yet another agile and devops presentation

Yet Another Agile and DevOps Presentation

Eric Sandurs, PMP, CSPO, SAFe Certified

MetLife Investments Technology

March 2019

A Little Bit About Myself

Joined MetLife in 2008

15+ years information technology and product management experience

Spent five years developing and managing PMOs

Started career as a business analyst within Legal and Compliance

Holds Bachelor of Science Degree in Finance/MIS and MBA in Finance

ERIC SANDURS

Vice PresidentInvestments IT

Global Technology

▪ Oversight of a $125MM+ financial portfolio

▪ Leads the Global Strategy & Planning organization, consisting of Financial and Business Management, Investments IT Quality Assurance, Offshore Relationship Management, and IT Risk and Controls

▪ Technology Executive driving Agile and DevOps capabilities for MetLife Investments IT

▪ Role spans portfolio management, product management, program/project management and QA management functions

▪ Enjoys all kinds of puzzles

EXPERIENCE

CURRENT ROLE

EDUCATION

1

Agenda

Cautiously Driving1

Tightening Our Seatbelt2

Stepping On The Gas3

Cultural Journey4

Evolution of the Project Manager Role5

Confidential – for internal use only

3

Key Business Objectives: “The Why”Selling Agile and DevOps

IMPROVED

IT PRACTICES

▪ Shift left for QA & Prod Mgmt

▪ Required unit testing

▪ Elimination of duplicate

requirement entry

▪ Linkages between

requirements and test cases

▪ Single view of a project

INSIGHT VIA METRICS

▪ Predictability of deliverables

▪ Insight into value delivered

▪ Improved quality

▪ E2E traceability with robust

change management process

ASSOCIATE

DEVELOPMENT

▪ Provides new

opportunities

▪ Industry alignment

▪ Increased business

interaction

▪ Improved morale

BUSINESS NEED

▪ Expansion of Investments

Management business

and client delivery

▪ Focus on smaller

engagements

Confidential – for MetLife internal use only

4

Our Agile and DevOps Roadmap

Organic Throughput

2019 -

2020Quality Uncompromised

Focus on improving code quality

unit test roll-out, integration with IT

Risk and Change/Release

Management

2021 -

2022Speed Ignited

Gaining trust of Business to move at

a quicker pace; Faster execution for

competitive advantage

2017 -

2018

Focus on Defining Tool Chain,

Training, Application

Onboarding, Initial Roll-Out

Organic Focus

2017 Pilot Accomplishments

12Tools Adopted or Expanded

DevOps Tool Stack Agile Measures

5Teams Adopted

• Concluded Pilot

• Delivered numerous training courses and 1:1 coaching

• Unit test preparation

5

12

$60k

Rally Team Migrations

Rally Financial Save Annum

75% Average time savings per deployment

• Includes Code Build and Branches

• Tools Integration

• Code Quality and Unit Testing

• Tool Integration

• Continuous Testing Pilot

8New Certified Scrum Masters

Immersion Lab Creation

1

DevOps Tool Stack Implementation

6

Defect tracking

Test orchestration

Test case management

Test script management

Test data management

Behavior driven development

Release plan

Release Orchestration

Artifact management

Release approvals

Secure Credentials

Automated Backout

Continuous Delivery

Requirements management

Work management

Source Control Management

Reference artifacts / libraries

Quality Gate

Unit Test

Continuous Integration

Capability

Continuous Testing


7

2018 Pilot Accomplishments

41% Apps in

Production

72%Apps in Lower Level

Environment

Practicing both Agile

and DevOps; 25

teams using Agile

100% Increase in Release Frequency (quarterly to monthly)

95%+ Decrease in app

deployment time (hours to minutes)

3,000 hoursSaved annually with automated deployment

✓

50% teams

Agenda

Cautiously Driving

Tightening Our Seatbelt

Stepping On The Gas

Cultural Journey

Evolution of the Project Manager Role

1

2

3

4

5


9

Goal is to strengthen the trust

both between Business and

Technology and within the

Technology Function…

2019 Focus On Quality and Security

INTEGRATION WITH

SECURITY

(DEVSECOPS)

• Integration with code

analysis tool

• Change and release

management processes

• Segregation of duties

concerns (SOX)

AUTOMATED AND

CONTINUOUS

TESTING

• Goal to automate,

automate, automate

UNIT TESTING NOW

REQUIRED

• 80% required for

new code

CODE QUALITY

PRONOUNCEMENTS

• Show code quality

scores

PILOTING BDD

• Further strengthen

requirements and

shift-left principles

TRAINING

• Upskilling and

educating team

IMPROVED TOOLING

• Including migration

to Azure DevOps

STRONGER

PROCESSES

• Better integration E2E

software lifecycle

management into

process (e.g. UAT)

Agenda

Cautiously Driving


Stepping On The Gas

Cultural Journey


1

2

3

4

5

Doubling Down On Successes

MORE SECURITY

INTEGRATION

• Harden in the

Cloud, Static and

Dynamic Code

Scans

MORE AUTOMATION

• Bots, scripts, tests

run 24x7

• Reduces human

error, catches

bugs, faster

provisioning

MORE RIGOR ON

CODING & TESTING

• Initiate peer code

reviews, pairwise

testing, BDD

AND NUMEROUS

OTHERS THINGS...

• If not the trend

setter, you will be

catching up

whoever is…


13

Production

Defects Are

Reduced…

Releases

Are More

Frequent…

You Have Happy

Customers

If Trust Is Strong…

UAT Time Is

Reduced…

Agenda

Cautiously Driving


Stepping On The Gas

Cultural Journey


1

2

3

4

5

Associate Feedback

15

Positive

• Not properly aligned by

product

• Need more capacity from

product owner

• Funding model needs

refinement

• Happy with upskilling

• Teams gain back

weekends with reduced

deployment time

• Process is more effective

• Communication with staff

more often

• No defined career paths for

scrum masters

• Middle management does

not understand role in Agile

• Need more value stream

maps

Constructive

(Focused)

Constructive

(Maturity)


16

In 2018, Dropped The Ball On…

Business Buy In

Baselining Metrics

Value Stream Mapping

IT driven effort. Business is slowly coming around.

Needed to spend more time. Can be a full time job.

Difficult to communicate where the process

improvements have been.

Agenda

Cautiously Driving


Stepping On The Gas

Cultural Journey


1

2

3

4

5

Why is the PM Role Changing?

• Resource Coordination

• Dependencies, Risk/Issue

Management

• Risk and Issue Management

• Project Reporting

• Charter

CURRENT PM RESPONSIBILITIES FUTURE OWNERSHIP

NOT THE PROJECT MANAGER

• Product Owner

• Scrum Master

• Release Train Engineer (RTE)

• Team Members

• Defined Agile Teams with Committed

Resources

But Skill Set Is Still Very Much In Demand…

• Organization and Coordination

• Identification and Understanding of

Risks, Issues, Assumptions, and

Dependencies

• Financial Management and

Comprehension

• Effective Communication,

Dashboarding, and Reporting

• Leadership, Negotiation, and

Prioritization

CURRENT PM SKILL SET FUTURE OWNERSHIP

TRANSLATES TO BE

• Product Owner

• Scrum Master

• Release Train Engineer (RTE)

• Team Members

• Defined Agile Teams with Committed

Resources

• PMO Lead

• Risk Management Liaison

• Vendor Management, Procurement

Liaison (In Specific Cases)


What Can You Do About It?Possible solutions

• Understand

opportunities that

exist within firm

3 Recognize

Evolve

• If Scrum Master,

become best that

ever existed

• If Coach and/or

Facilitator, drive

firm transition into

Agile and DevOps

4 Develop & Drive

Evolve

• Hope you can

retire before role

irrelevancy

• Blame your

company when

your role is

eliminated

1 Hope & Blame

Do Nothing

• Find companies

where

bi-model IT

exists

• Wait to see if the

pendulum

swings back

2 Look & Wait

Do Nothing

• Focus on

Scaled Agile

Roles including

Release Train

5 Focus on Roles

Evolve

Let’s Discuss…

yet another agile and devops presentation

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