2013 IBM Corporation 2 Technology is what drives businesses
today External Forces that will Impact the Organization Source: IBM
Institute for Business Value, The Global CEO Study 2012. Question:
What are the most important external forces that will impact your
organization over the next 3 to 5 years? 71% 20042006200820102012
Technology factors People skills Market factors Macro-economic
factors Regulatory concerns Globalization
Slide 3
2013 IBM Corporation 3 New technology trends open up new
opportunities and drive need for agility Mobile Cloud Intelligent/
Connected Systems Social Big Data Instrumented Products Technology
Trends Drive the need for agility
Slide 4
2013 IBM Corporation 4 Businesses are rapidly innovating with
Systems of Interaction Continuous client experience Partner value
chain Cloud-based Services Systems of EngagementSystems of Record
CRMHR DBERP Systems of Interaction Leverage cloud to enable
flexibility and offer new services Integrate, evolve and maintain
stability of services and comply with regulations Rapidly deliver
differentiating applications and services to grow revenues, market
share and obtain new customers Provide differentiating client
experience to meet the needs of empowered users Leverage a software
supply chain to lower cost and accelerate services Internet of
Things Deliver software based innovation to enable smarter
infrastructure and millions of devices
Slide 5
2013 IBM Corporation 5 Systems of Interaction requires a
completely different delivery model Capabilities and User
Experience PreviousEmerging Primary Workload Types Systems of
Record (Transactional) Systems of Interaction (Systems of
Engagement integrating with Systems of Record, leveraging Big Data,
Analytics, Mobile/Social Channels) Time to
ValuePlannedOpportunistic Delivery ModelPlannedIncremental
Development and Operations Team Sizes 100s and Costly10s with
built-in DevOps automation Release FrequencyMonths to Years Hours
to Days, based on business opportunity Integration
FrequencyWeeksContinuous Service SourcingDevelop Consume and
assemble (Public and Private) Operational ModelSystems Management
Built into application, recovery-oriented computing, continuous
availability Infrastructure DeploymentDaysMinutes
Slide 6
2013 IBM Corporation 6 Software delivery is critical to success
86 % of companies believe software delivery is important or
critical 25 % leverage software delivery effectively today But only
Source: The Software Edge: How effective software development
drives competitive advantage, IBM Institute of Business Value,
March 2013 69 % outperform those who dont of those who leverage
software delivery today
Slide 7
2013 IBM Corporation 7 And a lack of continuous delivery
impacts the entire business Costly, error prone manual processes
and efforts to deliver software across an enterprise CHALLENGES
Upgrade risk due to managing multiple application configurations
and versions across servers Slow deployment to development and test
environments leave teams waiting and unproductive CHALLENGES
Operations/ Production Development/ Test Customers Business Owners
Software glitch costs trading firm Knight Capital $440 million in
45 minutes A bad software upgrade at RBS Bank left millions unable
to access money for four days New Zealands biggest phone company,
Telecom paid out $2.7 million to some 47,000 customers who were
overcharged after a software glitch
Slide 8
2013 IBM Corporation 8 Patterns of challenges Differences in
dev and ops environments cause failures Greater demand for faster
and more frequent releases Manual (tribal) processes for release
lack repeatability/speed Lack of feedback and quality metric leads
to missed service level targets Daily Build Release Who did this
last time? Dave Daves not here man Dev Prod
Slide 9
2013 IBM Corporation 9 Cultural challenges between Dev and Ops
Developer Operator Why does it take so long to get a test
environment? I like using new open source libraries. Ive checked in
my code now it just needs to be deployed (easy). Application
deployment failed again because of new libraries. Our processes
ensure environment stability. Development is always making bad
operational decisions.
Slide 10
2013 IBM Corporation 10 How to fix these problems? Origin of
DevOps Track and Plan everything Version everything Automate
everything Test everything Audit and Monitor everything Dashboard
everything Application Artifacts Application Code Application Code
Instrumentation and Configuration Runtime Environment Definition
Runtime Environment Definition Dev Test Ops Version Automate Test
Track and Plan Audit and Monitor Dashboard Develop and test against
production-like environments Iterative and frequent deployments
using repeatable and reliable processes Continuously monitor and
validate operational quality characteristics
Slide 11
2013 IBM Corporation 11 Accelerate software delivery - By
enabling collaboration across software supply chain Balance speed,
cost, quality & risk- By eliminating waste & automating
manual processes Improve client experience - By speeding the
customer feedback loop Angela Business User Dave Business Developer
/ Data Analyst Jane Domain Specialized Developer, Tester Bob
Backend Service Developer Fred Platform Operations Andrew
Infrastructure Operations Enterprise capability for continuous
software delivery that enables clients to seize market
opportunities and reduce time to customer feedback Monitor /
Optimize Develop / Test Release / Deploy Plan / Measure DevOps
Continuous Innovation, Feedback and Improvements Rick PMO/Manager
IBMs Point of View on DevOps
Slide 12
2013 IBM Corporation 12 Continuous Integration Continuous
Business Planning Continuous Testing Collaborative Development
Continuous Deployment Continuous Release Release
Slide 13
2013 IBM Corporation 13 Lean-thinking offers a good set of
guiding principles to improve software delivery Eliminate any
activity that is not necessary for learning what customers want.
Eliminate wait times and delays caused by manual processes and
reliance on tribal knowledge. Enable knowledge workers, business
analysts, developers, testers, and other domain experts to focus on
creative activities Line-of- business Customer 1 2 3 1.Speeding
continuous innovation of ideas by enabling collaborative
development and testing across the value chain 2.Providing a
feedback loop for continuous learning from customers by monitoring
and optimizing the software driven innovation 3.Enabling continuous
delivery of these innovations by automating software delivery
processes and eliminating waste while still helping to meet
regulatory concerns
Slide 14
2013 IBM Corporation 14 Agile development only addresses part
of the challenge Agile Dev Agile builds are piling up Functional
Testing Acceptance Testing Production Operations Setup (weeks)
Install Test and Ops teams are unable to keep up with increased
pace of delivery from agile development teams the bottleneck
appears to have shifted to Ops
Slide 15
2013 IBM Corporation 15 Develop and Test Collaborative
Development Link Systems of Record to Systems of Engagement Bridge
Mainframe and Mobile Skills Continuous Delivery Open Lifecycle and
Service Management Integration Platform 15 IBM Rational solution
for Collaborative Lifecycle Management IBM Rational Lifecycle
Integration Adapters - CA Clarity and direct Rational Requirements
Composer to HPQC synchronizer IBM Rational Developer Family
including Worklight Studio IBM Enterprise COBOL for z/OS
Slide 16
2013 IBM Corporation 16 SOA / REST Third-party Services
Mainframe Applications Databases Mobile Application Server
Mainframe Test Environment Multiplatform Application Testing
Develop and Test Continuous Testing Multichannel, multi-tiered test
execution Virtualized services remove test bottlenecks
Comprehensive test automation solution 16 IBM Rational Test
Workbench IBM Rational Test Virtualization Server IBM Rational
Performance Test Server IBM Rational Quality Manager IBM Rational
Development and Test Environment for System z
Slide 17
2013 IBM Corporation 17 Release and Deploy Continuous
Deployment and Release IBM SmartCloud Orchestrator 17 UrbanCode
uDeploy and uRelease IBM SmartCloud Orchestrator
Slide 18
2013 IBM Corporation 18 DevOps takes an end to end approach to
software delivery. Develop / Test Release / Deploy Plan / Measure
Monitor / Optimize Continuous Delivery of Software-driven
innovation with a feedback loop Business Owner Service
Developer/Tester Service Operations Target Customer Goal: Get ideas
into market/production fast, get people to use it, respond to
feedback Idea Market DevOps DevOps breaks down silos and enables
collaboration Continuous Deployment Cont. Business Planning
Continuous Integration Agile DevelopmentContinuous Monitoring
Continuous Testing Previous efforts/practices (e.g. Agile)
addressed only a subset of the value chain
Slide 19
2013 IBM Corporation 19 IBM DevOps Solution 19 Line of Business
Rational Team Concert SmartCloud Application Performance Management
Rational Focal Point Rational Requirements Composer SmartCloud
Orchestrator IBM Pure Application System IBM UrbanCode Deploy IBM
UrbanCode Release Rational Quality Manager Rational Test Workbench
Rational Test Virtualization Server Rational Development and Test
Environment for System z InforSphere Optim Test Data Mgmt Jenkins
IBMs DevOps solution is built on an open standards based platform
and a set of services which enable clients to leverage open source
and third party tools Rational Build Forge Rational Asset
Manager
Slide 20
2013 IBM Corporation 20 Line of Business SmartCloud
Orchestrator IBM Pure Application System Openstack Jenkins Rational
Build Forge uBuild DevOps Tool Chain Plan and Measure Develop and
Test Release and Deploy Monitor and Optimize Rational Focal Point
Rational Requirements Composer Rational Team ConcertRational
Quality Manager Rational Test Workbench Rational Test
Virtualization Server SmartCloud Control Desk SmartCloud
Application Performance Management
Slide 21
2013 IBM Corporation 21 Line of Business SmartCloud
Orchestrator IBM Pure Application System Openstack Jenkins Rational
Build Forge uBuild DevOps Tool Chain Plan and Measure Develop and
Test Release and Deploy Monitor and Optimize Rational Focal Point
Rational Requirements Composer Rational Team ConcertRational
Quality Manager Rational Test Workbench Rational Test
Virtualization Server SmartCloud Control Desk SmartCloud
Application Performance Management
Slide 22
2013 IBM Corporation 22 DevOps is about People, Process and
Technology Management Accountability Integration Culture
Collaboration Communication Automation Integration Visibility
Operational Models, Assets, Data and Stores Development Models,
Assets, Data and Stores Dev Tools Ops Tools Process People
Technology
Slide 23
2013 IBM Corporation 23 Key DevOps Adoption Paths and Products
Deployment Provisioning Release / Deploy Develop / Test Monitor /
Optimize Monitoring Customer Feedback Code Test Portfolio
Management Requirements Plan / Measure Change & Configuration
Management Dashboards/ Analytics Business Owner Platform Operations
Service Developer Release Management Target Customer Jazz, OSLC and
Open Standards Platform Plan and Measure: Rational FocalPoint
Rational Requirements Composer IBM Digital Analytics Develop and
Test: Rational BuildForge Rational Team Concert Rational Quality
Manager Rational Test Workbench Rational Test Virtualization
InfoSphere Optim AppScan Source Code Security Release and Deploy:
IBM UrbanCode Deploy IBM UrbanCode Release SmartCloud Orchestrator
Monitor and Optimize: SmartCloud Application Performance Management
IBM TeaLeaf
Slide 24
2013 IBM Corporation 24 Client Advocacy Offerings Training and
Education Primary Offerings: 1.DevOps Assessment Consulting focused
on assessing clients current state and providing IBM/non-IBM
roadmap to adopt DevOps Approach in their delivery 2.DevOps
Implementation Services focused on specialized support for
implementing DevOps functions and tools Secondary Offerings to
support existing engagements: Infrastructure Specialists : DevOps
(Shared Services) focused on point-in- time help for individual
DevOps functions DevOps Overview
Slide 25
2013 IBM Corporation 25 DevOps services offerings 1.Assess
Assessment and Planning (2 3 weeks*) Understand your strategy,
goals and constraints and provide recommendations Understand
business drivers, current integration cap abilities and pain
points. Identify and prioritize candidate project 2 Implementatio n
& Services Installation & Quick win Pilot Prepare your core
team Define your usage mode l Implement a set of capabilities by
taking a projec t team through the full solution life cycle Execute
the enterprise deployment plan to implem ent the solution across
the organization. Typical activities include creating centers of
excell ence, project mentoring, and train-the- trainer workshop
Support Services Execute and optimize the DevOps blueprint
implementation with technical services
Slide 26
2013 IBM Corporation 26 DevOps assessment and planning services
offering 1.Assess Intended Audience: Key leadership from practice
areas and stakeholder organizations Key pilot team stakeholders
Value Proposition Confirm and analyse business plans for software
delivery initiatives Benchmark your software capability improvement
plans and targets with industry n orms Quantify your as-is
performance and set to-be targets with incremental milestones of
improvement Activities Planning Workshop DevOps Assessment Workshop
Collaborative discussion on current status, future goals and
adoption requirements Deliverables Capability Improvement
Recommendations DevOps architecture Adoption Roadmap Resources
Typically 2 IBM Consultants Timelines : 2 to 3 weeks *
Slide 27
2013 IBM Corporation 27 DevOps Implementation services offering
2. Implement -ation & Services Intended Audience: Development
organization and CIO Value Proposition : Scope out the right amount
of change and initiate pil ot projects with high impact Quantify
pilot project expectations, timeframes and uncertainties Ensure
that pilot project is a catalyst for long term measured
improvements Activities Mentor your core adoption team for new
processes, methods and tools Define Usage Model, Configure
Solution, Migrate your existing data Pilot your DevOps solution
with your core team Measure outcomes and adjust solution to
optimize value Customized adoption planning services supporting
implementation of t ransformational, enterprise solution
Organization change leadership, mentoring, asset development and
lear ning continuum
Slide 28
2013 IBM Corporation 28 Release and deploy automation deliver
measurable results International Investment Firm Driving Down Costs
Release process required considerable effort and delayed by
manually-introduced errors Solution: Automated release process
Results: Cost avoidance of over $2.3M/year, reduced release time
from 2-3 days to 1-2 hours and virtually eliminated test team
down-time Higher Education Speeding Time-to-Market Agile
development teams constrained by slow deployment to dev. and test
environments Solution: Accelerate deployment by enabling
development teams to self deploy with automation Results:
Deployments cut from hours to minutes and a greater number of
servers with fewer resources SaaS Software Provider Reducing Risk
Difficulty managing multiple customer configurations and versions
of software deployed across servers Solution: Automate managing
configuration and version deployment Results: Execute customer
specific releases, reduced deployment outages by over 90% Online
Retailer Speeding Time-to-Market Significant delays getting
application changes to production Solution: Scaled up continuous
deployment Results: Deployment time reduced by over 95% with easy
scale and deploying to over 250 servers within 2 months of
implementation
Slide 29
2013 IBM Corporation 29 Copyright IBM Corporation 2013. All
rights reserved. The information contained in these materials is
provided for informational purposes only, and is provided AS IS
without warranty of any kind, express or implied. IBM shall not be
responsible for any damages arising out of the use of, or otherwise
related to, these materials. Nothing contained in these materials
is intended to, nor shall have the effect of, creating any
warranties or representations from IBM or its suppliers or
licensors, or altering the terms and conditions of the applicable
license agreement governing the use of IBM software. References in
these materials to IBM products, programs, or services do not imply
that they will be available in all countries in which IBM operates.
Product release dates and/or capabilities referenced in these
materials may change at any time at IBMs sole discretion based on
market opportunities or other factors, and are not intended to be a
commitment to future product or feature availability in any way.
IBM, the IBM logo, Rational, the Rational logo, Telelogic, the
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of the International Business Machines Corporation, in the United
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