Cameron Cosgrove, Founder, Digital CTO Presents Transitioning to a Digital Business DigitalCTO.com
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Cameron Cosgrove, Founder, Digital CTOPresents
Transitioning to a Digital Business
DigitalCTO.com
Outline
• Big Trends—Going Digital
• Challenges Traditional IT is facing
• Transitioning to a Digital business
DigitalCTO.com
4Big
Trends for going
Digital
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75
38
134 3 2 1
Telephone Radio Television Internet iPod Facebook CandyCrush
Years
Time in years for 50 million people to adopt
Big Trend #1:Speed of digital products consumption and adoption
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Big Trend # 2
Services and data
needs to be
delivered in new
ways…
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Big Trend # 3Making sense of all the Consumer Data = Big Opportunities
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Big Trend # 4
Organizations born digital or transforming
leverage cloud and DevOps for agility and rapid
product enhancement cycles
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Challenges Traditional IT is facing
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What Traditional IT does / What the business wants . . .
Business
Outcomes
Grow Company
Best in class Customer Experience
Operate Efficiently and Profitably
Continuously bring solutions and products to Market
Technology
Strategy
Operational Excellence
Managing Complexity
Building and maintaining systems
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Process not defined
Large variety of tools used through SDLC process. Lack
of consistency
WhatIT
ManagersTellUs
Inconsistent customer experience because each team
does projects differently
Inefficient: Re-work due to poor communication and lack of documented
requirementsMissed
target dates
Existing processes waived or
abbreviated to achieve delivery date
Over committed resources
Project roles unclear. Work
load not shared or coordinated
Unable to set and keep
expectations with customer
Business escalates priorities to IT Mgmt. outside of Roadmap
Infrastructure takes too long
and is rigid
Projects not vetted by all groups for a
complete concept/idea.
App DevManagersHelp!
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Challenges to moving quickly Generally, “back and forth” interactions between Business and IT sometimes lead to delays, and it is difficult to build a shared commitment to the end result.
11
Timeline
Requirements Design DevelopmentTest
(Including User Acceptance)
Deployment
Application Update For New / Enhanced Business Capabilities
Subject Matter Experts
Business Unit
Subject Matter Expert (with IT Relationships)
Work Sponsor
Project Manager
Development Team
Analyst(with Business Relationships)
Corporate IT
Developer
Engagement Manager
Risk remains high until the big
‘reveal’ at the end of Test &
Deployment.
Solution Delivery Lifecycle
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Transitioning to a Digital Business
Move Faster, Save Money
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Software ServicesDifferent Solution Lifecycles
Systems of Record
SOA as a mechanism to Transact
Brand Perception & Competition
Compliance & Regulation
Systems of Engagement
SOA as a mechanism to Interact
Rat
e o
f C
han
ge
Consumer trends
Rapid Changes
Products and Services
Customer Data
Reliability
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Organizing Around Services
• Establish Service Owners• Stewardship & Governance
• Responsible for end-to-end service
• Establish Service Teams• Cross functional
• Responsible for service delivery and support
Infrastructure Services
Application Platform Services
Software Services
Provides services to
Provides services to
Val
ue
Ch
ain
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Micro ServicesArchitectureare flexible and agile
Stream new services quickly
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DevOps/Continuous
Delivery Processes
ComposableScalable
Infrastructure Services
Business Vision and Strategy
Micro-servicesApplicationArchitecture
Digital Technology Pillars
Understanding the Benefits of Cloud and how to compose Infrastructure Services
16
Cloud Computing
Mobile & Web
Networking
Internet of Things
Analytics
Data and Storage
Media & CDN
Hybrid Integration
Management
Developer Service
Identity Mgmt
Data and StorageAWS/AZURE
DigitalEnterprise
Cloud Services
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Accelerate Software Development
Transitioning to a Digital Businesshallenges and desire for changesToday “As Is”
• Releases take longer and longer
• Release schedules slip
• Stabilization at end of release takes longer and longer—risk of system outage
• Changes are hard to introduce mid-release
• Quality is deteriorating
• “Around the clock”, crunch time at the end of schedules take a toll on staff and morale
• Limited visibility to Developer productivity
• Products becoming challenging to support and enhance
• Provisioning & managing infrastructure takes too long and costs too much
Tomorrow “To Be”
• Agility – flexibility to turn on a dime
• Infrastructure enables rapid development
• Improved productivity and quality
• Early elimination of risk and realization of value
• Always knowing exactly where we are in a development/deployment cycle
• Developer metrics
• Easier to make changes
• Reduced re-work from defects
• Products that reach market faster and are more targeted
• You have a cost effective “software factory”
• Reduced Total Cost of Ownership
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Sample Program
19
Lack of Customer Insights
Infrastructure to slow
Too Slow to Market
Problem Statements Program Goals
Improved AgilityMore responsive to business
Fewer Software DefectsQuality Management throughout delivery lifecycle
Reliable DeploymentsReduce human errors through standardization and automation
TraceabilityAuditability from requirements gathering to production delivery
Data LakeMassive data migration of consumer data to a Data Lake for analysis and insights
Execution Tracks
FundamentalsCode Management practices baseline Team Reporting
Iterative DevelopmentAgile principles, collaborative team model, redefine requirements practices
Deployment AgilityStandardized & automated Build-Deploy-Test
Build-in QualityTesting focus from Dev to QAEmbrace test automation
Integrated DB ALMFirst class citizen in SDLCRobust DB deployment
Architecture DrivenIntentional architecture, Micro-Services, Tiers
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Why Cameron Cosgrove at DigitalCTO.com?
Software
Platform
Infrastructure
Strategy, People, Teams, Projects, Processes
Expertise in all 4
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Fractional CTO Services• Incremental Engagements• Cost Effective• Targeted Results• Transformative Leadership• Network of experts and “rock stars”
APPENDIX
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Operational and Quality Challenges We’ve Seen….and fixedWhat are the issues?
22
15524%
50076%
2012 OutagesP1
P2
Severe issue with
revenue generating
application or critical
service is unavailable
Major issue revenue generating application or critical service is impaired
or degraded
Root Causes:
IT Function Issues
Application Quality 23%
Deployment 21%
InfrastructureQuality
25%
Over 10,000 hours of impact
“APP DEV” Assessment & Business Impact:
Issue Business Impact
Poor and inconsistent testing standards and procedures. Excessive “legacy code” prevents adequate unit testing
Significant amount of code is not tested thoroughly resulting in rework, production issues and outages
Release and deployment manual and hero based versus process driven. Too many last minute changes
Deployments are risky due to missed or wrong components deployed and production is impacted
Teams in silos. Following team processes—difficult to establish management controls.
Audit challenges. Cannot represent this is how “IT Works”. Need to go team by team.
2 tier architecture and legacy code
Example of Legacy code:Large chunks of “Business logic” that is co-mingled with dozens of layers added over the years in older code base.
Cannot reuse code as a service, duplication of effort and integration is “hard coded” not flowing through a “service tier”.
Legacy is difficult to maintain, high risk of mistakes and in some cases cannot be unit tested.
Standards need to be updated and training needs to be conducted for developers
Act as a “Software Factory”. Otherwise coding is more “art” than “science”
91, 26%
253, 74%
2013 Outages
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Fundamental Principles
1
2
3
4
5
6
7
8
Perception of infinite capacity
Perception of continuous availability
Drive predictability
Take a service provider’s approach to
delivering infrastructure
Resiliency over redundancy mindset
Minimize human involvement
Optimize resource usage
Incentivize desired resource consumption
behavior
DYNAMIC DATA CENTER REFERENCE MODEL
Service delivery subdomain
Software subdomain
Platform subdomain
Infrastructure subdomain
Man
ag
em
en
t sub
do
main
Op
era
tion
s sub
do
main
Provides services to
Provides services to
Provides services to
Defines Defines
Defin
es
Man
ag
es
Man
ag
es
Man
ag
es
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Savings Build Over Time
6 months 12 months 24 months
Infrastructure Efficiency
Re-Architect for Services
Co
st S
avin
gs
IT Enabled Business
Optimization
10 to 20 percent savings
Time and labor savings
DigitalCTO.com
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