DevOps/Continuous Delivery Tooling: Launchpad for the Digital Business

IT & DATA MANAGEMENT RESEARCH,

INDUSTRY ANALYSIS & CONSULTING

DevOps/Continuous Delivery

Tooling: Launchpad for the

Digital Enterprise

Julie Craig

Research Director, Application Management

Enterprise Management Associates, Inc.


INDUSTRY ANALYSIS & CONSULTING© 2017 Enterprise Management Associates, Inc.

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Today’s Speaker

3 © 2017 Enterprise Management Associates, Inc.

Julie Craig

Research Director, EMA

Julie has over 20 years of experience in software

engineering, IT infrastructure engineering, and

enterprise management. At EMA, Julie’s focus areas

include DevOps, application performance and

availability management, Application Discovery and

Dependency Mapping, software development, and

software as a service.



Logistics for Today’s Webinar


An archived version of the event recording

will be available at

www.enterprisemanagement.com

• Log questions in the chat panel located on

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• Questions will be addressed during the

Q&A session of the event

QUESTIONS

EVENT RECORDING

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Research Sponsors




DevOps/Continuous Delivery

Tooling: Launchpad for the

Digital Enterprise

Julie Craig

Research Director, Application Management

Enterprise Management Associates, Inc.



Intro

• Intro

• Demographics

• Digital Business, 2017

• Technology Landscapes and Continuous Delivery

• Cross Domain and DevOps

• Automation and Tooling for the Digital Business

• Revenue Impacts

• Wrap up




DevOps “Greases the Wheels” for CD:

Automation/Integration Hub promotes Collaboration


DevOps Supports

Collaboration Across

the Lifecycle

Continuous

Delivery is

Facilitated by

Strong DevOps

Practices

Automations/

Integrations promote

improved

collaboration across

the lifecycle via

shared information



Demographics

• Demographics





• Revenue Impacts

• Wrap up




Demographics by Role, Company Size

By Role, approx. 50% execs, 20% middle managers, 30% line staff


By Company Size, approx. 20% Small, 60% Mid-sized,

20% enterprise-sized companies

31%

21%

48%

Line Staff

Middle Managers

Executives

20%

58%

21%

Small: <1,000

Medium: 1,000-9,999

Large: 10,000 or more



Digital Business, 2017





• Revenue Impacts

• Wrap up




93% say their company is

“actively engaged in Digital Business”


93%

5%

1%

Yes

No

Don't know

In your opinion, is your company actively engaged in Digital Business?

Sample Size = 201

For the purposes of this survey, EMA’s definition of the “Digital Business” refers to

those companies in which technology is viewed as an important strategic element

supporting organizational operations. For the Digital Business, technology forms a

foundation for executing on business strategies and building strategic advantage.



Software applications

“Essential” or “Very Important” to 94%


52%

42%

5%

1%

Tier 1: Essential

Tier 2: Very important

Tier 3: Moderately important

Tier 4: Not very important

How essential are your company's enterprise software applications to business differentiation against competitors?

Sample Size = 187



Top 3 “most important” capabilities/practices include

DevOps, Integrations, Continuous Delivery


32%

30%

28%

26%

25%

25%

24%

24%

20%

19%

18%

DevOps

Integrations unifying and/or sharing data in existing mgt. tools acrossstages of the app lifecycle

Continuous Delivery of new code and features into production

Integrations capable of unifying and/or sharing data during production

Process and/or workflow automation

Deployment automation

Agile Development

Automated Application Performance Management (APM) toolssupporting production applications

Continuous delivery-related productivity metrics

Development-related productivity metrics

Structured, predictable Release Management processes

Of the following application delivery-related practices and capabilities, please indicate the top 3 that are, in your opinion, most important to your company's Digital Business.



Top Focus Areas: Customer Sat, Matching

Competition, Time to Innovation


34%

30%

28%

26%

25%

25%

24%

24%

20%

20%

13%

11%

Customer satisfaction (external customers)

Using technology to match competitors' digital presence

Faster "time to innovation"

Using technology to exceed competitors' digital presence

Expansion of products and/or services being offered

Delivering software faster

Acquisition of new customers

Customer satisfaction (internal customers)

Retention of existing customers

Cost cutting

Reducing backlogs for Development-focused products

Reducing backlogs for Operations-focused projects

From the organizational perspective, which of the following are the top focus areas for your Digital Business initiatives?



Top Technology Objectives: Continuous Delivery

automation, tools supporting efficiency, API management


29%

28%

28%

27%

26%

26%

26%

25%

25%

22%

19%

Automation supporting more efficient Continuous Delivery

Processes and/or tools to enable IT personnel to work more efficiently

Efficiently utilizing "consumer" APIs delivered by others that yourcompany uses in day to day business

Improving performance of production applications

Streamlining and accelerating the end-to-end software lifecycle

Faster triage of production application problems

Automation supporting more efficient Development

Automation supporting DevOps collaborations/interactions

Automation addressing quality of software/applications going intoproduction

Delivering "provider" APIs which provide access to your company'sINTERNAL applications or systems

Outsourcing of IT staff

Which of the following do you see as the top technology-related objectives supporting your Digital Business?

Sample Size = 187, Valid Cases = 187, Total Mentions = 527



Technology Landscapes




• Revenue Impacts

• Wrap up




% Using “Company owned data center”

Down 7 Points Since 2015


Which of the following is your company using to deliver a production application?

62%

50%

50%

45%

41%

41%

39%

Private cloud

Public cloud Software as a Service(SaaS)

Company data center

The Internet

Public cloud Infrastructure as aService (IaaS)

Service provider-hosted services

Public cloud Platform as a Service(PaaS)


2017

2015



Top 3 Drivers for CD: Become More Competitive,

Customer Satisfaction, Better Software Quality


Which of the following are the top drivers for the Continuous Delivery initiative at your company?

35%

31%

30%

29%

28%

27%

24%

24%

22%

19%

0%

Business demands to better compete against competitors

Customer satisfaction

Customer demands for better application quality

Business revenue growth

Customer demands for new products or services

Business demands for new products or services

CIO requests based on input from peers

Agile development practices

Changes to regulatory or compliance requirements

Requirements for improvements in overall employeeproductivity

Other




Frequency of Code Delivery: YoY increases


How does your organizations frequency of code delivery today compare to that of 12 months ago?

10%

12%

18%

24%

17%

16%

1%

0%

0%

0%

0%

1%

Increased more than 75%

Increased between 50% and 75%



Increased less than 10%

Stayed the same

Decreased less than 10%

Decreased between 10% and 25%



Decreased more than 75%

Don't know

Sample Size = 201

2015



Business impact of accelerating frequency of code

delivery


How has this increase in frequency of code delivery impacted the business as a whole?

38%

37%

34%

30%

29%

22%

19%

14%

12%

8%

6%

Improved IT/Business alignment

More efficient delivery of new software-based services toproduction

Faster revenue growth

Higher levels of customer satisfaction

We are more agile in competing within our industry

Higher costs involved in application support

Minimal business impact

Less negative fallout on social media

Negative impact on revenue growth

Negative impact on internal customer satisfaction

Negative impact on external customer satisfaction

Positive Impact Negative Impact



IT impact of accelerating frequency of code delivery


How has this increase in frequency of code delivery impacted production environments?

37%

33%

31%

30%

23%

23%

22%

18%

18%

17%

Application performance and/or availability haveimproved

Development is drawn into production troubleshootingmore often

Operations is spending more time on productiontroubleshooting

Positive impact on quality of applications going intoproduction

Minimal production impact

Executive complaints have increased

We are experiencing a higher number of performanceand/or availability problems

Service levels have degraded as rates of changeincreased

Customer complaints have increased

Project wait times have increased

Positive Impact Negative Impact



63% say Less than 50% of the CD process is

automated


0%

2%

11%

16%

19%

15%

10%

7%

5%

7%

6%

None

1-9%

10-19%

20-29%

30-39%

40-49%

50-59%

60-69%

70-79%

80-89%

90-100%

If you look at your company's Continuous Delivery processes as a whole and the tasks your IT practitioners perform during those

processes, approximately what percentage of the overall work load is automated?

Sample Size = 201



Cross Domain and DevOps



• Revenue Impacts

• Wrap up




90% of companies have DevOps function: Dedicated

team in 65%


35%

65%

Ad-hoc

Dedicated

In your company, is the DevOps team an "ad-hoc" team that comes together only when problems arise, or is it a dedicated team?

Sample Size = 201



46% now doing cross-silo tools planning versus 11%

in 2015: cross-tool integration a key concern


49%

46%

46%

44%

31%

2%

Created a need for integrations across themanagement toolset

We are doing more cross-functional, versus silo-based, tools planning

Created a need for tools focusing on cross-functional troubleshooting/root cause analysis

Created a need for Change Control tools

Minimal impact, tools planning is primarily silo-based

Not at all

How has DevOps impacted your company's management tools planning, requirements, and strategy?




Application support still primarily silo-based, tool-

wise, but 28% using APM tools


27%

23%

21%

18%

10%

Troubleshooting primarily supported by domain experts (such aswindows admins, DBAs, etc.) using silo tools

Troubleshooting primarily supported by DevOps teams (or cross-functionally trained personnel) using silo tools

Troubleshooting primarily supported by "war room" meetings

Troubleshooting primarily supported by DevOps teams (or cross-functionally trained personnel) using on-premise hosted Application

Management or Application Performance Management (APM)toolsets

Troubleshooting primarily supported by DevOps teams (or cross-functionally trained personnel) using Cloud hosted ApplicationManagement or Application Performance Management (APM)

toolsets

What is the primary way in which your IT teams diagnose and solve application-related problems that occur in production environments?

Sample Size = 201



Automation and Tooling for the Digital Business


• Revenue Impacts

• Wrap up




Tools “wish list” 2017: Focus on pre-production


26%21%

19%19%

17%15%15%15%15%

14%14%14%

13%13%13%13%13%13%13%13%

12%12%

11%11%

10%10%10%

8%8%

Software developmentIntegration testing

QA testingDevOps metrics/measurements

Visibility into status of each step of the DevOps processDeployment/Release Automation

Unit testingSoftware change control tracking/reporting

API testingConfiguration tracking across lifecycle stages

API developmentVisibility into the Continuous Delivery process overall

Requirements management/assessmentSynchronization of software development across diverse development teams

Production application monitoring/managementProduction troubleshooting/root cause analysis

Monitoring of performance/availability of APIs utilized in productionEnd User Experience Monitoring

Measurements of the efficiency of the Development process overallContinuous Delivery metrics measurements

Visibility to Agile development pipelineTools facilitating cross team collaboration

End User Activity MonitoringHardware change control tracking/reporting

Service Level Monitoring/Management (SLM)Artifact sharing across stages of the development/delivery lifecycle

Self-provisioning of dev/test environmentsRollback of failed software releases

Log-based tracking/analysis

If you were in charge of your organization's management tools budget, which of the following tools functions would you be most likely to invest in during the next 12 months?



Tools “wish list” 2015:

Focus on deployment, production


35%

32%

30%

29%

22%

21%

20%

19%

19%

17%

15%

Deployment/Release Automation supporting Continuous Delivery

Application Management platform or suite solution supporting DevOps &troubleshooting

Workflow automation supporting DevOps and Continuous Deliveryprocesses

Tools supporting visibility to App Lifecycle underlying Continuous Deliveryprocesses

Process/workflow automation

Change control

"Service virtualization" supporting software integration & regressiontesting

"Start to finish" Continuous Delivery workstream

Requirements management

API development

API delivery

If you were in charge of your organization's management tools budget, which of the following areas would you be most likely to invest in during the next 12 months?



Requirements Management best supported by tools,

Production root cause analysis poorly covered


Tools Functions Fully Support No Support

Requirements management/assessment 64% 0%

Production application monitoring 55% 2%

Service Level Management (SLM) 53% 3%

Development efficiency metrics 51% 5%

Software Development 49% 1%

End User activity monitoring 49% 3%

QA testing 48% 3%

API Monitoring 48% 5%

End User experience monitoring 48% 4%

Software synchronization across development

teams47% 2%

Integration testing 45% 5%

Unit testing 41% 5%

Production root cause analysis 41% 4%

For each of the following software lifecycle-related activities, please

indicate how well your company’s current IT tools support that activity.



Cross-team collaboration best supported by tools,

Log analysis, rollback poorly supported

32


Cross team collaboration 61% 1%

API development 58% 1%

Software deployment 57% 4%

Information sharing across stages of the development/delivery lifecycle 52% 3%

Change control tracking/reporting 50% 1%

API Testing 49% 3%

Visibility into the systems and processes underlying DevOps 46% 0%

Artifact sharing (i.e. requirements, etc.) across stages of the

development/delivery 45% 6%

DevOps efficiency metrics and measurements 45% 5%

Configuration tracking to ensure configuration consistency across lifecycle 44% 2%

Log-based tracking/analysis 42% 3%

Rollback of failed releases 41% 5%

For each of the following DevOps- related activities/capabilities, please

indicate how well your company’s current IT tools support that activity



Pipeline visibility best supported by tools,

Software change control least supported

33


Visibility into status of each step of the

Continuous Delivery pipeline67% 0%

Deployment/release automation 55% 2%

Visibility to Agile development pipeline 52% 5%

Self-provisioning of dev/test environments 51% 1%

Continuous Delivery metrics/measurements 49% 5%

Software change control tracking/reporting 47% 5%

For each of the following Continuous Delivery- related

activities/capabilities, please indicate how well your company’s

current IT tools support that activity.



Revenue Impacts

• Revenue Impacts

• Wrap up




Quality of DevOps Interactions Contributes to

Exceptional Revenue Growth


74%

26%

31%

69%

DevOps Excellent

DevOps Above Average to Poor

Q1: How would you describe the quality of the overall day-to-day interaction between Development and Operations generally at your

company?by Q2: What was the percentage increase or decrease of your

organization's annual revenue from last year to this year

Revenue increased by 25% or more Revenue increased less than 25%/Same/Decreased

Quality of DevOps

Interactions = Excellent

48%

Sample Size = 195

Revenue % Increase 25%+



Growth in Frequency of Code Delivery Contributes to

Exceptional Revenue Growth


81%

19%

20%

80%

Delivery freq increased by 25% or more

Delivery freq increased less than25%/Same/Decreased

Q1: How does your organizations frequency of code delivery today compare to that of 12 months ago?

by Q2: What was the percentage increase or decrease of your organization's annual revenue from last year to this year?

Revenue increased by 25% or more Revenue increased less than 25%/Same/Decreased

Delivery frequency increased

>= 25%

Sample Size = 195

Revenue % Increase 25%+

62%



Wrap up

• Wrap up



INDUSTRY ANALYSIS & CONSULTING© 2017 Enterprise Management Associates, Inc.

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