The Business of Continuous Delivery · The Delivery-Centric Organization Integrated Product Teams Communities of Practice ... Product Teams Are The Engine That Drives Delivery ›Dedicated

© 2014 Forrester Research, Inc. Reproduction Prohibited© 2014 Forrester Research, Inc. Reproduction Prohibited 1

The Business of

Continuous Delivery

Kurt Bittner

Principal Analyst

@ksbittner


The Half-Life Of Innovation Is Shrinking

7 years

Images copyright © 2014 Apple Inc. All rights reserved.


› Your only security is in being the disruptor

› Disruption demands delivering fast & frequently, with high quality

Disruption Is Everywhere

› 2009

• USAA Bank

introduces mobile

check deposit

• Competitors view it

as a novelty

› 2011

• 1 in 4 consumers

want mobile check

deposit

• 1 in 2 mobile banking

users want mobile

check deposit

Source: http://www.mybanktracker.com/news/2012/03/13/bank-mobile-check-deposit-next-gen-standard/

https://www.peoples.com/mobilebanking/checkdeposit.html

› 2012

• 65% of consumer at

least somewhat

likely to switch

banks to get mobile

check deposit

› Today

• Mobile check

deposit is “table

stakes”; those

banks that don’t

have it have lost

customers

• Mobile banking is

causing shifts in

bank investments

away from

traditional branches

and has changed

the way banks

interact with

customers


Rich Interactions Require Rich Data

ⓒ Rovio Entertainment

Source: February 12, 2014 “Application Delivery In The Modern Age” Forrester Report


Organizations are struggling to keep up

Source: Forrsights Developer Survey, Q1 2013

How often does your development team release mobile apps?

Base: 172 Professional software developers and 87 IT developers building mobile applications

© 2014 Forrester Research, Inc. Reproduction Prohibited© 2014 Forrester Research, Inc. Reproduction Prohibited 6Source: http://upload.wikimedia.org/wikipedia/commons/1/14/Horse_drawn_US_Mail_car.jpg

Traditional Thinking Holds Companies Back


The Software-Powered Value Delivery Cycle

Fast Feedback Drives

Better Business Results

› Less waste

› Lower cost

› Happier customers

› Increased revenue

› Lost revenue avoidance

› Increased profitability


Risk of Failed

Release

High

Low

Traditional

Continuous

Delivery

The CD Paradox: Faster Delivery, Lower Risk


Traditional Organizations Are “Siloed”

Lin

e o

f B

usi

nes

s

Op

erat

ion

s

Bu

sin

ess

An

alys

ts

Dev

elo

per

s

Qu

alit

y A

ssu

ran

ce

Ente

rpri

seA

rch

itec

ture

CIO

Cu

sto

me

rEx

per

ien

ce


Traditional Projects Cut Across Organizations

Project A

Project B

Project C


The Delivery-Centric Organization

IntegratedProductTeams

Communities of Practice

Servant-

Leadership

LOBCMO

CIO …


Product Teams Are The Engine That Drives Delivery

› Dedicated team members

› Cross-skilled

› Empowered

› Self-managed toward a set of agreed objectives

› Team spans releases

IntegratedProductTeams


Communities of Practice Connect Product Teams

› Encourage and promote effective practices across teams

› Provide peer coaching and professional development

› Foster an organizational identity

BA

Dev

CX

…


Servant Leadership Characteristics

› Listening

› Empathic

› Healing

› Aware

› Persuasive

› Conceptualizing

› Insightful

› Effective Steward

› Committed To Growth Of People

› Community Building

http://en.wikipedia.org/wiki/Servant_leadership


Typical CD adoption challenges

• Working in small batches

• Delivering frequently

• Engaging with the business

• Taking on business analysis and testing responsibilities

• Unit testing for everything

• Engaging continuously

• Increased testing frequency

• Moving to API testing and “continuous testing”, away from manual UI testing

• More frequent engagement with Agile teams

• Architecture through refactoring

• Architectural testing versus manual inspection

Business

• Continuous involvement

• Working in small batches

• Applications are the business versus supportthe business

Management

• Moving from committing by planning to committing by executing

• Progress = tested, demonstrated functionality

Operations

• Provisioning on demand

• Infrastructure as code — configurations under version control

• Automated deployments between environments

Developers QA Architecture


Optimize Your Value Delivery Stream

Source: February 12, 2014 “Application Delivery In The Modern Age” Forrester Report

IdeaUnderstand

NeedsDevelop Test Deploy

Customer

Value

1 day 3 days 5 days 5 days 3 days

10 days7 days 4 days 9 days

Total = 47 days

Work time

Waittime

Example


Smaller Batches = Faster Speed

Much Better Than


Key Enablers

› Small batches of work

› Loose architectural

coupling

› Cross-functional teams

› DevOps practices

› Data-driven release

decisions

› Business engagement

› Agile work management

› Continuous Integration

› Environments On-

Demand

› Continuous Testing

› Release Automation

Techniques Tools


Cost

Quality

Schedule

Out With The Old “Cast-Iron” Triangle


Fast delivery

Quality

Value

In With The New “Flexible Steel” Triangle

© 2014 Forrester Research, Inc. Reproduction Prohibited

Thank youKurt Bittner

[email protected]

@ksbittner

The Business of Continuous Delivery · The Delivery-Centric Organization Integrated Product Teams Communities of Practice ... Product Teams Are The Engine That Drives Delivery ›Dedicated

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