1 Lean Application Delivery Kris Dugardyn A 7 step strategy for successful DevOps in the Evolving Enterprise
1Lean Application Delivery
Kris Dugardyn
A 7 step strategy for successful DevOps in the Evolving Enterprise
2Lean Application Delivery
Start from a Common Definition
Ø CollaborationØ CommunicationØ Automation
+ Many Tools+ Many PlatformsØ Orchestration
3Lean Application Delivery
DevOps: A change in IT culture, focusing on rapid IT service delivery through the adoption of agile, lean practices in the context of a system-oriented approach, where system-oriented is the process of understanding how things, regarded as systems, influence one another within a whole.”
Gartner: Hype Cycle for IT Operations Management (Jul 2014)
“The first critical success factor (CSF) for DevOps is shifting the balance and priorities from intrateam metrics to interteammetrics or "co-owned" metrics between different teams”
Gartner: Data-Driven DevOps: Use Metrics to Help Guide Your Journey (May 2014)
Gartner: DevOps, Delivery, and Intelligence
Mode 1 IT organizations should look to DevOps as a bridge to a Mode 2 orientation by continuing to assess where other patterns and practices of DevOps can enable a Mode 1 environment to deliver better service to customers.
Gartner: DevOps Is the Bimodal Bridge (Apr 2015)
4Lean Application Delivery
“Environment provisioning for development, testing, and deployment plagues modern application delivery. you can automate it because the process is pretty standard and well-known, but it only works if you put configurations under version control and use automation tools to deploy them..”
Forrester: How to build better software (Jan 2016)
“To enable modern service delivery, you must introduce change in a variety of areas. Forrester uses the CALMSS (culture, automation, lean, measurement and management, sharing, and sourcing) competency model to help determine the key areas that an organization needs to change to transition to modern service delivery.”
Forrester: DevOps Makes Modern Service Delivery Modern (Dec 2015)
Forrester: DevOps, Delivery, and Intelligence
“DevOps Practices Improve Transparency And Visibility: Automation provides the objective information that organizations need to make application delivery decisions. In place of periodic, subjective, and time-consuming status reports, firms get real-time insight into application health and delivery progress, gathered as a natural part of the work that teams do.”
Forrester: Use DevOps & Supply Chain Principles To Automate Application Delivery Governance (Dec 2015)
5Lean Application Delivery
The Core of DevOps
It is an approach that consists of two mandatory components:ü A culture changeü A supporting transparent environment
that facilitates collaboration, communication, automation and orchestration
à taking place across ALL platformsà is neutral to development methodology used
6Lean Application Delivery
1. Build reliability
2. Release Delivery Frequency
3. Deployment Speed
4. Delivery Quality
5. Delivery “Culture”
6. End-to-End visibility/transparency
Common Delivery Deficiencies
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Strategy outline: Land and Expand
Start “small” but with representative scope, and expand in phase two
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Step 1 -‐ The Application Delivery Process
§ Is affected by:
§ Active Platforms
§ Methodologies applied
§ Tools used
MainframeERP Cloud Mobile
Open Systems
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Step 1 -‐ The Application Delivery Value Stream Map
It is important to understand:
• What actions are being performed • Who performs the actions • What is being delivered • How are deliverables shared/communicated/passed onto the next in line within the process • What tools are being used to perform the actions (keep attention to manual activities) • What information flows are critical and how do they take place
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Step 1 -‐ Changing Architectures & Delivery Processes
Highly Interconnected architecturesBig & Infrequent changesWaterfall based SDLCTop-Down Release ManagementIT oriented org. structureOperations driven
Loosely coupled architecturesSmall & frequent/continuous changesAgile based SDLCBottom-Up Release ManagementCustomer oriented org. structureDelivery driven
The Evolving Enterprise: Rebalancing from left to right
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Project
Step 1 -‐ Top-‐Down Release Management
CR
Application X
CR
INC
CR CR
Application YINC
CR CR
Application ZINC
ProjectProject
Release
… Ready for Dev In Dev Ready for
QA In QA Waiting for Approval
Ready for deployment Deployed
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Step 1 -‐ Bottom-‐Up Release Management
Release
Platform Y CS
CSDEV QA PRD
Platform X CS
CSDEV QA PRD
… Ready for Dev In Dev Ready for
QA In QA Waiting for Approval
Ready for deployment Deployed
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Project
Step 1 -‐ The Evolving Enterprise: Hybrid Release Management
CR
Application X
CR
INC
CR CR
Application YINC
CR CR
Application ZINC
ProjectProject
Release
… Ready for Dev In Dev Ready for
QA In QA Waiting for Approval
Ready for deployment Deployed
Platform Y CS
CSDEV QA PRD
Platform X CS
CSDEV QA PRD
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Systems ofInnovation
Systems ofDifferentiation
Systems ofRecord
Mode 2
Agile
Time-‐To-‐MarketCustomer Alignment
Mode 1
Stability/ReliabilityEfficiency
Traditional
Chan
ge-‐
+Governance
+-‐
IT Centric
Business Centric
Source: Gartner
Gartner & the Evolving Enterprise: The Bimodal Transition
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Forrester & the Evolving Enterprise
Forrester: The Eight Tenets Of Faster Application Delivery (Apr 2014)
Create a delivery pipeline
Automate the delivery pipeline
Use faster delivery to drive business strategy and execution
UAT/exploratory testing
Ideas proposed
Understand needs and
invent solutions
Develop, commit,
and build
Functional testing
Deploysolution
Release decision
Costumer value
Adopt loosely coupled architectures
Load, performance, security... testing
Use continuous testing
Treat infrastructure as code
Break down big efforts into small batches of work
Eliminate “release drama”
1
2
3
8
7
5 4
6
Across Platform & Environments with End-to-End focus
Infrastructure, delivery configuration as code
Support transitioning & every delivery strategy
Hyper flexibleIntegration-collaboration-
automation backbone
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Step 3 -‐ Automate what can be automated
3 interconnected aspects to consider, automate and control to maximize DevOps benefits
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Automate the execution STEPS part of the delivery process.The most common ones are:
1.Build2.Test3.Provision4.Configure5.Deploy
Step 3 -‐ Automate what can be automated: Execution
20Lean Application Delivery
The (R)evolution in Delivery Automation Approach
Workflow Driven Model Driven Rules Driven
● Directly represents how a sequence of events work.● Represents both human actions and machine integration processes.● A workflow represents how the environment changes, but does not understand the environment layout.● Tightly coupled (scripts unique to each combination of workflow, environment, and app)● Logical steps contain hard-coded information that make it difficult to abstract.● Maintenance heavy
● Models the environment components and their relationships.● Component orchestration workflow is detached.● Modeling has become synonymous with duplication● In hybrid environments, hard to get started with● Not tightly coupled.● Components are reusable.
● Rules are loosely coupled so can execute in parallel and without the need to create orchestration logic.● Rules templates support extensive reuse.● Rules handle complex delivery use cases including decision and transformation.
● Rules can be chained and concurrency controlled.● Rules combine the level of granularity of workflow, but without tight coupling, together with models/abstraction and reuse, but without duplication
22Lean Application Delivery
Step 4 -‐ Orchestrate Collaboration across Teams & Tools
Important points to consider:- Defining and maintaining the
proper relationships should be possible, because it benefits:
• impact and dependency analysis• progress tracking and communication• bill-of-material creation• dependency management• risk analysis
- Try to keep the number of tools to the minimum, but don’t ignore the people!
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Step 6 -‐ Maintain Visibility and manage End-‐to-‐End
What you should remember for your KPI set 1. Use Visual Management2. Real-time3. Fact-based
EVERYONE NORMALLY WANTS TO DO A GOOD JOB
by giving people REAL-TIME transparency into actual (personal) performanceby exposing them to the right KPI set,
you will steer their future behavior
25Lean Application Delivery
§ Take into account that contribution to customer value is more important than achieving a KPI on its own§ Try to set at least 1 or 2 KPIs that allow measurement of customer value
contribution.
§ Try to keep a level of “tension” in them to trigger optimal performance, for example between Delivery Speed and Delivery Quality.
§ Make clever use of “targets” or “objectives” and make them visible using gauges or traffic lights, or similar techniques.
§ Do not focus on individual values§ Look at the evolution or trending in KPI development, and do this in continuous
fashion, as transparent and visible as possible.
Step 6 – Some additional suggestions
27Lean Application Delivery
Step 7 -‐ Control the DevOps Change process
• Some useful resources to manage the change process:– de Caluwe, L., & Vermaak, H. (2008). Thinking in colors – on video.
• Available at: http://hansvermaak.com/en/publicaties/thinking-‐in-‐colors-‐on-‐video/
– de Caluwe, L., & Vermaak, H. (2004).An Overview of Change Paradigms.Organization Development Journal, from VU.nl
• Introducing change = form of innovation. Check 2 excellent resources that discuss innovation and how to “institutionalize” a process for it:
• ITIL Continual Service Improvement (CSI) process.• DMAIC or Kaizen method (Kai=“Change”; Zen=“For the better”) from Lean IT.
• Remember: the all resolving improvement is just an illusion
28Lean Application Delivery
Step 7 – Some management advise: focus on WHAT not HOW
An organization does not achieve what it wants...
An organization achieves what management honors!
Focus on OUTPUT! (for the Team!)
= Less likelihood of conflict= The “Why” questions become difficult to ask
OUTPUTS are Goals, Results, EffectsINPUTS are Means, Solutions, Instructions,..
29Lean Application Delivery
1999 2010 2015
Leader in DevOps, ARA, and collaboration for the evolving enterprise on every platform, supporting both agile and traditional development methods with end-‐to-‐end insight without Rip & Replace
HQ in Madrid (Spain). International team with 20+ years of practical experience in ALM, Release Automation, and DevOps.
Clarive at a glance
30Lean Application Delivery
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