© 2013 IBM Corporation

Using Lean Thinking to identify and address Delivery Pipeline bottlenecks Sanjeev Sharma IBM WW Lead, DevOps Technical Sales @sd_architect

Systems of Record

Systems of Interaction

Continuous client experience

Partner value chain

Cloud-based Services

Systems of Engagement

Inefficient software delivery impacts the entire business

of customers experience

production delays

>45%

of outsourced projects fail to meet

objectives

>50%

of budgets devoted to maintenance and

operations

>70%

to deliver even minor application changes to

customers

4-6 weeks

DEVELOPMENT/TEST Speed mismatch between faster moving front office and slower moving back office systems, delaying time to obtain feedback

SUPPLIERS Delivery in the context of agile

OPERATIONS Rapid app releases impact system stability and compliance

LINE-OF-BUSINESS Takes too long to introduce or make changes to mobile apps and services

CRM HR

DB ERP

3

Customers now control the pace of technology adoption cycles

Your customer: Geoffrey Moore “Crossing the Chasm” in 2014

4 – 6 months

Your company: Geoffrey Moore “Crossing the Chasm” circa 1991

2 – 3 years

Days <10%

Quarters 35%

Months

40%

Weeks

15%

6-12 Month Delivery Cycles Are Still the Norm

Delivery cycle profile across 600 business enterprises

Feedback cycles

Source--The New Software Imperative: Fast Delivery With Quality: 8 DevOps Practices Hold The Key To Success A Forrester Consulting Thought Leadership Paper Commissioned By IBM, August 2014

Moving from Months to Weeks is a challenge

© 2014 Forrester Research, Inc. Reproduction Prohibited 11"

12+"months" 6,11"months"

3,5"months"

1,2"months"

1,3"weeks" Days"

Waterfall"

Water,SCRUM,fall"

TradiAonal"pracAces"hit"a"barrier"to"faster"

delivery"

"""Degree"o

f"Risk

"_"

""Delivery"Cycle"Times_"

DevOps"pracAces"and"tooling"are"essenAal"to"fast"delivery"with"low"failure"risk"

DevOps approach: Apply Lean principles accelerate feedback and improve time to value

Line-of-business

Customer

1

3

2

1.  Get ideas into production fast 2.  Get people to use it 3.  Get feedback

Non-Value-added waste Value-added production work

Lean Transformation

http://ibm.co/devopsfordummies

Leverage feedback across the Delivery Pipeline to Continuously Improve: I.  Application Delivered

II. Environment Deployed

III.  Application and Environment Delivery Process

DevOps == Continuous Improvement"

IBM DevOps Adoption Model Practices, tools and services to plan and execute a staged adoption of DevOps to improve business outcomes

Feedback Cycles

Productive Waste

Efficiency

Steer Product-based

Agile

Automated

Collaborative

Optimizing

More Predictable

More Transparent

More Continuous

Process-based

Process-heavy

Manual

Silo-ed

Develop/Test

Deploy

Operate

Inefficient Leaner Leaner and Smarter

9

The Big Sources of Wasted Efforts: Find the Hidden Factory

Type of Waste Create Feature Deliver Feature Unnecessary Overhead

Communicating ideas/knowledge Communicating between development and operations

Unnecessary Re-work

Tasks assigned back to developers from testing and usage

Tasks assigned back to developers from production rollbacks

Over-production

Unnecessary functionality produced Unnecessary hardware, data center, personnel

Non-Value-added waste Value-added production work

Lean Transformation

What is Overhead? vs What is Productive?

Fat efforts to minimize Waiting Training

Reporting Traceability Late rework

Duplicate efforts Metrics collection

Regression testing Change propagation Document generation Meetings/Checkpoints System administration Resource accounting Human inspections

Streamline or automate

More valuable efforts to improve Scoping Learning Feedback

Refactoring Designing Teaming Coding Testing

Planning Engineering Empowering Prediction Deciding Steering

Facilitate or smarten

Priorities of Indian Global System Integrators

Fat efforts to minimize

Late rework Waiting

Regression testing Duplicate efforts

Reporting Document generation

Training Metrics collection

Change propagation Traceability

Human inspections Meetings/Checkpoints System administration Resource accounting

Streamline or automate

More Valuable efforts to improve

Scoping Designing Planning Testing Reusing Deciding Steering Feedback Coding

Prediction Engineering

Learning Teaming

Refactoring

Facilitate or smarten

Eight DevOps Macro Practices

1. Deliver in small increments of functionality.

2. Form dedicated, cross-functional teams.

3. Use loose coupling between applications.

4. Automate environment provisioning.

5. Continuously integrate code.

6. Continuously test.

7. Continuously fund.

8. Provide real-time transparency. Source--The New Software Imperative: Fast Delivery With Quality: 8 DevOps Practices Hold The Key To Success A Forrester Consulting Thought Leadership Paper Commissioned By IBM, August 2014

§  Throughput of each process must be the equal in order to avoid backlogs.

§  When preceding process is upgraded to a higher throughput, subsequent processes must be upgraded to the same higher throughput in order to maintain balance.

Optimize pipeline with an even flow end to end"

Steer the Product Pipelines

IBM Confidential

Value accrues as product artifacts evolve, NOT by effort expended or by progress in supporting artifacts

Ideas  

Tradeoffs  

Delivered  

       Simple  Instrumenta5on:      Time:        Volume:      Cycle  'me      Batch  size    Change  speed      Queue  size    Queue  'me        Throughput    

•  Minimize  wai5ng  in  backlog  queues    •  Op5mize  work  in  progress    •  Adjust  capacity  and  flow  

Validate  

Build    

Proposed

Understood

Verified

Certified

DevOps Adoption: Address bottlenecks in the Delivery Pipeline

Develop / Test

Deploy Steer Operate

Collaborative Development

Continuous Release and Deployment

Continuous Testing

Business Owner

Service Developer/Tester

Service Operations

Target Customer

Idea Market

DevOps

Continuous Business Planning

Continuous Monitoring

Lean and Agile principles

Continuous feedback and Optimization

Identify Delivery Pipeline

Bottlenecks

Map your Bottlenecks

Idea/Feature/Bug Fix/ Enhancement

Production

Development Build QA SIT UAT Prod

PMO

Requirements/ Analyst

Developer

Customers Line of Business

Build Engineer

QA Team Integration Tester User/Tester Operations

Artifact Repository

Deployment Engineer

Release Management

Code Repository

Deploy

Get Feedback

Infrastructure as Code/ Cloud Patterns

Feedback

Customer or Customer Surrogate

Metrics - Reporting/Dashboarding

Tasks

Artifacts

§ The adoption of DevOps == increased velocity of application delivery

§ Puts pressure on the infrastructure to respond more quickly

§ Software Defined Environments enable you to capture infrastructure as a software artifact

Deploying Infrastructure is the biggest bottleneck for the Delivery Pipeline "

Application !Changes!

Infrastructure!Changes!

Deployment Automation

Blueprint

Application Resource Template

Continuous Delivery to Cloud

§ Capture cloud pattern to be used for creating an Environment

§  Incremental deployment of application builds to cloud environments

§ Map the application to multiple cloud patterns

The freedom to provision a version of a full stack or incrementally deploy an application version into an already provisioned environment

Environments | Processes | Configurations

Create env from pattern

Deploy app

QA PROD DEV DEV DEV DEV

Utilize Cloud Environment

pattern

Cloud Platform

Implementing ‘Full Stack’ Continuous Delivery: IBM UrbanCode Deploy with Patterns"

Components

Infrastructure Specialists develop and update reusable building blocks for application environment patterns 1

Application Pattern

Architects and Integrators design and update application environment patterns from building blocks targeting cloud platform

2

Building Blocks

3

Release Engineers leverages the application environment patter to create and manage a multi-stage continuous delivery pipeline

4Application Developers and Testers can test the application changes for in a production-like environment

Des

ign

Tem

plat

es

Dep

loy

Tem

plat

es

vSys, vApp

Application

Middleware Config

Middleware

OS Config

Hardware

20

Building a DevOps Culture •  Everyone is responsible for Delivery

•  Common measures of Success

•  Right People are needed

Product Owner

Team Member

Team Lead

Team Member

Team Member

Senior Executives

Users Domain Experts

Auditors

Gold Owner Support Staff

External System Team

Operations Staff

Above all - it’s all about the People/Culture

People

21

22 22

Solution components Software §  IBM® UrbanCode™ Deploy

Gained more predictable release schedules for stakeholders

Achieved cost avoidance of more than USD2.3 million per year

Improved the ability to demonstrate compliance with regulations

“Applications that took days to release now take just an hour.”

— Tony Green, Technology, Architecture and Engineering, Fidelity Worldwide Investment

The transformation: As it prepared to launch a critical new application, Fidelity Worldwide Investment wanted to replace its manual release processes with an automated release solution. The solution helped reduce the time required for software releases by 99 percent, from 2 - 3 days to just 1 - 2 hours. The company also achieved cost avoidance of more than USD2.3 million per year.

Fidelity Worldwide Investments Achieves predictable release schedules and simplifies regulatory compliance

IBM Software – Case Study - Financial Services

Enterprise systems

23

88% reduction in production incidents Identified and resolved defects earlier in the release cycle

100% increase in team productivity Doubled the division’s project delivery capacity from 40 to 80 projects

Tens of millions in new revenue generated Increased agility to seize new market opportunities

“IBM’s service virtualization and test automation solutions enabled our banking client to embrace an agile, DevOps approach and perform integration testing continuously throughout the development process. They recouped their IBM investment in less than three months.”

— Gary Thornhill, Delivery Director Sandhata Technologies Ltd

Sandhata accelerates software delivery and improves competitiveness with continuous testing Adoption path: Develop/Test

Continuous Testing

24

Compact releases better matched to customer expectations

Zero maintenance window downtime through continuous availability

Reduced delivery cycles from nine weeks to three weeks

“DevOps helps us achieve continuous delivery and deliver continuous value.”

— Carl Kraenzel, Director of the Watson Managed services group, IBM Distinguished Engineer, IBM

DevOps approach speeds IBM Watson solutions to market Adoption path: Develop/Test

Collaborative Development

Lifecycle Measurements 2008 2010 2012 – 2014 Total Improvement

Project Initiation 30 days 10 days 2 days 28 days

Groomed Backlog 90 days 45 days On-going 89 days

Overall Time To Development 120 days 55 days 3 days 117 days

Composite Build Time 36 hours 12 hours 5 hours 700 %

BVT Availability N / A 18 hours < 1hour 17 hours

Iteration Test Time 5 days 2 days 14 hours 4 days

Total Deployment Time 2 days 8 hours 4 hours -> 20 minutes

2 days

Overall Time To Production 9 days 3 days 2 days 7 days

Time Between Releases 12 Months 12 Months 3 Months 9 Months

Innovation / Maintenance 58% / 42% 64% / 36% 78% / 22% +20% / -20%

Double-digit revenue growth, increased client adoption, improved client satisfaction

25

How IBM Rational Cloud Hosted Products have improved!