how devops is redefining application delivery in the enterprise: 5 key factors to success
TRANSCRIPT
How DevOps and Continuous
Delivery are Redefining Application
Delivery in the EnterpriseFive Key Success Factors and Outcomes
August 26, 2015
Julie Craig
Research Director
EMA
Ron Gidron
Product Marketing Director
Automic Software
Today’s Presenters
Slide 2 © 2015 Enterprise Management Associates, Inc.
Julie Craig - Research Director 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.
Ron Gidron – Product Marketing Director Ron is Product Marketing Director of Release Automation at
Automic Software. He has spent the last 14 years in
product marketing, product management and pre-sales
positions in both startups and large enterprises. Ron's
passion lies in the intersection of software, users and
market trends.
A PDF of the PowerPoint
presentation will be available
An archived version of the event recording
will be available at
www.enterprisemanagement.com
Slide 3
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• Questions will be addressed during the
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Event recording
Event presentation
How DevOps and Continuous
Delivery are Redefining Application
Delivery in the EnterpriseFive Key Success Factors and Outcomes
Julie Craig
Research Director, Application Management
Enterprise Management Associates (EMA)
Slide 5 © 2015 Enterprise Management Associates, Inc.
Agenda
• DevOps and Continuous Delivery in the Enterprise
• Software and Business Growth
• 5 Key Factors Impacting IT’s Ability to Execute
• Summary and Wrap-up
Slide 6 © 2015 Enterprise Management Associates, Inc.
1“DevOps and Continuous Delivery: Ten Factors Shaping the Future of Application Delivery”, 2014,
Enterprise Management Associates, www.emausa.com
DevOps
“The ideal intersection of people, processes, and
tools across the application lifecycle necessary to
facilitate cross-functional collaboration enabling the
seamless delivery of software to the business”1
Key Roles Supporting DevOps Across the Lifecycle
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“Cross-functional” Teams Exist in High Percentage of
Companies
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96%
4%
0% 20% 40% 60% 80% 100% 120%
Yes
No
Does your company utilize a team of IT specialists with cross-functional development and operations-related skill sets to support the application
management function?
Continuous Delivery
“At its most generic, Continuous Delivery
encompasses an iterative and ongoing cycle of
development, testing, and delivery of software to a
targeted destination. In the enterprise, that
destination is likely a production environment. For
an Independent Software Vendor the destination
may be a software product package. Typically, the
goal is to accelerate the delivery of software
functions and capabilities.” 2
Slide 9 © 2015 Enterprise Management Associates, Inc.
2“DevOps and Continuous Delivery: Ten Factors Shaping the Future of Application Delivery,” 2014,
Enterprise Management Associates, www.emausa.com
DevOps as the “Backbone” for Continuous Delivery
in the Enterprise
Slide 10 © 2015 Enterprise Management Associates, Inc.
Agenda
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Agenda
• DevOps and Continuous Delivery in the Enterprise
• Software and Business Growth
• 5 Key Factors Impacting IT’s Ability to Execute
• Summary and Wrap-up
Companies with Better Interactions between Dev & Ops
20 +% More Likely to See Double Digit Revenue Growth
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87%
13%
66%
34%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Excellent/Above
Average/Below
Revenue Growth
Quality of Interactions between Dev and Ops
How would you describe the quality of the overall day-to-day interaction between Development and Operations generally at your company? (Y Axis)
Increased more than 10% Increased less than 10%/Same/Decreased
Q2: What was the percentage increase or decrease of your organization’s annual
revenue from last year to this year? (X Axis)
“Frequency of Code Delivery” ALSO Correlates with
Better Revenue Growth
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62%
38%
25%
75%
Revenue increased more than 10%
Revenue increased less than 10%/Same/Decreased
Code delivery
frequency
increased > 10%
Code delivery
frequency
increased < = 10%
Q1: How does your organization's frequency of code delivery today compare to that of 12
months ago? (X Axis)
Q2: What was the percentage increase or decrease of your organization’s annual
revenue from last year to this year? (X Axis)
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Agenda
• DevOps and Continuous Delivery in the Enterprise
• Software and Business Growth
• 5 Key Factors Impacting IT’s Ability to Execute
• Summary and Wrap-up
Slide 15 © 2015 Enterprise Management Associates, Inc.
52%
48%
41%
39%
34%
34%
27%
0% 10% 20% 30% 40% 50% 60%
Business demands for new products or services
Business demands to better compete against competitors
Customer demands for new products or services
Customer demands for improving application quality
Regulatory requirements/changes
Executive-driven desire to implement new ideas
Industry vertical specific changes
Which of the following are the top drivers for the Continuous Delivery initiative at your company?
Factor 1: Business and Customer Demands are Driving
Accelerated Software Delivery
Top 4 CD drivers are business/customer generated
Factor 2: Increasing Delivery Velocity, Adverse Production
Impact Key Continuous Delivery Challenges
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38%
36%
34%
32%
31%
30%
0% 5% 10% 15% 20% 25% 30% 35% 40%
Difficulty delivering new software at velocity expected bybusiness
Troubleshooting/root cause analysis of production issues
Interactions between Dev and Ops
Management support of cross-functional work
Difficulty delivering applications at expected service levels
Tools do not adequately support cross-functional work
What would you say are the biggest challenges of your cross-functional Dev & Ops team?
Factor 3: Continuous Delivery Taking a Toll on both Dev
and Ops Resources
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45%
43%
31%
30%
15%
0% 10% 20% 30% 40% 50%
Development is drawn into production troubleshooting moreoften
Operations is spending more time deploying software
Operations is spending more time managing productionapplications
We are experiencing a higher number of performance and/oravailability problems
All of the above
How has the increased frequency of Continuous Delivery impacted production support?
High velocity delivery taxing production support resources
Factor 4: Errors Introduced by High Velocity Delivery can
increase Dev Involvement in Production Support
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48%
46%
46%
38%
34%
31%
0% 10% 20% 30% 40% 50% 60%
Design/Development of new applications
Modification of existing applications
Day-to-day involvement in supporting production applications
Software testing
Day-to-day involvement in deployment of software toproduction
Collaboration with non-Development groups, i.e., business, ITOps, QA, etc.
Which of the following are the top three (3) activities which consume the bulk of your company’s Development organization’s day-to-day resources?
Dev spends as much time supporting product
as developing, modifying applications
Factor 5: Integration Testing, Continuous Delivery Key Focus
Areas for “Wish List” Tools Investments
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34%
33%
32%
30%
30%
26%
26%
19%
17%
0% 5% 10% 15% 20% 25% 30% 35% 40%
Software integration testing
“Start to finish” Continuous Delivery workstream
Requirements management
Application lifecycle management
“Big Operational Data” correlation/analytics tools
Software deployment
Application performance and availability management
Acceptance testing
Software builds
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 coming year?
IT professionals cite testing, delivery automation, requirements
management as top “most wanted” tools capabilities
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Agenda
• DevOps and Continuous Delivery in the Enterprise
• Software and Business Growth
• 5 Key Factors Impacting IT’s Ability to Execute
• Summary and Wrap-up
Key Points
• Business, not IT, most often drives accelerated software delivery
• But increasing velocity of software delivery brings its own challenges
• Code, configuration, and change-related errors are all potential risks
• Lack of automation appears to be an essential cause of adverse
production impacts of Continuous Delivery
• Production errors siphon both Dev and Ops resources, possibly
delaying delivery of new features into production
• Software testing, automated delivery tools top “wish list” of IT
professionals
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Process Alternatives in an Agile World
How to map existing legacy apps to DevOps
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From Agile Manifesto to Hudson CI Server
23
2001 2008
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Server Virtualization Just Picking up in 2012
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2010-12 Infrastructure as Code
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Enterprise Applications Are Complex and Integrated
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Increasingly Complex to Manage....
Mainframes
Midrange/Minis
Client Server
IaaS
SaaS
PaaS
Big
Data
Co
mp
lexit
y
Internet
of
Things
Low
High
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Mainframes
Midrange/Minis
Client Server
IaaS
SaaS
PaaS
Big
Data
Tim
e t
o M
ark
et
Internet
of
Things
Minutes
Days
….Customers Pressure to Go Faster
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In the Context of Applications
Co
mp
lexit
y
Low
High
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In the Context of Applications
Co
mp
lexit
y
Low
High
© Automic. All rights reserved.
In the Context of Applications
Co
mp
lexit
y
Low
High
© Automic. All rights reserved.
In the Context of Applications
Co
mp
lexit
y
Low
High
Delivery time expectation
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The Fire Hose is Still on Enterprise IT
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The 3 alternatives
1. Rewrite the application
2. Attempt to codify-Chef/Puppet/Ansible
3. Automate existing process
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Process Alternative Matrix
Rewrite Codify Automate
Time High High medium
Investment High Low Low
Resources High High Low
Distraction High High Low
Disruption to Business High High / Medium Low
Risk High Medium Low
Practicality ? ? Yes
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36
Learn more about leading IT analyst firm
EMA at:
www.enterprisemanagement.com
Slide 37 © 2015 Enterprise Management Associates, Inc.