DevOps Maturity Assessment Webcast

www.ranger4.com DevOpstastic

Ranger4 Webcast DevOps Maturity Assessment


Agenda

•  Why DevOps? •  Where to start •  The DMI (DevOps Maturity Index) •  The DMA process •  The DMA deliverables •  Customer story •  How to get an assessment


“DevOps refers to the emerging professional movement that advocates a collabora7ve working rela7onship between Development and IT Opera7ons, resul7ng in the fast flow of planned work (i.e., high deploy rates), while simultaneously increasing the reliability, stability, resilience of the produc7on environment.”

Gene Kim


“For most organiza7ons applica7on releases are analogous to extremely tense and pressurized situa7ons where risk mi7ga7on and 7ght 7me deadlines are key. This is made worse with the complica7on of internal silos and the consequent lack of cohesion that exists not just within the microcosm of IT infrastructure teams but also amongst the broader departments of development, QA and opera7ons. Now with the increasing demand on IT from applica7on and business unit stakeholders for new releases to be deployed quickly and successfully, the interdependence of soNware development and IT opera7ons are being seen as an integral part to the successful delivery of IT services. Consequently businesses are recognizing that this can't be achieved unless the tradi7onal methodologies and silos are readdressed or changed. Cue the emergence of a new methodology that's simply called DevOps..”

Archie Hendryx, VCE


“DevOps finally proves how IT can be a strategic advantage that allows a business to beat the pants off the compe77on. This is the moment we’ve all been wai7ng for.”

John Willis


“DevOps is the merger of the realms of development and opera7ons (and if truth be told elements of product management, QA, and *winces* even sales should be thrown into the mix too).”

James Turnbull, Puppet Labs


“So … why should we merge or bring together the two realms? Well there are lots of reasons but first and foremost

because what we’re doing now is broken. Really, really broken. In many shops the rela7onship between development (or

engineering) and opera7ons is dysfunc7onal to the point of occasional

toxicity.” James Turnbull, Puppet Labs


TIP: Watch ‘The Real DevOps of Silicon Valley’ from

AppDynamics on YouTube


A Short History of DevOps

2007

2008

2009

2010

2011

2012

2013

Andrew Shafer Agile Conference, Toronto

Patrick Dubois

Agile System Administrators Group

DevOps Days Belgium #devops

John Allspaw & Paul Hammond FlickR

‘Gartner Explores DevOps’ Cameron Haight

Mike Gualateri, Forrester – ‘NoOps’

Ronnie Colville of Gartner: ‘ARA is a Key to DevOps’

2014

SDX CloudOps


TIP: Read ‘The Phoenix Project’

by Gene Kim, Kevin Behr, and George Spafford


Where to start

BASELINE


The DevOps Maturity Index (DMI) giving your DevOps state a number

People Culture Process Interac0ons Tools Automa0on

Measuring Current Industry Average DMI

63 report & reward

SUCCESS


The DMA Process

1 • Iden7fy business drivers and outcomes

2 • Assess current state

3 • Visualize future desired state

4 • Iden7fy poten7al inhibitors and roadblocks

5 • Establish roadmap to adop7on

6 • Iden7fy trackable metrics

7 • Execute and measure


DMA Deliverables

GO LIVE

Visio

n of Desire

d Future State

Con7nuous Delivery

Fit Assessment

Organiza7onal Ini7a7ves

Approved Project Plan

Cultural Ini7a7ves

Baseline Assessmen

t & M

etrics

Architectural Impera7ves

Process Ini7a7ves

Technology Ini7a7ves

Priori7

za7o

n

Quan7

fied Va

lue

DevOps Reorganiza7on

Cultural Change Program

Deployment Process Automa7on

ARA Tools Implementa7on

Test Process Review

APM Rollout

Service Virtualiza7on


TIP: Subscribe to the DevOps Café Webcasts


Customer Story: Financial Services

ISSUE: Volume of defects 1. The organisa7on was not op7mally aligned to enable improved delivery performance to flourish

2. The requirement defini7on process was slow and disconnected from tes7ng

3. Manual tes7ng was too slow 4. There was no centralised configura7on recording/coordina7on

5. Tes7ng was not indica7ve of client usage 6. The deployment of releases was too slow


Recommendations

1.  Process and organiza7onal re-‐design took place across the business to enable op7mal and agile delivery performance and to take full advantage of investments made in tooling

2.  A requirements management tool was implemented and populated with detailed requirements with a focus on tes7ng

3.  A test automa7on tool with suitable test scripts was implemented 4.  Configura7on informa7on for the applica7on environment, containing client-‐

specific configura7on data, was compiled and made available for use via a central repository

5.  A (physical/virtual) test lab was constructed that accommodated parallelized (automated) tes7ng of mul7ple client environments

6.  A deployment management framework was delivered that automated the deployment of new release components


Results •  Reduction in number of defects through unclear

requirements •  Evidence of consistently delivering requirements •  Reduction in number of defects by spotting defects

early •  Reduction in test time through process automation •  Reduction in number of defects due to client

uniqueness •  Improved faith in quality of releases •  Consistency of deployment at all times •  Ability to manage more clients without increasing

overhead •  Elimination of repetitive tasks

DMI

52

83


email me to request your DevOps Maturity Assessment:

[email protected]

DevOps Maturity Assessment Webcast

Technology

devops maturity

dma process

james turnbull

puppet labs

gene kim

devops

deployment

releases