Adopting DevOps Concepts For Distributed Enterprise Solutions DevOps... · Source: Enterprise...
Transcript of Adopting DevOps Concepts For Distributed Enterprise Solutions DevOps... · Source: Enterprise...
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Adopting DevOps Concepts For
Distributed Enterprise Solutions
JP Morgenthal, Director, Cloud Computing & DevOps PracticesE: jp.Morgenthal [at] perficient.comT: @jpmorgenthal
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Key IT Drivers for 2015
• Creative exploitation of data
• Getting closer to customer /
customer experience
• Reduce dependence on insular
compute infrastructure
`
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“For everyone who has ever
worked with Puppet Labs, pretty
much the only reason why they’re
working with us is they’re trying to
find a way to move faster.” ~ Luke
Kanies, Puppet Labs
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Managing Work Flow
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W. I. P.
Optimize the work-in-progress
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Decisions
• Continuous Integration– What platform are we unit testing for?
– Do the current tools support the level of automation desired?
– Are we satisfied with the application development methodology in use?
– Can we quickly reprioritize delivery objectives
– Does our development environment take into consideration production limitations?
• Continuous Test– Does our test platform properly represent production expectations?
– Can we test impact to both infrastructure and applications?
– Can we sufficiently test load in our test environment?
• Continuous Deploy– Does operations require a period of burn-in before production release?
– What is the protocol for replacing a current burn-in with a more current release?
– How do we limit the need for manual intervention in deploying production release?
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Managing Work Flow
W. I. P.
Optimize how work enters and exits the pipeline
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Decisions
• For any given change can we map the associated business processes that may be affected?
• What is the required lead time from the business to enact a reprioritization of development objectives?
• What level of overlap is there for a given dev or ops resource with regard to a given set of tasks?
• What is the mean-time-to-repair for each of the systems in production?
• What is the migration strategy for the current application portfolio?
• Do we have the appropriate levels of communication and cooperation between IT departments to meet required service levels to the business?
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Managing Work Flow
W. I. P.
W. I. P.
W. I. P.
Development
Operations
Lean IT
Security
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Common Approach To Enterprise Application Architecture
Area of Responsibility
Middleware Database eCommerceOrder
Management Supply Chain
WCSIIB
DB2
OMS
SAP
Has Dependency On
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Common Approach To Enterprise Application Architecture
Area of Responsibility
Middleware Database eCommerceOrder
Management Supply Chain
WCSIIB
DB2
OMS
SAP
Has Dependency On
Release X.0
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Deliver software-driven
innovation, faster
What is “DevOps”
• DevOps is a problem domain
that encompasses the
bottlenecks and constraints
related to application delivery.
• DevOps-related issues are
resolved through the adoption
of continuous delivery.
• Businesses achieve
continuous delivery through
application of lean IT
Steer
Deploy
OperateDevelop and test
DevOpscontinuous feedback
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12Source: Enterprise DevOps: Making IT
Work for Business, Morgenthal/Kavis
Enterprise DevOps Maturity Model
Maturity
Level
Level 1
Ad-Hoc
• Silo based
• Blame, finger pointing
• Lack of accountability
• Resource overloading
• Information withheld
vs shared
• Manual processes
• Tribal knowledge is the norm
• Unpredictable, reactive
• Lack of defined or immature
SDLC
• Excessive unplanned work
• Manual build &
deployments
• Manual testing
• Environment
inconsistencies
• Long lead times for dev/test
Level 2
Repeatable
• Managed
communications
• Limited knowledge
sharing
• Gated & documented
handoffs
• Processes established w/in
silos
• No standards
• Can repeat what is known
but can react to unknown
• Bastardized methodology
implementations
• Automated builds
• Automated tests written as
part of story development
• Painful but repeatable
releases
Level 3
Continuous
• Collaboration exists
• Shared decision
making
• Shared accountability
• Process are automated
across SDLC
• Standards across
organization
• Executed on a continual
basis & event driven
• Automated build & test
cycle for every commit
• Push button deployments
• Automated user &
acceptance testing
People Process Technology
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Source: Enterprise DevOps: Making IT Work for Business, Morgenthal/Kavis
Enterprise DevOps Maturity Model
Maturity
Level
Level 4
Improved
• Shared metrics w/ a
focus on removing
bottlenecks & constraints
• Focus on cross-
functional continuous
execution
• Focus on MTTR over
failure avoidance
• Proactive monitoring
• Metrics collected &
analyzed against
business goals
• Visibility &
predictability
• Transparent to the
business
• Build metrics visible
and acted on
• Orchestrated
deployments with
auto rollbacks
• Non functional
requirements defined
& measured
Level 5
Optimized
• A culture of continuous
improvement permeates
through the organization
• Self service
automation
• Risk & cost
optimization
• High degree of
experimentation
• Zero downtime
deployments
• Immutable
infrastructure
• Actively enforce
resiliency by forcing
failures
PeopleProcess
Technology
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Hurdles to Removing Organizational Debt
Politics
Lack of business alignment
• Transparency and visibility into the process
Existing policies and controls
Lack of understanding of impact
• Visualization of wait states with real impactful metrics
Reliance on too much specialization
• Visualization of resource contention and wait states due to need for specialists
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Hurdles to Removing Technical Debt
No slack time
• Increase automation and reduction of time spent handling failures increases slack time in the schedule
Lack of budget
• Better resource utilization means more can now get done with same resources
Lack of skilled resources
• Increased slack affords time for re- and cross-training
Lack of incentive
• Metrics that are meaningful to management to gain support of continued support
System fragility / risk of change
• Ability to deliver smaller releases faster reduces risk of change
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Common Issues Adopting Continuous Delivery For Enterprise Solutions
Insufficient number of environments to drive parallel development efforts
• Too many low-value policies
• To much middle management attempting to hold onto their area of control
• Misaligned governance
Organizational debt
• Ratio of defects per function point is too high
• Bad architecture
• Failure to adopt newer versions of software
Technical debt
Low levels of testing automation
Resource contention
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Limit Work-in-Progress (WIP)
Develop Testing Center of Excellence
Don’t Automate Waste
QA is Validation, Not Defect Identification
Obtain Executive Level Sponsorship
Model QA & User Acceptance Test Environment to Perfectly Mimic Production
Leverage A Common Repository For All Release Artifacts
Removing Bottlenecks & Constraints
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Award-Winning Trusted IBM Consulting & Solutions Firm
Founded in 1997
Public, NASDAQ: PRFT
2014 projected revenue ~$454 million
Global delivery centers in China and India
>2,600 colleagues | Dedicated solution practices
~90% repeat business rate
• Local Business Units in over 20
major US Cities
• 30+ IBM Awards:
• 2015 Beacon Award Winner – Analytics
• 2014 IBM Innovation, Pure & Simple
Outstanding Collaboration Award
• 2014 IBM Collaboration Solutions Best Digital
Experience Award
• Solution Integration Award 2012
• 3x Lotus Distinguished Partner
• Best Portal Solution Award 2010
• Industry Focused & Authorized:
• Healthcare, Retail & Financial Services
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Thank you!