DevOPs Transformation Workshop

1IBM

Chapter Opening

September 16, 2015

DevOps Transformation Workshop Mark Borowski

WW DevOps Practice LeaderIBM Cloud

CD Summit

2IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale.Workshop Agenda

Module Time Topic

1 9:00 – 9:15 Workshop Objectives & Introductions

2 9:15 – 9:30 DevOps Foundations

3 9:45 – 10:15 Exercise 1: Cycle Time & Bottleneck

5 10:15 – 10: 45 Value Stream Mapping

6 10:45 – 12:00 Exercise 2: Mapping the creation of a Test Environment (3 Parts)

7 12:00 – 12:30 Bringing It All TogetherValue Stream Mapping Best Practices

3IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale.

Workshop Objectives

Objectives§ DevOps Foundations

§ Value Stream Mapping Exercise

Approach

§ Short lectures / presentation

§ Followed by exercises and

§ Readouts (where the real learning happen)


What is DevOpsValue In Software Delivery Lifecycle (SDLC):

Idea Customer

Deploy

Get Feedback

Feature / Bug Fix / Enhancement

Streamline your SDLC so that you can bring ideas to market faster and be more responsive to your customers

5IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale.Key constraints to deploying code faster include

Environment Availability

Deployment performed manually

Test setup and run

Tightly Coupled Architecture

Development practices

Planning Source: Gene Kim – The Phoenix Project,

6IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale.There are 12 key practices that organizations

leverage for transformationPlanning & Measurement Development &

TestRelease &

DeployMonitor & Optimize

SmallBatch Size Agile Development Standardized Platform & Process

(Near) Real Time Feedback Loop

Dedicated Cross FunctionalTeams Continuous Integration Automated Environment

Provisioning

Loose Architecture Coupling Between Applications (APIs)

Continuous Planning Test Automation Automated Release & Deploy Metrics

DevOps Capability Model (The Gold Standard)

7IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale.Exercise 1: Cycle Time & Bottlenecks

Answer the following questions

§ How long does it take for you to bring a small enhancement / feature to market for an existing application?

§ Of that time, what percent would you consider to be waste (i.e meetings, approvals, waiting, rework etc.)

§ What three / four activities consume the most amount of time? (prioritize if possible)


Value Stream Mapping


What is Value Stream Mapping?

Why Use VSM§ Visibility problem – no end to end focus

§ Lack of metrics

What Is VSM

§ Lean techniques to help understand flow

§ Identify areas of waste (and its impact)

§ Common language

§ Creates a framework for future state design


Idea/Feature/Bug Fix/Enhancement

Production

Development Build QA SIT UAT Prod

PPM

Requirements/Analyst

Developer

Customers LOB

BuildEngineer

QA Team Integration Tester User/Tester Operations

Deployment Engineer

Release Management

Deploy

Get Feedback

Feedback

Customer or Customer Surrogate

Tasks

Artifacts

Value stream analysis: A value stream exercise maps the current software delivery lifecycle and helps identify bottlenecks

Bottlenecks

11IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale.How to do a Value Stream Mapping Exercise

1. Identify the customer

2. Determine final objective

3. Identify the supplier(s)

4. Document current process steps

5. Map the work within / between the process steps

6. Gather data (end to end cycle time, wait time, processing time, in processing wait time etc.)

7. Record on a time line & calculate

12IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale.Key metrics to collect during a Value

Stream Mapping ExerciseLean Metric Definition

Wait Time § Wait time before the next step of process activity begins. § E.g Betty gets the post at 9am but doesn’t sort it out until 10am, so the waiting

time for one cheque which is in that day’s post is one hour.

Processing Time § ‘Touch time’ i.e. the time that is spent actually touching the unit, carrying out process activity.

§ E.g. time taken to key in the data is 30 seconds per payment. This should not include waiting time within the process activity.

In Process Wait Time § The time for all the process activity within this step, plus any waiting time within the step, like waiting for a system response or an approval email.

§ E.g. if it takes 30 seconds to key in the data (‘touch time’), and 10 seconds for the system to respond and save the order, then the IPLT is 40 seconds.

End-to-end Cycle Time

§ The total time it takes for all the process activity, including waiting, to be completed.


Exercise 2: Getting A Testing Environment (Part A)Using the value stream framework, document how long it takes for a tester within your organization to get a complete environment ready to go for testing

Answer the following questions

§ Estimate how long it takes (end to end cycle time) to get an environment for a tester to be productive

§ Estimate how much is productive (processing time) vs. waste (wait time)

§ Document the process steps only

§ Stop, take a break, there is a lot more to come

14IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale.Value stream analysis: More formal notation

InventoryItem name

Processstep name

ManualMovement

Automated Movement

ActiveTime = N mins

InactiveTime = N mins Human

Actor

15IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale.Build and QA Test Automation Pipeline Example

TestSystem QA Test

10 min build time

Broken build can be 60 min to debug

Build masterTest

Definition

FunctionalTest Driver

ExternalAPI Access

.jars,.wars

Integration Build

QA Tester

2 days to provision test systemExternal APIs may take days to configure

1 day to compete test

Wrong API versions or missing Service can delay test 4-8 hours

Ops Engineer


Exercise 2: Getting A Testing Environment (Part B)Answer the following questions

§ Document the various lean metrics

– Wait times between steps

– Process Time

– In Process Wait Time

– Who is doing the work

– Rework %

§ Map them on a timeline

§ Compare metrics with original assumptions

§ Stop, take a break, there is a lot more to come


Exercise 2: Getting A Testing Environment (Part C)Answer the following questions

§ Develop a future state solution with the goal to reduce cycle time by 50%

§ Share…..


Value Stream Mapping Best Practices


Idea/Feature/Bug Fix/Enhancement

Production

Development Build QA SIT UAT Prod

PPM

Requirements/Analyst

Developer

Customers LOB

BuildEngineer

QA Team Integration Tester User/Tester Operations

Deployment Engineer

Release Management

Deploy

Get Feedback

Feedback

Customer or Customer Surrogate

Tasks

Artifacts

Follow a similar process to map your current End To End Software Delivery Lifecycle


Value Stream Mapping Exercise Best Practices§ Select a sponsor

§ Do it with a cross functional team

§ Determine the boundaries of your process

§ Collect data

§ Identify / prioritize the Bottlenecks

§ Map out future state

§ Create implementation plan

§ Don’t forget about the metrics

§ Validate periodically


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September 16, 2015Presentation Title

Thank You!

©2015 IBM Corporation December 1, 2015

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