CARMEN DEARDO DEVOPS TECHNOLOGY LEADER,NATIONWIDE INSURANCE
©2015. Nationwide Mutual Insurance Company and Affiliated Companies
THRIVING IN A DYNAMIC, HIGHLY-REGULATED WORLD
16+MILLIONPOLICIES $345
MILLIONCONTRIBUTEDTO NONPROFITS AND COMMUNITIES
SINCE 2000
1#WRITER OF
FARMOWNERS
7LARGESTHOME INSURER
th
$195.2 BILLIONIN ASSETS
8 th
LARGESTCOMMERCIALINSURER
$25.3 BILLION IN REVENUE FOR 2014
33,000 Nationwide associates serve customers in every state
1#CORPORATE LIFE
WRITER
FOUNDED IN 1926BY MEMBERS OF
THE OHIO FARM BUREAU
8LARGESTAUTO INSURER
th
IN THE U.S.
#1PET & SMALL BUSINESSINSURER
#91ON THEFORTUNE500 LIST
3
©2015. Nationwide Mutual Insurance Company and Affiliated Companies
INFORMATION TECHNOLOGY AT NATIONWIDE
8000+ IT PROFESSIONALS
20INDIVIDUALIT UNITS
4
200+ AGILE / LEAN STANDING TEAMS
800+ BUILD PROJECTSEXECUTED ANNUALLY
35%ANNUAL INCREASE IN NUMBER OF AGILE TEAMS
65%OF ALL PROJECT WORK DONE BY AGILE TEAMS
CI CT CDESTABLISHED
PRACTICES
NEXT PHASE: APPLICATION OF LEAN ACROSS THE DELIVERY LIFE CYCLE
OF
AND
BALANCEINNOVATION
DISCIPLINE
FIRST PHASE: AGILE DEVELOPMENT
©2015. Nationwide Mutual Insurance Company and Affiliated Companies
RESULTS / IMPACTS: SO FAR, SO GOOD
80%86% REDUCTION IN
HIGH DEFECTS
REDUCTION IN CRITICAL DEFECTS
OF AGILE TEAMS MOVED INTO TOP TWO INDUSTRY QUARTILES (QSM)
82%
INCREASE IN USER’S OVERALL
SYSTEM AVAILABILITY
70%PREVIOUSLY60%VS
90% ON TIMEDELIVERY
DELIVERY
PRODUCTIVITY
SYSTEM AVAILABILITY
QUALITY
©2015. Nationwide Mutual Insurance Company and Affiliated Companies
AGILE OPTIMIZES THE MIDDLE OF THE DELIVERY VALUE STREAM
6
Wait states due to starvation of prioritized work flow into backlogs
Wait states due to contention for downstream environments and
manual processes
Agile DDT
Deploy & Operate Steer Develop & Test
Water-SCRUM-Fall
SPEED
TIME
Teams waiting for workdue to “discrete” planning processes
Delivery slowed downby manual and high ceremony processes
High Accelerationduring Design, Develop and
Acceptance Testing
0
©2015. Nationwide Mutual Insurance Company and Affiliated Companies
INHIBITORS TO LEAN DELIVERY
7
Wait states due to starvation of prioritized work flow into backlogs
Wait states due to contention for downstream environments and
manual processes
Agile DDT
Deploy & Operate Steer Develop & Test
Water-SCRUM-Fall
SPEED
TIME
Teams waiting for workdue to “discrete” planning processes
Delivery slowed downby manual and high ceremony processes
High Accelerationduring Design, Develop and
Acceptance Testing
0
WORK VARIANCE
ANNUAL PLANNING
REDUNDANT SOURCES AND SYSTEMS
DEPENDENCIES WAIT STATES
LACK OF INTEGRATION
MANUAL ACTIVITIES
LACK OF VISIBILITY
60% COST / TIME BEFORE BACKLOG
©2015. Nationwide Mutual Insurance Company and Affiliated Companies
CD SOLUTION: CONTINUOUS DELIVERY PIPELINE
Standardize “Work” input (e.g. Business Value, Defects, Operations)
Provide impact analysis, Dashboard views and multi-application continuous delivery
Provide direct, automated control & traceability over deployment activity.
RTC(Rational Team
Concert)
UCR(UrbanCodeRelease)
UCD(UrbanCodeDeploy)
Release Dashboard
Release Scheduling Deploy
8
©2015. Nationwide Mutual Insurance Company and Affiliated Companies
CD GOAL: EMPOWER THE BUSINESS
9
AUTOMATE
Replace time-consuming manual processes based on out-of-date information with automated deployment policies that use real-time information synched from systems of record.
©2015. Nationwide Mutual Insurance Company and Affiliated Companies
CD GOAL: EMPOWER THE BUSINESS
10
VISUALIZE
The combination of dashboard and dials gives the business the visibility and control to drive at a much faster pace than is currently possible.
©2015. Nationwide Mutual Insurance Company and Affiliated Companies
CD GOAL: EMPOWER THE BUSINESS
11
TRUST
Increase trust in development outcomes which historically has been an impediment to speed.
©2015. Nationwide Mutual Insurance Company and Affiliated Companies
CD GOAL: EMPOWER THE BUSINESS
12
EMPOWER
Provide Business Areas the ability to deliver as fast as they need (and are able) based on their own determination of cost, risk, and value.
©2015. Nationwide Mutual Insurance Company and Affiliated Companies
CD GOAL: EMPOWER THE BUSINESS
13
EMPOWER
Provide Business Areas the ability to deliver as fast as they need (and are able) based on their own determination of cost, risk, and value.
©2015. Nationwide Mutual Insurance Company and Affiliated Companies
UrbanCode Integration
Tasktop UrbanCode Plug-in
VISIBILITY VIA REAL TIME INFORMATION
14
Schedulefor Release
Monitor Release Gate Environments
Orchestrate Deployment
Automate Deployment
PRODUCT MANAGER
Work Request
QA
Tasktop
✔
DELIVERY OPPORTUNITIES
ENTERPRISE AND SYSTEM VIEWS
DEPENDENCIES AND IMPACTS
QUALITY, SECURITY & TEST STATUS
AUTOMATION
DEPLOYMENT STATUS
MORE AUTOMATION LESS VARIANCE
RTC UCR UCD
©2015. Nationwide Mutual Insurance Company and Affiliated Companies
FOUNDATIONAL MODEL
15
DEVOPSBusiness Enabling Responsiveness
Reduced Lead Time for Changes
Monitor Everything
Continuous Delivery
Automated Infrastructure
Continuous Integration
Automated Testing
Version Control Everything
PRACTICES
High Trust
Innovative
Performance Oriented
Empowered Associates
Reduce Variation
High Cooperation
CULTUREContinuous Flow & Visibility
Lean & Agile Principles Product Centric
System Flow Amplify Feedback Loops Continuous Experimentation
©2015. Nationwide Mutual Insurance Company and Affiliated Companies
16
DEVELOP A DEVOPS ROADMAP
MAP TO DELIVERY VALUE STREAM
PRIORITIZE
LOOK FOR INTEGRATION OPPORTUNITIES
HOLISTIC FUNDING
EXPERIMENT
EMPOWERMENT
X
“YOU HAVE TO THINK HORIZONTALLY.”
“LOCAL OPTIMIZATION IS THE ENEMY OFLEAN DELIVERY.”
“AUTOMATIONREQUIRES PATTERNS, PATTERNS REQUIRES ELIMINATING VARIANCE.”
“HARD TO MANAGE WHAT YOU CAN'T SEE…OR MEASURE.”
“TECHNOLOGY IS THE FUN PART, CULTURE
IS THE CHALLENGE.”
©2015. Nationwide Mutual Insurance Company and Affiliated Companies
HERE’S WHAT I’M LOOKING FOR HELP WITH…
23
• Investing in the IT Delivery Value Stream Enterprise Architecture in terms of ownership, resources and priorities
• More effectively managing DevOps Associated WIP to avoid local optimizations
• Infusing a self-service culture for providing Infrastructure related services
• Creating an agile business planning culture which ensures continuous funding and flow of work
• Support of resources who are driving “disruptive CI activities”