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

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!