Date post: | 14-Jul-2015 |
Category: |
Technology |
Upload: | sanjeev-sharma |
View: | 370 times |
Download: | 3 times |
© 2015 IBM Corporation
Less Fat, More Value Lean delivery = DevOps success
Sanjeev Sharma Walker Royce
Effectiveness and Efficiency
Efficient Delivery
• Less waiting and bottlenecks • Less unproductive overhead • Less defects and rework
Effective Steering The image cannot be displayed. Your computer may not have enough memory to open the image, or the image may have been corrupted. Restart your computer, and then open the file again. If the red x still appears, you may have to delete the image and then insert it again.
• Stakeholders • Marketplace • Users
Continuous Feedback
Minimize Waste
The image cannot be displayed. Your computer may not have enough memory to open the image, or the image may have been corrupted. Restart your computer, and then open the file again. If the red x still appears, you may have to delete the image and then insert it again.
Feedback cycles Efficiency
How much time do your teams spend in non-value added work?
Overhead Productive
80%
20%
50%
50%
DevOps Transformation
Are we Lean?
Improve Efficiencies Through DevOps Adoption
Efficiency Productive : Waste
Inefficient Leaner Leaner and Smarter
Collaborative Silo-ed More Continuous
Process-based
Process-heavy Agile More Predictable
Manual Automated More Transparent
Optimizing Product-based …
…
…
…
Steer Plan, decide, specify,
architect, sense and respond
Develop/Test Design, code, build, release
internal, test and verify
Operate Monitor, tune and validate
Deploy Build, deliver external
and validate
4
The 3 Big Sources of Wasted Efforts
Non-Value-added waste Value-added production work
Type of Waste Status Quo Problems Transformation Needed
1. Unnecessary Overhead
Process-based measures Too much time in supporting artifacts
Product-based pipeline measures Lean efficiencies
2. Unnecessary & Late Re-work
Doing the easy things first to show early progress and over specifying
“Shift-left” steering: Tackle highest value and highest uncertainty things first
3. Building the Wrong Things
Late scope changes in usability Ineffective usability
Accelerated feedback cycles Continuous delivery of product increments
DevOps Transformation
5
Measure the Product, NOT the Process
Delivering software based features requires two types of artifacts: • Primary Artifacts: Product deliverables
– Design, Code, Test – Working on primary artifacts is predominantly VALUE-ADDED work
• Supporting Artifacts: Artifacts in support of the deliverables – Plans, specifications, models, documentation, training, test stubs/drivers, progress
reports, measurements, tradeoff studies, change requests, problem reports, compliance analyses, certifications.
– Working on supporting artifacts is predominantly OVERHEAD work
• Lean efficiencies stem from minimizing resource expended in
supporting artifacts and maximizing efforts devoted to the evolution of the value-added product.
Measure Product flow through the Supply Chain
What is Overhead?
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
Idea/Feature/Bug Fix/ Enhancement
Production
Development Build QA SIT UAT Prod
PPM
Requirements/ Analyst
Developer
Customers LOB
Build Engineer
QA Team Integration Tester User/Tester Operations
Deployment Engineer
Artifact Repository
Release Management
Code Repository
Deploy
Get Feedback
Infrastructure as Code/ Cloud Patterns
Feedback
Customer or Customer Surrogate
Reporting/Dashboarding
Tasks
Artifacts
Map your Delivery Pipeline
Map your Delivery Pipeline: Large Bank
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
Bottleneck: Rigid ‘One-size-fits-all’ Development process
Solution: Agile Transformation with ‘Risk-Value’ based Process Variants
Bottleneck: Ticket Based Environment Provisioning
Solution: Cloud Hosted Developer ‘Self-Service’
Bottleneck: Weekend long Deployments that often fail
Solution: Frequent Deployment of Small Batches of Change Bottleneck: Late Discovery of
Architectural Fragility
Solution: Agile ‘Shift Left’ Integration Testing to early in LifeCycle
• Challenge: • Developers were creating daily
builds • QA team had a 3 – 5 day cycle
time • Bottlenecks Identified:
• Lack of Deployment Automation • Ticket based manual
environment provisioning • Lack of reliable source of Test
Data
Delivery Pipeline Optimization: Large Bank
§ Three Step Solution: 1. Deployment Automation with IBM UrbanCode Deploy
2. Cloud hosted ‘on-demand’ environments with IBM UrbanCode Deploy with Patterns
3. Test Data Management with IBM Optim Test Data Management
Shift Left Steering for Improved Effectiveness
Priorities of 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
12
The 3 Big Sources of Wasted Efforts
Non-Value-added waste Value-added production work
Type of Waste Status Quo Problems Transformation Needed
1. Unnecessary Overhead
Process-based measures Too much time in supporting artifacts
Product-based pipeline measures Lean efficiencies
2. Unnecessary & Late Re-work
Doing the easy things first to show early progress and over specifying
“Shift-left” steering: Tackle highest value and highest uncertainty things first
3. Building the Wrong Things
Late scope changes in usability Ineffective usability
Accelerated feedback cycles Continuous delivery of product increments
DevOps Transformation
Why is there so much late rework?
1. Design verification done after coding and unit test § Is the architecture change resilient? § Will the system elements work together? § Will the system behaviors perform under peak loads? è These are the issues that make or break success
2. Overly precise requirements, designs, code early in the life cycle
Requirements 1.1.2.1.1 1.1.3.1.2 1.1.3.2.1 2.1.2.1.3
5 digits of (false) Precision in artifacts
+
?
1 digit of precision understanding of
user need
= Excessive Downstream
Scrap And
Rework
Unleashing the Power of Shift Left Testing
What shifts left? Design verification è Integration Testing
• Why?
Integration Test priorities
Unit Test Completion/coverage
Shift Left Shift Right
Unit tests uncover code defects that cause
benign breakage in a single unit
Integration testing uncovers design and architectural defects that cause
malignant breakage across multiple units
Integration Testing Precedes Unit Testing
Project Steering. • Prioritize integration tests as the primary steering mechanisms • Elaborate usage scenarios for 1) highest value and 2) the most uncertainty. • Earlier feedback on: performance, integrity, security, usability, and reliability.
Agile Design/development. • Develop units, services, and components that are always executable and testable • Initial versions permit execution sufficient to satisfy their system interfaces • Unit completeness evolves through continuous test releases.
Testing. • Early testing infrastructure, data sets, sequences, harnesses, drivers, and test cases
that evolve automated regression testing • Define system behavioral tests, usage tests and performance tests first. • Then build system coverage tests.
Notices and Disclaimers Copyright © 2015 by International Business Machines Corporation (IBM). No part of this document may be reproduced or transmitted in any form without written permission from IBM.
U.S. Government Users Restricted Rights - Use, duplication or disclosure restricted by GSA ADP Schedule Contract with IBM.
Information in these presentations (including information relating to products that have not yet been announced by IBM) has been reviewed for accuracy as of the date of initial publication and could include unintentional technical or typographical errors. IBM shall have no responsibility to update this information. THIS DOCUMENT IS DISTRIBUTED "AS IS" WITHOUT ANY WARRANTY, EITHER EXPRESS OR IMPLIED. IN NO EVENT SHALL IBM BE LIABLE FOR ANY DAMAGE ARISING FROM THE USE OF THIS INFORMATION, INCLUDING BUT NOT LIMITED TO, LOSS OF DATA, BUSINESS INTERRUPTION, LOSS OF PROFIT OR LOSS OF OPPORTUNITY. IBM products and services are warranted according to the terms and conditions of the agreements under which they are provided.
Any statements regarding IBM's future direction, intent or product plans are subject to change or withdrawal without notice.
Performance data contained herein was generally obtained in a controlled, isolated environments. Customer examples are presented as illustrations of how those customers have used IBM products and the results they may have achieved. Actual performance, cost, savings or other results in other operating environments may vary.
References in this document to IBM products, programs, or services does not imply that IBM intends to make such products, programs or services available in all countries in which IBM operates or does business.
Workshops, sessions and associated materials may have been prepared by independent session speakers, and do not necessarily reflect the views of IBM. All materials and discussions are provided for informational purposes only, and are neither intended to, nor shall constitute legal or other guidance or advice to any individual participant or their specific situation.
It is the customer’s responsibility to insure its own compliance with legal requirements and to obtain advice of competent legal counsel as to the identification and interpretation of any relevant laws and regulatory requirements that may affect the customer’s business and any actions the customer may need to take to comply with such laws. IBM does not provide legal advice or represent or warrant that its services or products will ensure that the customer is in compliance with any law.
Notices and Disclaimers (con’t)
Information concerning non-IBM products was obtained from the suppliers of those products, their published announcements or other publicly available sources. IBM has not tested those products in connection with this publication and cannot confirm the accuracy of performance, compatibility or any other claims related to non-IBM products. Questions on the capabilities of non-IBM products should be addressed to the suppliers of those products. IBM does not warrant the quality of any third-party products, or the ability of any such third-party products to interoperate with IBM’s products. IBM EXPRESSLY DISCLAIMS ALL WARRANTIES, EXPRESSED OR IMPLIED, INCLUDING BUT NOT LIMITED TO, THE IMPLIED WARRANTIES OF MERCHANTABILITY AND FITNESS FOR A PARTICULAR PURPOSE.
The provision of the information contained herein is not intended to, and does not, grant any right or license under any IBM patents, copyrights, trademarks or other intellectual property right.
• IBM, the IBM logo, ibm.com, Bluemix, Blueworks Live, CICS, Clearcase, DOORS®, Enterprise Document Management System™, Global Business Services ®, Global Technology Services ®, Information on Demand, ILOG, Maximo®, MQIntegrator®, MQSeries®, Netcool®, OMEGAMON, OpenPower, PureAnalytics™, PureApplication®, pureCluster™, PureCoverage®, PureData®, PureExperience®, PureFlex®, pureQuery®, pureScale®, PureSystems®, QRadar®, Rational®, Rhapsody®, SoDA, SPSS, StoredIQ, Tivoli®, Trusteer®, urban{code}®, Watson, WebSphere®, Worklight®, X-Force® and System z® Z/OS, are trademarks of International Business Machines Corporation, registered in many jurisdictions worldwide. Other product and service names might be trademarks of IBM or other companies. A current list of IBM trademarks is available on the Web at "Copyright and trademark information" at: www.ibm.com/legal/copytrade.shtml.
Thank You Your Feedback is
Important!
Access the InterConnect 2015 Conference CONNECT Attendee Portal to complete your session surveys from your smartphone,
laptop or conference kiosk.