastructure and provides examples of how adopting DevOps practices like continuous delivery can help optimize pipelines and flow of work. The document advocates mapping bottlenecks and implementing solutions like capturing infrastructure as code to enable faster, more reliable application deployments.
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Using Lean Thinking to identify and address Delivery Pipeline bottlenecks
- 1. Using Lean Thinkingto identify and address Delivery Pipeline bottlenecks Sanjeev Sharma IBM WW Lead, DevOps Technical Sales @sd_architect © 2013 IBM Corporation
- 2. Inefficient software deliveryimpacts the entire business OPERATIONS Rapid app releases impact system stability and compliance Systems of Interaction Systems of Record Systems of Engagement Continuous client experience Partner value chain Cloud-based Services >45% of customers experience production delays >50% of outsourced projects fail to meet objectives >70% of budgets devoted to maintenance and operations 4-6 weeks to deliver even minor application changes to customers DEVELOPMENT/TEST Speed mismatch between faster moving front office and slower moving back office systems, delaying time to obtain feedback SUPPLIERS Delivery in the context of agile LINE-OF-BUSINESS Takes too long to introduce or make changes to mobile apps and services CRM HR DB ERP
- 3. 3 Customers nowcontrol the pace of technology adoption cycles Your company: Geoffrey Moore “Crossing the Chasm” circa 1991 Your customer: Geoffrey Moore “Crossing the Chasm” in 2014 2 – 3 years 4 – 6 months
- 4. 6-12 Month DeliveryCycles Are Still the Norm Delivery cycle profile across 600 business enterprises Days <10% Quarters 35% Months 40% Weeks 15% Feedback cycles Source--The New Software Imperative: Fast Delivery With Quality: 8 DevOps Practices Hold The Key To Success A Forrester Consulting Thought Leadership Paper Commissioned By IBM, August 2014
- 5. Moving from Monthsto Weeks is a challenge TradiAonal"pracAces" hit"a"barrier"to"faster" delivery" Water,SCRUM,fall" Waterfall" 12+"months" 6,11" months" 3,5" months" 1,2" months" DevOps"pracAces"and" tooling"are"essenAal" to"fast"delivery"with" low"failure"risk" 1,3" weeks" Days" """Degree"of"Risk"_" ""Delivery"Cycle"Times_" © 2014 Forrester Research, Inc. Reproduction Prohibited 11"
- 6. DevOps approach: ApplyLean principles accelerate feedback and improve time to value Line-of-business Customer 1 3 2 1. Get ideas into production fast 2. Get people to use it 3. Get feedback Lean Transformation Non-Value-added waste Value-added production work http://ibm.co/devopsfordummies
- 7. DevOps == ContinuousImprovement" Leverage feedback across the Delivery Pipeline to Continuously Improve: I. Application Delivered II. Environment Deployed III. Application and Environment Delivery Process
- 8. IBM DevOps AdoptionModel Practices, tools and services to plan and execute a staged adoption of DevOps to improve business outcomes Efficiency Productive Waste Feedback Cycles Steer Product-based Agile Automated Collaborative Optimizing More Predictable More Transparent More Continuous Process-based Process-heavy Manual Silo-ed Develop/Test Deploy Operate Inefficient Leaner Leaner and Smarter
- 9. 9 The BigSources of Wasted Efforts: Find the Hidden Factory Non-Value-added waste Value-added production work Type of Waste Create Feature Deliver Feature Unnecessary Overhead Communicating ideas/knowledge Communicating between development and operations Unnecessary Re-work Tasks assigned back to developers from testing and usage Tasks assigned back to developers from production rollbacks Over-production Unnecessary functionality produced Unnecessary hardware, data center, personnel Lean Transformation
- 10. What is Overhead?vs What is Productive? Fat efforts to minimize Waiting Training Reporting Traceability Late rework Duplicate efforts Metrics collection Regression testing Change propagation Document generation Meetings/Checkpoints System administration Resource accounting Human inspections Streamline or automate More valuable efforts to improve Scoping Learning Feedback Refactoring Designing Teaming Coding Testing Planning Engineering Empowering Prediction Deciding Steering Facilitate or smarten
- 11. Priorities of IndianGlobal System Integrators Fat efforts to minimize Late rework Waiting Regression testing Duplicate efforts Reporting Document generation Training Metrics collection Change propagation Traceability Human inspections Meetings/Checkpoints System administration Resource accounting Streamline or automate More Valuable efforts to improve Scoping Designing Planning Testing Reusing Deciding Steering Feedback Coding Prediction Engineering Learning Teaming Refactoring Facilitate or smarten
- 12. Eight DevOps MacroPractices 1. Deliver in small increments of functionality. 2. Form dedicated, cross-functional teams. 3. Use loose coupling between applications. 4. Automate environment provisioning. 5. Continuously integrate code. 6. Continuously test. 7. Continuously fund. 8. Provide real-time transparency. Source--The New Software Imperative: Fast Delivery With Quality: 8 DevOps Practices Hold The Key To Success A Forrester Consulting Thought Leadership Paper Commissioned By IBM, August 2014
- 13. Optimize pipeline withan even flow end to end" § Throughput of each process must be the equal in order to avoid backlogs. § When preceding process is upgraded to a higher throughput, subsequent processes must be upgraded to the same higher throughput in order to maintain balance.
- 14. Steer the ProductPipelines Build Value accrues as product artifacts evolve, NOT by effort expended or by progress in supporting artifacts IBM Confidential Ideas Tradeoffs Delivered Simple Instrumenta5on: Time: Volume: Cycle 'me Batch size Change speed Queue size Queue 'me Throughput • Minimize wai5ng in backlog queues • Op5mize work in progress • Adjust capacity and flow Validate Proposed Understood Verified Certified
- 15. DevOps Adoption: Addressbottlenecks in the Delivery Pipeline Develop / Test Steer Deploy Operate Collaborative Development Continuous Testing Continuous Release and Deployment Business Owner Service Developer/Tester Service Operations Target Customer Idea Market DevOps Continuous Business Planning Continuous Monitoring Continuous feedback and Optimization Lean and Agile principles Identify Delivery Pipeline Bottlenecks
- 16. Map your Bottlenecks Line of Business Customers PMO Requirements/ Analyst Idea/Feature/Bug Fix/ Enhancement Production Release Management Deployment Engineer Development Build QA SIT UAT Prod Developer Build Engineer QA Team Integration Tester User/Tester Operations Artifact Repository Code Repository Deploy Get Feedback Infrastructure as Code/ Cloud Patterns Feedback Customer or Customer Surrogate Metrics - Reporting/Dashboarding Tasks Artifacts
- 17. Deploying Infrastructure isthe biggest bottleneck for the Delivery Pipeline " § The adoption of DevOps == increased velocity of application delivery § Puts pressure on the infrastructure to respond more quickly § Software Defined Environments enable you to capture infrastructure as a software artifact Application ! Changes! Infrastructure! Changes!
- 18. Continuous Delivery toCloud The freedom to provision a version of a full stack or incrementally deploy an application version into an already provisioned environment Deployment Automation Blueprint Application Resource Template Environments | Processes | Configurations Utilize Cloud Environment pattern Deploy app Create env from pattern DDEDEDVEVE V V QA PROD Cloud Platform § Capture cloud pattern to be used for creating an Environment § Incremental deployment of application builds to cloud environments § Map the application to multiple cloud patterns
- 19. Implementing ‘Full Stack’Continuous Delivery: IBM UrbanCode Deploy with Patterns" Infrastructure Specialists develop and update reusable building blocks for application environment patterns 1 Components Architects and Integrators design and update application environment patterns from building blocks targeting cloud platform 2 Application Pattern Building Blocks 3 Release Engineers leverages the application environment patter to create and manage a multi-stage continuous delivery pipeline Application Developers and Testers 4 can test the application changes for in a production-like environment Deploy Templates Design Templates vSys, vApp Application Middleware Config Middleware OS Config Hardware
- 20. 20 Building aDevOps Culture • Everyone is responsible for Delivery • Common measures of Success • Right People are needed Product Owner Team Member Team Lead Team Member Team Member External System Team Senior Executives Users Domain Experts Auditors Gold Owner Support Staff Operations Staff Above all - it’s all about the People/Culture
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- 22. Fidelity Worldwide Investments Achieves predictable release schedules and simplifies regulatory compliance Achieved cost avoidance of more than USD2.3 million per year Gained more predictable release schedules for stakeholders Improved the ability to demonstrate compliance with regulations Solution components Software § IBM® UrbanCode™ Deploy 222 2 The transformation: As it prepared to launch a critical new application, Fidelity Worldwide Investment wanted to replace its manual release processes with an automated release solution. The solution helped reduce the time required for software releases by 99 percent, from 2 - 3 days to just 1 - 2 hours. The company also achieved cost avoidance of more than USD2.3 million per year. “Applications that took days to release now take just an hour.” — Tony Green, Technology, Architecture and Engineering, Fidelity Worldwide Investment IBM Software – Case Study - Financial Services Enterprise systems
- 23. Sandhata accelerates softwaredelivery and improves competitiveness with continuous testing Adoption path: Develop/Test 100% increase in team productivity Doubled the division’s project delivery capacity from 40 to 80 projects 88% reduction in production incidents Identified and resolved defects earlier in the release cycle Tens of millions in new revenue generated Increased agility to seize new market opportunities 23 Continuous Testing “IBM’s service virtualization and test automation solutions enabled our banking client to embrace an agile, DevOps approach and perform integration testing continuously throughout the development process. They recouped their IBM investment in less than three months.” — Gary Thornhill, Delivery Director Sandhata Technologies Ltd
- 24. DevOps approach speedsIBM Watson solutions to market Adoption path: Develop/Test Reduced delivery cycles from nine weeks to three weeks Compact releases better matched to customer expectations Zero maintenance window downtime through continuous availability 24 Collaborative Development “DevOps helps us achieve continuous delivery and deliver continuous value.” — Carl Kraenzel, Director of the Watson Managed services group, IBM Distinguished Engineer, IBM
- 25. How IBM RationalCloud Hosted Products have improved! Lifecycle Measurements 2008 2010 2012 – 2014 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 Iteration 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 25