Development to Operations (DevOps) is driving a profound impact on the global IT sector. IT vendors that realize DevOps’ full potential are more agile in providing new products and services under the label “DevOps inside” at an ever increasing pace. With the growing number of product choices, conflicting definitions and competing services, you may often encounter confusion while making complex decisions, delaying time to market. You at times may be unsure about how to deploy DevOps and get the most out of the solutions and tools available. Are you looking to master the DevOps "Fog?"
Learn new and trending innovations through the success of others during this informative session, and about tools and practices in the VMware world that will lead you to competitive advantage.
What is Devops ? This presentation talks about the story behind devops, key principles, practices and gives you a path to understand how to get started with devops.
Why a DevOps approach is critical to achieve digital transformationAgileSparks
The Internet of Things, mobile, big data and social media have all contributed to the need for a digital transformation of the products and services that companies deliver. The main objective of DevOps is to tightly integrate development and operations to improve the velocity of launching both new and enhanced existing applications to market whilst meeting other essential criteria such as quality, security and efficiency. DevOps can be a key enabler to support the Digital Transformation journey towards the new era of a unified, consistent and channel neutral experience.
Alexis Gaches
Advisor within the DevOps Business unit, CA Technologies
CA
from 0 to continuous delivery in 30 minutesAgileSparks
In this session we will explore the full continuous delivery cycle from check-in to production using set of popular tools. During the session the attendees will be introduced to a set of tools and practices that enable continuous delivery from the technical point of view.
Development to Operations (DevOps) is driving a profound impact on the global IT sector. IT vendors that realize DevOps’ full potential are more agile in providing new products and services under the label “DevOps inside” at an ever increasing pace. With the growing number of product choices, conflicting definitions and competing services, you may often encounter confusion while making complex decisions, delaying time to market. You at times may be unsure about how to deploy DevOps and get the most out of the solutions and tools available. Are you looking to master the DevOps "Fog?"
Learn new and trending innovations through the success of others during this informative session, and about tools and practices in the VMware world that will lead you to competitive advantage.
What is Devops ? This presentation talks about the story behind devops, key principles, practices and gives you a path to understand how to get started with devops.
Why a DevOps approach is critical to achieve digital transformationAgileSparks
The Internet of Things, mobile, big data and social media have all contributed to the need for a digital transformation of the products and services that companies deliver. The main objective of DevOps is to tightly integrate development and operations to improve the velocity of launching both new and enhanced existing applications to market whilst meeting other essential criteria such as quality, security and efficiency. DevOps can be a key enabler to support the Digital Transformation journey towards the new era of a unified, consistent and channel neutral experience.
Alexis Gaches
Advisor within the DevOps Business unit, CA Technologies
CA
from 0 to continuous delivery in 30 minutesAgileSparks
In this session we will explore the full continuous delivery cycle from check-in to production using set of popular tools. During the session the attendees will be introduced to a set of tools and practices that enable continuous delivery from the technical point of view.
DOES16 London - Benjamin Wootton - Lessons from 50 Enterprise DevOps Transfor...Gene Kim
Mr. Benjamin Wootton, Co-Founder, Sendachi
Over the last few years, we have worked on over 50 DevOps transformations, in many instances with large, global, traditional enterprise organisations.
During this time, we have gained hard won experience in how to be successful in modernising organisations to DevOps—changing working practices, re-structuring organisations, and re-platforming legacy technology stacks to benefit from infrastructure as code and other DevOps practices.
In this talk we will talk about our experiences and hard won lessons of how to be successful with a DevOps transformation, with many real world case studies referenced.
DevOps Enterprise Summit London 2016
Join Lance Knight, SVP and GM of ConnectALL, at his session to understand the changing forces that are creating the urgency for value delivery and greater efficiencies between development and operations. Lance will review some winning and losing DevOps strategies we gathered when surveying our customers around the world
DevOps is a journey towards a new way of developing and managing the lifecycle of software applications. It first requires a mindset shift, followed by technology and process shifts. In other words, the only absolute truth is that you can’t overhaul your platforms and solutions without changing your culture and thinking.
DevOps - The Future of Application Lifecycle Automation Gunnar Menzel
Development to Operations (DevOps) will have a profound impact on the global IT sector in the near future. Realizing DevOps’ full potential, IT vendors have been agile enough in providing new products and services under the label “DevOps inside”, at an ever- increasing pace. However, with the growth in product choices, conflicting definitions and competing services, customers often encounter confusion, while making complex purchase decisions. They often seem to be unsure about how to deploy DevOps and get the most out of the solution.
While not trying to delve deep into DevOps, the Whitepaper tries to answer the following key questions:
What is DevOps?
What is DevOps trying to achieve?
How will DevOps achieve this?
How best to make use of the new developments?
Its aim is to help the reader:
Understand the DevOps concepts
Understand its current value and restrictions
The world of IT is shifting rapidly towards DevOps with analysts predicting the majority of companies will adopt DevOps practices in the next few years. In fact, in a recent study on DevOps by International Data Corp. (IDC), they believe that DevOps will be adopted (in either practice or discipline) by 80% of Global 1000 organizations by 2019!
Forming a DevOps team seems like a natural step, but the idea of creating a dedicated DevOps team has ignited anger in the community. Why? What's the concern? Is a DevOps team evil? Completely necessary? A necessary Evil?
Join IBM UrbanCode's Eric Minick to learn the pitfalls of creating bad DevOps teams, and successful approaches of good ones. Along the way, we’ll explore other heresies such as using tools to change culture.
What is DevOps? A lot of people think it means a lot of different things. We tend to think it has two complimentary aspects: culture and technology changes. Culture is what creates DevOps, technology enables it. Thanks, Kelly Goetsch, for the slide work.
DOES15 - Heather Mickman & Ross Clanton - (Re)building an Engineering Culture...Gene Kim
Heather Mickman, Senior Group Manager, Target
Ross Clanton, Director, Target
This talk will largely be a reflection on the DevOps journey at Target and the focus on (re)building an engineering culture at Target. In the DevOps community you hear a lot of talk about whether you should drive DevOps in to an organization tops down or bottoms up. Well, we did a hybrid of both. It definitely started at Target as a grass roots movement in a few small teams and started to gain broader grassroots momentum when we kicked off our first internal DevOps Days in February 2014. This enabled us to start engaging a community, finding out who had passion for this across our IT organization, and providing them a forum to connect, share, and learn about DevOps awesomeness. We fostered and grew this community by leveraging social media and guerilla marketing to start driving the conversation across our organization as well as demonstrating the success that teams were having. We then leveraged some of this early energy to engage more leader champions to start building the tops down support for DevOps. Now, having completed four DevOps Days conferences at Target, we will share more details on our approach, results, speakers, and topics.
We did much more than just hosting DevOps Days. We tapped in to that growing community to start testing and learning some different approaches and we have lots to share, both in terms of results we’ve achieved and how we’re focusing on changing culture and mindsets. From a technology perspective, we will discuss how we rapidly drove momentum on our automation toolchain across our IT organization. Our vision was to enable and empower all technologists to automate the things that they were accountable for. We pursued this vision in many ways, including Automation hackathons, establishing an embedding/coaching model for our deep SMEs to help teach, open labs, community based support, and even schemed some creative work models that we will share.
The end result of these various activities is driving full stack ownership that will ultimately enable the expansion of CI/CD across our Enterprise. This is the overarching theme and next step in our enterprise transformation. It is through this foundation we are building around culture, tooling, collaborative and flexible work models that will enable our acceleration in 2015. Moving forward, we are leveraging these learnings to shift to more of a full-stack product model for our technology delivery and management. We’re also transforming infrastructure from a model based on technology silos to an end to end infrastructure service model focused on enabling business agility.
These changes haven’t been easy. In fact, we’ve already had a lot of learnings on our journey. We will share some of those key challenges and lessons learned, specifically on talent, culture, and leadership.
Agile Upstream and Downstream Webinar - EnglishCollabNet
Enterprises continue to struggle with scaling agile planning across their varied development teams. As the chart above shows less than 20% have been able to scale agile planning. Still further, only 13% of workgroups have connected their upfront agile planning to their subsequent software development and delivery tools and practices. This leads to isolated high performing teams doing great work, but the enterprise continuing to struggle with the overall delivery of projects and products on time.
This webinar will show you CollabNet’s unique ability to bring these upstream and downstream practices together in a consistent repeatable manner, providing teams the ability to trace not only the work but the output of the work throughout the lifecycle and share that information with the business stakeholders.
Key Takeaways:
Understand the difference between agile upstream and agile downstream.
How CollabNet’s TeamForge platform can link together upstream and downstream agile.
Best practices for scaling agile development upstream and downstream across the enterprise.
How to gain visibility across the enterprise on how these teams are doing and how they can best collaborate with one another.
Be agile. Scale up. Stay Lean with SAFe by Michael StumpAgile ME
Today’s successful companies are recognizing that software is increasingly a competitive advantage for their business. Real, tangible software development value occurs only when end-users are successfully operating the software in their environment. To ensure a faster flow of value to the business, the Scaled Agile Framework helps teams successfully deliver a differentiated and engaging customer experience, achieve quicker time to value, and gain increased capacity to innovate. The process of deploying software builds to production is no less important than developing and testing the new functionality. As an industry, we are currently mastering more Agile, better and faster methods for incrementally developing potential user value. In practice, however, these achievements are jeopardized by poorly managed deployments that happen too late in the lifecycle and delays value delivery. Bringing deployment operations (DevOps) onboard the Agile Release Train, engaging them in the PSI planning and other program level events, and establishing environments, practices and disciplined procedures in support of a continuous deployment pipeline helps the enterprise enable faster feedback and a more predictable value delivery rhythm. Join Michael Stump (Principal Contributor to SAFe), Thought Leader from Scaled Agile Inc. and software industry veteran to get an in-depth overview of how SAFe together with DevOps can provide the most customer value and quality in the sustainable shortest lead time.
Hybrid Development Workshop Presentation (San Francisco)Brian Dawson
Brian Dawson, Manager of Enterprise Transformation at CollabNet, leads a workshop on Bi-Modal or Hybrid Development within the enterprise. Bring together an organizations people, process and tools.
This is the presentation that I presented with Ruth Willenborg that provides a review of IBM's DevOps strategy as well as the roadmap for recently developed capabilities and future directions.
Top 5 Myths Of DevOps
Although a fairly new label and not officially coined until a few years ago, the ideals of “DevOps” have been discussed for nearly a decade. Recently, the term DevOps has gained increased popularity, but what does this buzzword really mean? Karen will highlight that DevOps is not a development methodology or technology, rather an ideology; a way to facilitate organisational prosperity and growth while increasing each individual employee's engagement. Some believe that as DevOps has gained prominence, a gap has been created between the original definition of DevOps and this new "enterprise-ready" buzzword.
DOES16 London - Benjamin Wootton - Lessons from 50 Enterprise DevOps Transfor...Gene Kim
Mr. Benjamin Wootton, Co-Founder, Sendachi
Over the last few years, we have worked on over 50 DevOps transformations, in many instances with large, global, traditional enterprise organisations.
During this time, we have gained hard won experience in how to be successful in modernising organisations to DevOps—changing working practices, re-structuring organisations, and re-platforming legacy technology stacks to benefit from infrastructure as code and other DevOps practices.
In this talk we will talk about our experiences and hard won lessons of how to be successful with a DevOps transformation, with many real world case studies referenced.
DevOps Enterprise Summit London 2016
Join Lance Knight, SVP and GM of ConnectALL, at his session to understand the changing forces that are creating the urgency for value delivery and greater efficiencies between development and operations. Lance will review some winning and losing DevOps strategies we gathered when surveying our customers around the world
DevOps is a journey towards a new way of developing and managing the lifecycle of software applications. It first requires a mindset shift, followed by technology and process shifts. In other words, the only absolute truth is that you can’t overhaul your platforms and solutions without changing your culture and thinking.
DevOps - The Future of Application Lifecycle Automation Gunnar Menzel
Development to Operations (DevOps) will have a profound impact on the global IT sector in the near future. Realizing DevOps’ full potential, IT vendors have been agile enough in providing new products and services under the label “DevOps inside”, at an ever- increasing pace. However, with the growth in product choices, conflicting definitions and competing services, customers often encounter confusion, while making complex purchase decisions. They often seem to be unsure about how to deploy DevOps and get the most out of the solution.
While not trying to delve deep into DevOps, the Whitepaper tries to answer the following key questions:
What is DevOps?
What is DevOps trying to achieve?
How will DevOps achieve this?
How best to make use of the new developments?
Its aim is to help the reader:
Understand the DevOps concepts
Understand its current value and restrictions
The world of IT is shifting rapidly towards DevOps with analysts predicting the majority of companies will adopt DevOps practices in the next few years. In fact, in a recent study on DevOps by International Data Corp. (IDC), they believe that DevOps will be adopted (in either practice or discipline) by 80% of Global 1000 organizations by 2019!
Forming a DevOps team seems like a natural step, but the idea of creating a dedicated DevOps team has ignited anger in the community. Why? What's the concern? Is a DevOps team evil? Completely necessary? A necessary Evil?
Join IBM UrbanCode's Eric Minick to learn the pitfalls of creating bad DevOps teams, and successful approaches of good ones. Along the way, we’ll explore other heresies such as using tools to change culture.
What is DevOps? A lot of people think it means a lot of different things. We tend to think it has two complimentary aspects: culture and technology changes. Culture is what creates DevOps, technology enables it. Thanks, Kelly Goetsch, for the slide work.
DOES15 - Heather Mickman & Ross Clanton - (Re)building an Engineering Culture...Gene Kim
Heather Mickman, Senior Group Manager, Target
Ross Clanton, Director, Target
This talk will largely be a reflection on the DevOps journey at Target and the focus on (re)building an engineering culture at Target. In the DevOps community you hear a lot of talk about whether you should drive DevOps in to an organization tops down or bottoms up. Well, we did a hybrid of both. It definitely started at Target as a grass roots movement in a few small teams and started to gain broader grassroots momentum when we kicked off our first internal DevOps Days in February 2014. This enabled us to start engaging a community, finding out who had passion for this across our IT organization, and providing them a forum to connect, share, and learn about DevOps awesomeness. We fostered and grew this community by leveraging social media and guerilla marketing to start driving the conversation across our organization as well as demonstrating the success that teams were having. We then leveraged some of this early energy to engage more leader champions to start building the tops down support for DevOps. Now, having completed four DevOps Days conferences at Target, we will share more details on our approach, results, speakers, and topics.
We did much more than just hosting DevOps Days. We tapped in to that growing community to start testing and learning some different approaches and we have lots to share, both in terms of results we’ve achieved and how we’re focusing on changing culture and mindsets. From a technology perspective, we will discuss how we rapidly drove momentum on our automation toolchain across our IT organization. Our vision was to enable and empower all technologists to automate the things that they were accountable for. We pursued this vision in many ways, including Automation hackathons, establishing an embedding/coaching model for our deep SMEs to help teach, open labs, community based support, and even schemed some creative work models that we will share.
The end result of these various activities is driving full stack ownership that will ultimately enable the expansion of CI/CD across our Enterprise. This is the overarching theme and next step in our enterprise transformation. It is through this foundation we are building around culture, tooling, collaborative and flexible work models that will enable our acceleration in 2015. Moving forward, we are leveraging these learnings to shift to more of a full-stack product model for our technology delivery and management. We’re also transforming infrastructure from a model based on technology silos to an end to end infrastructure service model focused on enabling business agility.
These changes haven’t been easy. In fact, we’ve already had a lot of learnings on our journey. We will share some of those key challenges and lessons learned, specifically on talent, culture, and leadership.
Agile Upstream and Downstream Webinar - EnglishCollabNet
Enterprises continue to struggle with scaling agile planning across their varied development teams. As the chart above shows less than 20% have been able to scale agile planning. Still further, only 13% of workgroups have connected their upfront agile planning to their subsequent software development and delivery tools and practices. This leads to isolated high performing teams doing great work, but the enterprise continuing to struggle with the overall delivery of projects and products on time.
This webinar will show you CollabNet’s unique ability to bring these upstream and downstream practices together in a consistent repeatable manner, providing teams the ability to trace not only the work but the output of the work throughout the lifecycle and share that information with the business stakeholders.
Key Takeaways:
Understand the difference between agile upstream and agile downstream.
How CollabNet’s TeamForge platform can link together upstream and downstream agile.
Best practices for scaling agile development upstream and downstream across the enterprise.
How to gain visibility across the enterprise on how these teams are doing and how they can best collaborate with one another.
Be agile. Scale up. Stay Lean with SAFe by Michael StumpAgile ME
Today’s successful companies are recognizing that software is increasingly a competitive advantage for their business. Real, tangible software development value occurs only when end-users are successfully operating the software in their environment. To ensure a faster flow of value to the business, the Scaled Agile Framework helps teams successfully deliver a differentiated and engaging customer experience, achieve quicker time to value, and gain increased capacity to innovate. The process of deploying software builds to production is no less important than developing and testing the new functionality. As an industry, we are currently mastering more Agile, better and faster methods for incrementally developing potential user value. In practice, however, these achievements are jeopardized by poorly managed deployments that happen too late in the lifecycle and delays value delivery. Bringing deployment operations (DevOps) onboard the Agile Release Train, engaging them in the PSI planning and other program level events, and establishing environments, practices and disciplined procedures in support of a continuous deployment pipeline helps the enterprise enable faster feedback and a more predictable value delivery rhythm. Join Michael Stump (Principal Contributor to SAFe), Thought Leader from Scaled Agile Inc. and software industry veteran to get an in-depth overview of how SAFe together with DevOps can provide the most customer value and quality in the sustainable shortest lead time.
Hybrid Development Workshop Presentation (San Francisco)Brian Dawson
Brian Dawson, Manager of Enterprise Transformation at CollabNet, leads a workshop on Bi-Modal or Hybrid Development within the enterprise. Bring together an organizations people, process and tools.
This is the presentation that I presented with Ruth Willenborg that provides a review of IBM's DevOps strategy as well as the roadmap for recently developed capabilities and future directions.
Top 5 Myths Of DevOps
Although a fairly new label and not officially coined until a few years ago, the ideals of “DevOps” have been discussed for nearly a decade. Recently, the term DevOps has gained increased popularity, but what does this buzzword really mean? Karen will highlight that DevOps is not a development methodology or technology, rather an ideology; a way to facilitate organisational prosperity and growth while increasing each individual employee's engagement. Some believe that as DevOps has gained prominence, a gap has been created between the original definition of DevOps and this new "enterprise-ready" buzzword.
This is 2 hour presentations on Glassfish
with 4 different demonstrations was compiled for Sogeti. It is based on the public work from Alexis MP and WebCast from John Clingan
Thousands of Employees, Millions of Devices, Billions of Things – Welcome to ...Capgemini
The Internet of Things is a network of connected devices fast becoming pervasive. These devices are bringing fundamental changes in the way business is done today; along with organization's internal processes and its digital strategy. These changes have already spurred a new wave of innovation and efficiency.
As the technology evolves, businesses should develop the ability to separate the true game changers from the hype and be prepared for a world where the number of things to be managed increases by an order of magnitude.
This presentation introduces the capabilities and imperatives that organizations need to advance.
Presented at Mobile World Congress 2015 by Simon Short.
Cybersecurity-Anforderungen in IT-Sourcing-Projekten meistern – Ein Leitfaden...Capgemini
Managing Cybersecurity demands in IT sourcing projects: A guideline using the example of Identity & Access Management. This presentation outlines the topic of Identity & Access Management in complex IT landscapes and IT services supply chains by the help of practical examples and by comparing reality and cyberspace. It also makes recommendations for the access management for organizational IT systems.
An overview of how Successful are Your DevOps ServicesBJIT Ltd
Devops service offers agility and flexibility, but at its foundation, it's all about continuous improvement. Change and improvement are necessary components of DevOps maturity, regardless of where it is now. A methodology for evaluating, updating, and implementing strategy may help teams evolve while also preparing them for future development.
Read more: https://bjitgroup.com/devops-service-provider
The Big Three tech trends—mobility, cloud computing and the
Internet of Things—show that the world is truly going digital. As a
result, organizations need to begin operating at the speed of digital, especially if the business is to take advantage of real-time, alwayson connections within a data-rich environment.
Mobility in particular is at the heart of the digital customer
experience, with users increasingly spending more time with their
devices. And the mobile theme of always-on, always-available further increases the need for organizations to embrace truly agile approaches to development, expanding the definition of becoming quicker and more adaptive. Mobility also relies on an ecosystem of applications and systems to deliver desired, compelling customer experiences. It requires that front-end mobile apps as well as other applications in the ecosystem move at lightning speed.
Importance of Building a DevOps Culture for Successful Digital Transformation...Urolime Technologies
In today's rapidly changing digital landscape, businesses must adapt and transform to remain competitive. However, digital transformation is not just about adopting new technologies, but also about creating a culture that promotes collaboration, agility, and innovation. This is where DevOps comes in - a methodology that emphasizes cross-functional teams, continuous integration and delivery, and automation. By establishing a DevOps culture, organizations can improve their speed, quality, and reliability of software delivery, ultimately driving business success. In this article, we will explore the key benefits and elements of implementing a DevOps culture in your digital transformation strategy, and how it can help your organization stay ahead of the curve.
6 Proven Tips for Effective DevOps Collaboration and CommunicationLucy Zeniffer
Unlock seamless collaboration and communication in DevOps with these 6 proven tips. Learn to foster synergy across teams, streamline workflows, and enhance productivity. Embrace transparency, automate repetitive tasks, and prioritize feedback loops. Cultivate a culture of trust and accountability while leveraging cutting-edge tools and methodologies. Elevate your DevOps game today!
Patterns for Success: Lessons Learned When Adopting Enterprise DevOpsCognizant
Enterprises that have successfully embraced DevOps are realizing real benefits. Not every DevOps story, however, is a successful one. Here's how to ensure DevOps earns a great reputation in your organization.
2i recently attended a DevOps Summit in London to learn more about how different companies have implemented DevOps. Read our overview to gain a better understanding of the DevOps operating model.
The DevOps promise: IT delivery that’s hot-off-the-catwalk and made-to-lastPeter Shirley-Quirk
DevOps promises rapid delivery AND stable operations by integrating business, development, test, deployment and operations into a cohesive workflow with a rapid feedback cycle. So how is that possible?
In the digital age, organizations must evolve their IT operations to keep up with the pace of innovation. Modern DevOps services offer a strategic approach to revamp traditional IT practices, emphasizing collaboration, automation, and continuous improvement. By embracing DevOps principles and practices, organizations can achieve faster time-to-market, higher quality software, and improved operational efficiency, ultimately gaining a competitive edge in today's dynamic business landscape.
DevOps has caught fire in the IT world in the last few years.
Not surprising as delivering faster has become a major
imperative especially with the increasingly digital world
and the convergence of internet, cloud, mobile, social and
analytics. Speed has become the new currency for IT
DevOps is a blend of information technology and software development operations that assists businesses in creating and delivering apps quickly. DevOps brings operations and development teams together; therefore, there will be very few errors and redundancies in the software development process.
DevOps Solutions: Driving Efficiency and Innovation in Modern Developmentbasilmph
The software development landscape is constantly evolving. Businesses are under increasing pressure to deliver high-quality applications faster and more frequently. This is where DevOps Solutions come in – a powerful approach that bridges the gap between development and operations teams, fostering collaboration and streamlining the entire software delivery lifecycle.
DevOps is an exciting new management framework that combines software development and IT operations. It aims to shorten the systems development life cycle and provide continuous delivery with high software quality. DevOps is rapidly popularity across the IT industry due to the ease with which it can be used in combination with Agile software development.
Original Source: https://www.knowledgetrain.co.uk/it/devops/what-is-devops
Adopting DevOps: Overcoming Three Common Stumbling BlocksCognizant
IT organizations can go beyond TQM in leveraging DevOps to deliver top-notch applications and services. Here's a game plan for tackling the three main DevOps hurdles: organizational preparedness; heritage architectures; and reliability, security and compliance issues.
Why DevOps is Key to Digital Transformation Success.pdfEnterprise Insider
DevOps is becoming the new operating model for IT in many enterprise undergoing digital transformations. In order to implement DevOps, most organizations will need to transform their processes, technologies and their existing workforce.
Best Practices for a Successful DevOps Transformation.pdf
DevOps & continuous delivery - Sogeti
1. Sogeti–DevOpsCustomerEnablement
2016
DevOps&ContinuousDelivery
Businesses have to adapt fast in order to survive, and old, trusted
ways of doing things are being overturned in favor of new models
and methods. In the recent State of DevOps 2015 Report it was
found that “Firms with high-performing IT organizations were
twice as likely to exceed their profitability, market share and
productivity goals” and that “IT performance strongly correlates
with well-known DevOps practices such as use of version control
and continuous delivery.” DevOps is an emerging and rapidly
maturing movement and philosophy with varying definitions and
perspectives discussed in technology circles. Agile practices and
integration are key pieces of the DevOps story and inherently
introduce new levels of change that Sogeti, with its market
position and pedigree, is well placed to navigate and manage.
Sogeti’s Point of View (PoV) stems from an outside-in view with
user experience being the focus. For Business, Development,
Quality Assurance and Operations this implies continuous software
delivery as-a-service, quality assurance as-a-service, and
infrastructure as-a-service in an integrated manner. Silos should
disappear and all people and processes merge to focus on key
drivers: customer satisfaction, resilience, time-to-market, and cost
efficiency. A key enabler for the success of these is end-to-end
automation.
2. 1 | P a g e
The Digital Enterprise
We are living in extraordinary times as the pace of business and life accelerates at an ever-increasing
rate, fueled by growing levels of connectivity between people, devices, software and sensors. Such
hyper connectivity enables access to real-time information that is changing the behavior and
expectations of both worker and customer. Uncertainty really is ‘the new normal’ and the only constant
in this new universe is change.
IT is truly changing and rapidly impacting our lives and businesses. The most recent State of DevOps
2015 Report released by Puppet Labs found that “Firms with high-performing IT organizations were
twice as likely to exceed their profitability, market share and productivity goals” and that “IT
performance strongly correlates with well-known DevOps practices such as use of version control and
continuous delivery.” Businesses have to adapt fast in order to survive, and old, trusted ways of doing
things are being overturned in favor of new models and methods. Technology is the driver of the digital
revolution currently sweeping through business and society, and players in the tech world are at the
forefront of change. They must supply the software, products and services that engage with internal and
external customers in a time, place and manner of their choosing – or risk extinction.
Carlota Perez is the champion of the
neo-Schumpeterian school of
thought, who examines the great
shifts in society that are brought
about by technology. She portrays a
period that lies behind us: the ICT
installation stage. It took about 30
years to build this ICT infrastructure.
After the outburst and excitement
caused by this technology, a crisis
(the dotcom crisis of 2000, and the
stock exchange crisis of 2008) and a
turning point follow. Next is the
deployment stage, in which the
technology is adopted. This is a transition from technology push to consumer pull, from disconnected to
connected customers, from unrealistic expectations on the part of shareholders to high expectations of
customers: this is the age of the digital enterprise. The digital enterprise makes the most of these digital
opportunities at any given place in the organization, is equal to rapid changes, is data-driven, which
enables it to operate smartly, is fully engaged with the customer and thinks and operates in ecosystems.
For the past three decades Sogeti has enjoyed a reputation as a global leader in Quality Assurance and
Information Technology. We embrace the rapid changes that are impacting the world and are leveraging
our expertise to support our customers to respond to the new ways in which software is being
developed, tested and executed in order to enable our customers to go to market faster. The emerging
paradigm of DevOps reflects the new “Mashup World” and organization; here, business, developers,
quality assurance and operations teams work in collaboration and the customer journey is referenced
and validated in one virtuous, continuous cycle, leading to delivering a continuous time to market.
3. 2 | P a g e
Agile practices and integration are key pieces of the DevOps story and inherently introduce new levels of
change that Sogeti, with its market position and pedigree, is well placed to navigate and manage.
What is DevOps?
DevOps is an emerging and rapidly maturing movement and philosophy with varying definitions and
perspectives discussed in technology circles. People do agree, however, that it’s about tearing down
silos, collaboration, and increasing value to customers and business, all supported by process, behavior
and hybrid roles. It’s a world where ‘release’ doesn’t mean hard and scary but, more often, small and
just ‘normal’.
Gene Kim, author of The Phoenix Project and thought leader in the DevOps movement, provides some
valuable guidance and offers the following definition: “The set of cultural norms and technical practices
that enable organizations to have a fast flow of work from development through test and deployment,
while preserving world-class reliability, availability, and security.”
To further define DevOps there is
also emerging support for five
key pillars captured by the
CALMS acronym.
A thorough explanation of
CALMS and the Management
Innovation required for a
successful DevOps
transformation may be found in
Sogeti’s recently released “Design to Disrupt – Mastering Digital Disruption with DevOps” report.
Instead of working in separate silos, business, software engineers, quality assurance and technical
operations collaborate continuously to bring products to market faster that are highly usable. This
entails moving away from the ‘big design’ that is worked out sequentially, from business to
development through QA to operations, to an industrialized process where every facet is orchestrated
and testing, provisioning and deployment is automated end-to-end. The regular release of smaller
increments of function is a key facet of DevOps. Some of the more spectacular release statistics come
from digital giant, Amazon. With 0.6 seconds mean time between deployments, and 5,700 deployments
per hour, software is coded, tested, deployed on an industrial scale. However impressive these stats are,
taken in isolation they are in danger of over-simplifying DevOps to a purpose of ever faster. In fact the
goal is to be ever more responsive, ensuring code deployed is validated by the user requirements drawn
from continuously updated customer sentiment.
In an ability to deliver software at these rates, the convergence of the end-to-end value delivery cycle is
as much about a culture and ethos as a particular set of tools or methods. A culture of zero silos, built on
agility that can build, release, run and repeat is intrinsic. Important too, is automation consisting of
common and integrated tool sets, supported by Platform as a Service (PaaS) and Infrastructure as a
Service (IaaS).
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DevOps also triggers a possibility of a different architecture. We’ll no longer build monolithic systems
but instead look towards micro services that can be independently serviced and updated. Once you
break everything into components and micro services, it’s possible to separate functionality and to
innovate items at different speeds.
An ecosystem where you don’t rely on one single thing also creates new testing imperatives. When you
go from rigid, to dynamic - or anti-fragile - the end goal is to deliver to production and respond to any
issues that arise. Testing the fragility of technology by purposely killing things/services to see what
happens is already part of the process in companies that are DevOps pioneers. It keeps programmers
sharp and on task to code for the eventuality that a service might not be there.
Drivers
Customer Satisfaction
The customer experience and flow of value add services to the customer in a timely and responsive
manner is the focus. The result is a system of engagement as a continuous service with the aim of
quickly and continuously improving.
Resilience
The DevOps mindset improves resilience for both the organization and the systems used. Resilience is
created because the organization allows itself to explicitly learn from failures and setbacks. Risks are
mitigated by reducing the batch sizes and by enabling continuous interaction (feedback) between all
team members and stakeholders.
Time-to-Market
Reducing the units of work and automating steps like integration, testing and deployment lead to faster
implementations. Next to that, early stage experiments (e.g. hypotheses and prototyping), but also
sharing knowledge and work among developers and support engineers before and after go-live enables
continuous optimization of feedback loops.
Cost Efficiency
DevOps organizations differentiate themselves by explicitly applying the concepts of multidisciplinary
teams and cross-functional behavior between team members. E.g. taking over (even partly) each other’s
tasks, or consistently sharing knowledge, practices and templates. Similar behavior is also identified
between teams, which leads to new communities, increased reuse and sharing of knowledge and
experience in continuous delivery pipelines.
Enablers
Management Innovation and Cultural Change
Because DevOps affects and changes culture, there is an important role for the leaders and managers in
the organization. They have to explain what DevOps means in terms of culture and cultural change.
Simply put: the rule set for behavior will change. Some behaviors need to be adapted or others might
even be eliminated. New behavioral rules are introduced. Rules are always tested on scope and
consequences. Behaviors which are allowed and reinforced become habits. This is true for both desired
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and undesired behavior. Slowly but surely a new set of functional and less functional behavioral patterns
emerges and becomes the new way of working; the new culture. In “How behavioral change fuels
DevOps” a Sogeti publication authored by Dave van Herpen, a detailed exploration of the cultural
aspects of DevOps is explored along with effective approaches to achieve change.
Automation
Organizations are rapidly moving towards infrastructure as code and the ability to deploy and refresh
their complete application infrastructure in a repeatable model-based policy driven manner. This
includes private cloud and public cloud through the operating system and application configurations.
Improvements in source code management and continuous integration tools enable development teams
to more easily manage the highly iterative build and integration process and provide much greater
traceability to requirements and production deployments. Extending the range of these tools to cover
the entire DevOps life cycle through continuous delivery provides true overall process efficiency gains.
Automated feedback and reporting on the readiness of an application release build for production every
time a change is applied to application code, configuration, infrastructure and data is a critical
empowering element for DevOps.
As per research from the latest World Quality Report, organizations currently automate 25-30% of their
QA. In order to achieve a high level of maturity and excellence, nearly 100% automation is the logical
target. “Almost everything needs to be automated when validation needs to happen earlier”. This
means automation cannot be limited to testing; automation has to be end-to-end from APM
environments infrastructure through service message layer to test data management and build and
deployment.
Conversely not as much testing is needed at the end of the lifecycle. So organizations should aim for as
close as possible to 100% automation coverage throughout the whole cycle, which reduces the dangers
associated with delivery. In order to move closer towards the goal, organizations must move towards
continuous integration, build up collaboration with users, and be open to a process-change ethos.
Cloud
The ability of cloud to scale fast and balance processing loads allows for a speed-to-market undreamed
of even a couple of years ago. Early suppliers and adopters of cloud once presumed its major benefit
was as a budgeting mechanism that enabled a shift from capex to opex, and for customers to access
processing on a ‘pay as you go’ basis. However it turns out that cloud is both an inspiration and a pre-
requisite for DevOps for another reason – standardization.
Cloud computing is not only delivering faster speed-to-market, it is also the means for simplifying and
embedding processes in an infrastructure in a standardized way. By configuring the infrastructure in this
way, testers and developers all use the same deployment techniques and technologies: it’s a vital step in
virtualization and the end-to-end automation that is the other key component in the DevOps story.
Quality Engineering
Clearly there is a continued need for QA, whichever framework it happens in. Five years into the future -
whether or not it is called testing - someone or some process will have to do the QA piece and apply the
mind-set. If all the knowledge and process is encapsulated in the cloud, it will likely be a team
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competence rather than a person. Our forecast therefore is that there will be a need for process
verification, although content verification – fully automated – will remain the major piece of work.
Once QA is embedded in a process, then verification steps up a level and testing is likely to become part
of a broader risk management or governance issue. Governance, with its management of risk and
reputation, and Quality Assurance will be become more intimately intertwined, through the need to
reference customer sentiment. User acceptance and business process may continue as discrete pieces of
the testing but will form as part of a broader collaborative exercise.
Such a scenario calls for continuous testing of code through integrated teams and enabled by extensive
end-to-end automation. It requires the build and maintenance of automation frameworks with
continuous feedback delivered to the team about what’s happening, and the use of releases from their
job perspective. Once the status of the build has been evaluated, the decision can be made whether to
go to the next stage, to stop or rework. With a DevOps style of validation in place, developers go into
work knowing the quality of code they programmed the day before has been checked.
Security
Whether DevOps practices improve information security or they simply introduce new risks is a topic of
debate. However, one thing is clear – information security considerations should be part of any DevOps
implementation and injecting the right automation and operational tools, earlier into the development
process, will increase the security of the code that ultimately reaches production. Security is the
aggregate result of how all the individual pieces and parts work together and a holistic approach that
includes automation of key vulnerability checks is a necessary component to success.
Business Needs
One of the hardest things for a business today is to produce software that keeps up with the pace of
change that their customers demand. Gartner has identified a crucial tension in the proliferating
demands on IT and prescribed a model to enable IT to respond to them with what it calls bimodal IT, a
combination of old-style and modern IT practices.
In software manufacturing, the speed of this change is one issue, but when combined with immature
Dev, QA or Ops processes, poor alignment between business areas and failing integration, bigger
problems occur. Patterns of technology and software adoption are also mutating and harder to predict.
Once upon a time, uptake of technology was a predictable curve following on from the early adopters:
now it is a case of a few experimenters and then acceptance happens in one Big Bang that companies
struggle to adapt to or cope with.
The Internet of Things is also reaching far into the ‘real world’ with resulting systems of engagement and
their fresh challenges for our customers. Systems of record are predictable and catered to by waterfall
methods. But systems of engagement are different; they are about humans interacting with technology
and the only way to create value with technology is through their adoption. Here it is about speed and
quality, with zero tolerance from customers, who can step over to the competition in a click. New
features only make sense when they are widely adopted and used, and customers need better
awareness of adoption rates.
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Organizations thus have plenty of business challenges to think about, not only speed to market but also
about bringing down cost of delivery and increasing quality. In addition, they need to embrace and
implement the Dev, QA and Ops models that will let them meet and deliver on these challenges. For
them it is the coming together of ITIL, XP, Lean and Agile.
Sogeti’s internal market intelligence tells us that 82% of businesses currently have problems with the
quality and testing of Agile projects. With the extension to operations of Agile development in
integrated DevOps teams, a host of new problems can pop up including: integrating QA with the new
converged development and operations environment, managing the complexities of DevOps and
implementing appropriate governance.
This intelligence also uncovers interesting insights into perceptions about and enthusiasm for DevOps
and many of the core DevOps practices. The chart below, summarizes the state of DevOps
Implementation practices across a range of areas.
The reality is that businesses require faster release cycles without compromising quality and a
continuous, not waterfall, method of delivery. Today’s current application delivery is one-way and
entails a lot of waiting, bottlenecks, constraints, error-prone processes and lack of visibility. It’s not
suitable in today’s software driven economy. DevOps orchestrates all inputs and enables organizations
to find and fix problems. It provides transparency of what’s going on from the customer level to the
stack level.
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Sogeti Point of View on DevOps
Many descriptions of DevOps in the market originate from the perspective that DevOps primarily
concerns the integration of the three IT-disciplines and describes a new way for these IT disciplines to
come together and produce the deliverable(s). In our opinion, this is a rather inside-out view from a
process perspective.
Instead, Sogeti’s PoV stems from an outside-in view with user experience being the focus and the
correspondent continuous interaction with the user or tool. The result is a system of engagement as a
continuous service with the aim of quickly and continuously improving customer experience.
For Business, Dev, QA and OPS this implies continuous software delivery as-a-service, quality assurance
as-a-service, and infrastructure as-a-service in an integrated manner. Silos should disappear and all
people and processes merge to focus on key drivers: customer satisfaction, resilience, time-to-market,
and cost efficiency. A key enabler for the success of these is end-to-end automation. For a detailed
perspective on the Sogeti PoV please refer to the recently release “Design to Disrupt – Mastering Digital
Disruption with DevOps” report.
Sogeti Offering
Sogeti recognizes that the successful adoption of DevOps practices within a team or across an enterprise
is a challenging undertaking that disrupts established processes, role definitions, reward systems,
governance models and technology deployments.
While DevOps is a radically different way of doing things, it still needs people to plan, code, build, test,
release, deploy and operate applications. Sogeti provides our customers specialist capabilities, and
offers integrated execution as a service in a variety of flavors that suit a customer’s maturity level.
DevOps plays to Sogeti’s strengths because, with its start-up feel and local organizational teams that do
smaller, faster deals, we know what it means to operate in a multidisciplinary and lean manner. We fully
understand our customers’ desire to be competitive in a world where there are no business certainties
and customers have the prerogative to change their mind – frequently.
For organizations on the DevOps transformation journey, Sogeti offers assistance in designing and
implementing DevOps enablement programs. This includes value stream mapping of existing processes,
improvement plans, DevOps and Agile coaching, and recommendations on enterprise metrics and
measurements. Additionally, we offer services to implement end-to-end automation for the
management, development, testing, security, provisioning, deployment and monitoring of services and
applications.
Sogeti offers these services as both fully enabled team deployments and mixed team models where
trained Sogeti consultants work along-side customer employees to accelerate the adoption of DevOps
practices.
Please contact your local Sogeti representative for additional details on our offerings and capabilities to
assist your organization.
10. About Sogeti www.sogeti.com
Sogeti is a leading provider of technology and software testing, specializing in Application,
Infrastructure and Engineering Services. Sogeti offers cutting-edge solutions around Testing, Business
Intelligence & Analytics, Mobile, Cloud and Cyber Security, combining world class methodologies and
its global delivery model, Rightshore®. Sogeti brings together more than 20,000 professionals in 15
countries and has a strong local presence in over 100 locations in Europe, USA and India. Sogeti is a
wholly-owned subsidiary of Cap Gemini S.A., listed on the Paris Stock Exchange.
Credits:
SOGETI US DevOps working group
Cross Practice team of forward thinking IT Professionals
SOGETI Global DevOps Leadership Community
Multi-national group of experienced IT Professionals with wide ranging backgrounds
Key contributors: Andrew Winn, Christian Forsberg, Dave van Herpen, Diederik Vieleers, Erik van
Ommeren, Jean-Francois Courtines, John Dial, Menno van Doorn, Yves Le Floch.
References:
SOGETI DEVOPS Point of View (2015)
As published by Sogeti think tank and the MTS Practice
SOGETI Design to Disrupt 4 – “Mastering Digital Disruption with DevOps”
Authors: Erik van Ommeren, Menno van Doorn, John Dial, Dave van Herpen
http://bit.ly/1SubOqS
“How Behavioral Change Fuels DevOps”
Authors: Dave van Herpen and Robert den Broeder
2015 State of DevOps Report, Puppet Labs®
https://puppet.com/resources/white-paper/2015-state-of-devops-report
World Quality Report 2015-2016,
http://www.worldqualityreport.com/