automating for digital transformation: tools-driven devops and continuous software delivery

Julie Craig

Research Director, Application Management

Enterprise Management Associates

Twitter: @julie_craig

Automating for Digital Transformation:

Tools-driven DevOps and Continuous

Software Delivery

March 18, 2016

Featured Speaker

Slide 2 © 2015 Enterprise Management Associates, Inc.

Julie Craig – Research Director, EMA Julie has over 20 years of experience in software

engineering, IT infrastructure engineering, and enterprise

management. At EMA, Julie’s focus areas include DevOps,

application performance and availability management,

Application Discovery and Dependency Mapping, software

development, and software as a service.

Logistics for Today’s Webinar


An archived version of the event recording will be

available at www.enterprisemanagement.com

• Log questions in the Q&A panel located on the

lower right corner of your screen

• Questions will be addressed during the Q&A

session of the event

Questions

Event recording

http://www.enterprisemanagement.com/

Julie Craig

Research Director, Application Management

Enterprise Management Associates

Twitter: @julie_craig

Automating for

Digital Transformation:

Tools-driven DevOps and

Continuous Software Delivery

March 18, 2016

Sponsors


• Background and methodology

• Digital Transformation

• DevOps and Cross-functional practices

• Continuous Delivery

• Tools

• Summary and wrap-up


Agenda

Background and high level summary

• Revised repeat of 2014 research on DevOps/Continuous Delivery

• This year’s study reveals, at a high level, that:

• More than 80% of companies are engaged in “Digital Transformation”

initiatives

• Cross-functional DevOps is now mainstream, accepted best practice at

companies of all sizes

• Continuous Delivery has hit mainstream

• Links definitely do exist between both Ops and continuous delivery and

revenue growth


• Survey conducted during month of October, 2015 by EMA survey

team

• 400+ respondents

• 38% executives (Directors, VPs, or C level), 34% middle

management (including architects), 28% line staff

• 14% from companies with less than 1000 employees, 50% from

mid-sized companies (defined as 1000 to 9,999 employees), 36%

from companies with 10,000 or more employees


Survey Methodology





• Tools



Agenda

85% of respondents state their companies

are engaged in Digital Transformation initiatives


85%

15%

Yes

No

In your opinion, is your company actively engaged in Digital Transformation activities?

Digital Transformation: Top focus areas


42%

42%

39%

38%

36%

36%

35%

33%

Compressed delivery time frames for IT services

Improvements in quality of the services delivered toIT and business

Improvements in IT-business alignment

Organizational shifts in IT focus from silo andtechnology-based to customer- and business-aligned

Cost reduction associated with delivery of ITservices

Agility in terms of "time to innovation", i.e. timerequired to transform ideas into full-blown…

Customer satisfaction (external customers)

Customer satisfaction (internal customers)

From the organizational perspective, which of the following are the top focus areas for your Digital Transformation initiatives?

Digital Transformation: Top technology-related initiatives


55%

40%

39%

36%

36%

34%

34%

18%

9%

Automation supporting the Continuous Delivery process

Automation and technologies supporting sensor networks,"Internets of Things"

Automation and technologies supporting mobile access toyour company's IT systems

Automation supporting digital interactions with partners andcustomers

Improved software development/testing initiatives to improvequality of code delivered to production

Streamlining and accelerating the end-to-end softwarelifecycle

Automation supporting Agile software development

Improvements in customer satisfaction measurements andmetrics

Improvements in end user experience measurements andmetrics

Which of the following do you see as the top technology-related initiatives supporting your Digital Transformation initiatives?

Digital Transformation: Top challenges


57%

36%

36%

34%

34%

32%

26%

24%

18%

Organizational silos make it difficult to cross-functionallyexecute transformation initiatives

Lack of customer satisfaction metrics

Lack of executive vision

Lack of end user experience metrics

Lack of skills within IT

Slow delivery of development-related code and features

Lack of direction on steps to take to "Digitally Transform" ourbusiness

Slow fulfillment of IT service requests

Difficulty accelerating "Continuous Delivery" into production

Which of the following are the top challenges your company is encountering in terms of implementing your Digital Transformation initiatives?





• Tools



Agenda

© 2015 Enterprise Management Associates, Inc.

97% of respondent companies leveraging DevOps practices,

defined as teams with “cross-functional” skill sets

97%

3%

Yes

No

Does your company utilize a team of IT specialists with cross-functional development and operations-related skill sets to support

the application delivery and/or management function?

60% have “permanent” DevOps groups, 40% ad hoc


39%

61%

Ad-hoc

Dedicated

Is this an "ad-hoc" team that comes together only when problems arise, or is it a dedicated team?

In turnaround from 2014, 25% actually call these

“DevOps” teams


29%

26%

19%

8%

8%

4%

4%

2%

Application Management/Support

DevOps

Infrastructure Services

Service Level Management

Center of excellence

Architecture group

System Reliability Engineering

Other

Which of the following names does this team go by in your company?


Most commonly funded by “multiple departments”

HOWEVER big change is that 15% now funded by LOB

23%

21%

20%

18%

15%

1%

Multiple departments within IT

Operations budget/management

CIO office

Development budget/management

Line of Business (LOB)

Multiple departments within Line of Business

How is this team funded and managed?


DevOps drives cross-organizational,

versus silo-based, tools planning

38%

30%

14%

11%

4%

We are doing more cross-functional, versus silo-based, tools planning

Created a need for troubleshooting/root causeanalysis -focused toolsets such as Application

Management Platforms and Suites

Minimal impact, tools planning is primarily silo-based

Created a need for integrations across themanagement toolset

Created a need for Change Control tools

How has DevOps impacted your company's management tools planning, requirements, and strategy?

“Modified” packaged applications

present the biggest DevOps challenges


35%

31%

29%

27%

25%

25%

24%

24%

23%

21%

17%

17%

Additions/modifications to packaged…

Java/.NET code

Application Program Interfaces (APIs)

Web-based mobile applications

Web services

Mainframe-hosted applications and/or…

Traditional web applications

HTTP/HTTPS code

Native mobile applications

Monolithic applications

Componentized or distributed custom applications

Microservices

Which of the following application types present the biggest DevOps-related challenges at your organization?

Deployment complexity is #1 challenge cited


49%

43%

39%

38%

35%

34%

32%

28%

Complexity creates deployment challenges

Difficulty collaborating across silos

Multiple development workstreams never seem tostay in sync

Frequent performance or availability issuescompared to other application types

Adverse impact of change

Lack in-house skills or knowledge in this area

Lack of adequate tools to manage the applicationtype

Lack of visibility to topologies showing howcomponents connect and interact

What is the nature of these challenges?

Quality of Dev/Ops interactions directly correlates with revenue

growth, for the 2nd year in a row


92%

8%

75%

25%

DevOps Excellent or Above Average

DevOps Average or Poor

Q1: How would you describe the quality of the overall day to day interaction between Development and Operations generally at your company? Q2: What was the percentage increase or decrease of your organization's annual revenue

Revenue increased by 10% or more Revenue increased less than 10%/Same/Decreased

11.5X

Agenda






• Tools


92% of respondent companies engaged in

Continuous Delivery


92%

8%

Yes

No

Is your company engaged in Continuous Delivery of application code?

Top 4 CD drivers are business- and customer-related


42%

40%

39%

34%

33%

31%

30%

29%

22%

Business demands for new products or services

Customer demands for better application quality

Customer demands for new products or services

Business demands to better compete against…

Agile development practices

CIO-driven requirements for increased…

Executive-driven desire to rapidly implement…

Regulatory or compliance requirements/changes

Industry vertical specific changes

Which of the following are the top drivers for the Continuous Delivery initiative at your company?

40% believe Agile accelerates Continuous Delivery;

30% see Continuous Delivery as a bottleneck


39%

29%

16%

11%

5%

In general, as Agile iterations accelerate,Continuous Delivery accelerates as well

In general, Agile development iterates morequickly; actual Continuous Delivery is a bottleneck

In general, Continuous Delivery is fast andefficient, development is a bottleneck

In general, Continuous Delivery is fast andefficient, pre-deployment testing is a bottleneck

Not at all: the two are unrelated and disconnected

How do your company's Agile practices relate to your Continuous Delivery practices?

65% deliver code at least weekly,

almost 15% multiple times daily


22%

20%

14%

14%

11%

8%

7%

3%

Multiple times per week

Weekly

Multiple times per day

Multiple times per month

Monthly

Daily, but not multiple times per day

Quarterly

At intervals greater than quarterly

As a rule, how frequently does your organization deploy new code to production?

Accelerated delivery frequency impacts customer

satisfaction, promotes agility in competitive differentiation


49%

44%

41%

35%

33%

Higher levels of customer satisfaction

Faster revenue growth

Minimal business impact

We are more agile in competing within ourindustry

Less negative fallout on social media

How has this increase in frequency of code delivery impacted the business as a whole?

Delivery frequency also directly correlates with revenue

growth, for the 2nd year in a row


71%

29%

32%

68%

Delivery freq increased by 10% or more

Delivery freq increased less than10%/Same/Decreased

How does your organization’s frequency of code delivery today compare to that of 12 months ago?

What was the percentage increase or decrease of your organization's annual revenue from last year to this year?

Revenue increased by 10% or more Revenue increased less than 10%/Same/Decreased

2.5X

Almost 70% have accelerated delivery frequency in past

year; top 10% have increased by 50% or more


5%

4%

17%

21%

21%

25%

1%

3%

1%

Increased more than 75%

Increased between 50% and 75%



Increased less than 10%

Stayed the same

Decreased less than 10%

Decreased between 10% and 25%

Decreased between 25% and 50%

How does your organizations frequency of code delivery today compare to that of 12 months ago?

Key takeaway: BUT more than half say faster delivery creates

production-related challenges for Dev and Ops


52%

48%

45%

36%

31%

Operations is spending more time on productiontroubleshooting

Development is drawn into productiontroubleshooting more often

Service levels have degraded as rates of changeincreased

We are experiencing a higher number ofperformance and/or availability problems

Minimal production impact

How has this increase in frequency of code delivery impacted production environments?

Production support feeling the impact

of accelerated rates of change


Dev spends as much time supporting production as it does developing new apps

Ops spends more time on application support than on infrastructure support


• DevOps



• Cross-functional processes/organization

• Tools



Agenda


44% say manual troubleshooting is slowing down

Continuous Delivery pipeline

44%

37%

37%

37%

36%

34%

27%

24%

23%

Manual troubleshooting processes dealing withproblems arising from production changes

Time spent testing code

Manual processes supporting package builds andproduction deployment

Fear/risk related to adverse production impacts ofnew code

Time spent creating code

Manual processes supporting code movementthrough lifecycle stages

Lack of testing/QA personnel

Lack of testing facilities, developers and/or QAmust "wait their turn" to test

Lack of workflow/automation tools to drive theContinuous Delivery pipeline

Which of the following factors are the biggest "bottlenecks" slowing down your Continuous Delivery pipeline?


“Continuous Delivery” still top focus area for tools

investments: #1 in 2014 as well

35%

32%

30%

29%

22%

21%

20%

19%

19%

17%

15%

Deployment/Release Automation supporting ContinuousDelivery

Application Management platform or suite solution supportingDevOps & troubleshooting

Workflow automation supporting DevOps and ContinuousDelivery processes

Tools supporting visibility to App Lifecycle underlyingContinuous Delivery processes

Process/workflow automation

Change control

"Service virtualization" supporting software integration &regression testing

"Start to finish" Continuous Delivery workstream

Requirements management

API development

API delivery

If you were in charge of your organization's management tools budget, which of the following areas would you be most likely to invest in during the next 12 months?


• DevOps



• Cross-functional processes/organization

• Tools



Agenda

Top trends

• Agile, DevOps now mainstream

• Continuous Delivery widespread, but some companies still struggling

to “get it right”

• Standard toolsets (Project management, development-related tools)

are still strategic

• However “deployment/release automation” tools top 2016 wish lists

• “Application management” platforms and suites are #2 on wish lists

• Accelerated software delivery, quality of Dev and Ops interactions

confirmed as having direct impact on revenue growth


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automating for digital transformation: tools-driven devops and continuous software delivery

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