Thinking One Step Further with Time-saving DevOps Tools with Open Telekom Cloud and Bitnami
DevOps Thinking for the Line of Business
-
Upload
sanjeev-sharma -
Category
Software
-
view
1.302 -
download
3
Transcript of DevOps Thinking for the Line of Business
DEV-5977 : DevOps thinking for the Line of BusinessSanjeev SharmaCTO, DevOps Technical Sales and AdoptionIBM Distinguished Engineer, IBM Cloud
Please Note:• IBM’s statements regarding its plans, directions, and intent are subject to change or withdrawal
without notice at IBM’s sole discretion.
• Information regarding potential future products is intended to outline our general product direction and it should not be relied on in making a purchasing decision.
• The information mentioned regarding potential future products is not a commitment, promise, or legal obligation to deliver any material, code or functionality. Information about potential future products may not be incorporated into any contract.
• The development, release, and timing of any future features or functionality described for our products remains at our sole discretion.
• Performance is based on measurements and projections using standard IBM benchmarks in a controlled environment. The actual throughput or performance that any user will experience will vary depending upon many factors, including considerations such as the amount of multiprogramming in the user’s job stream, the I/O configuration, the storage configuration, and the workload processed. Therefore, no assurance can be given that an individual user will achieve results similar to those stated here.
1
What’s the Business Problem?DevOps is the answer
©2015 IBM Corporation 2 March 20163
What’s putting the world’s top Line of Business executives on edge?
©2015 IBM Corporation
IBM 3
©2015 IBM Corporation 2 March 20164
“The ‘Uber syndrome’ – where a competitor with a completely different business model enters your industry and flattens you.”Judy Lemke, CIO, Schneider, United States
©2015 IBM Corporation
In the next 3-5 years,
54%of CxOs expect challenges from competitors outside
their industry.
4
5IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale.
Challenges IT faces in delivering innovation• How to rapidly deliver new, innovative
applications, leveraging modern architectures?
• How to modernize existingapplications to enable them for faster delivery and innovation?
• How to adapt culture, tools and processes to succeed?
IBM 5
©2015 IBM Corporation
80%of CxOs are experimentingwith different business models or thinking of doing so
6
What does the Line of Business want from IT?
Product Owner
Senior Executives
Users Domain ExpertsAuditors
Gold Owner Support Staff
External System Team
OperationsStaff
Team MemberTeam Lead
Team MemberTeam Member
Line-of-business CustomerIT
Agility - Velocity - Innovation
7
“Shadow IT” for Agility – Velocity – Innovation
“Shadow IT” Collaborative IT
Ø SecurityØ PrivacyØ ScalabilityØ Governance
Business Needs IT needs
Ø Innovative solutionsØ Time to valueØ Up-to-date
capabilitiesØ Always available
Shared vision and execution
8
DevOps approach: Apply Lean principles accelerate feedback and improve time to value
People
Process
Line-of-business
Customer
1
3
2
1. Get ideas into production fast2. Get people to use it3. Get feedback
Continuously Improve:I. Application DeliveredII. Environment DeployedIII. Application and Environment Delivery Process
How does the Line of Business get and use Feedback?
• Feedback Needs to be:• Consumable• Actionable• Timely
• Feedback on:• Application usage patterns• User sentiment
• Feedback should impact:• “Agile” Product Management• Continuous Funding
9
Understanding Multi-Speed ITInnovation AND Optimization
11
Balancing Innovation and Optimization
Industrialized CoreDeliver at regular cadence • Waterfall -> Agile • Stability • Predictability • Lean Delivery pipeline • Core and Legacy
Hybrid Infrastructure – Physical, Cloud • IaaS/PaaS
Innovation EdgeRapid Delivery for Innovation • Agile • Antifragile • Experimentation • New and Innovative
Hybrid Cloud • PaaS
Partner EcosystemAPI Economy • Monetization •
Service providers and consumers
APIs
APIs
APIs
Cloud Enabled/Legacy Systems
Cloud Native Systems
Evolving to an agile enterprise with Hybrid IT: https://ibm.biz/BdHhdg
Where is your IT Budget being spent?
12
Delivering a Business Capability is complex
Application A
Application B
Application C
Application N
Business Release
…
13IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale.Balancing Optimization and Innovation
Innovation Optimization
Stay ahead of the competition by rapidly deliver new, innovative applications and by
leveraging modern architectures (incorporating cloud, mobile, social and
analytics).
Optimize and modernize existing applications to leverage existing intellectual capital and enable them for faster delivery
and innovation.
13
©2015 IBM Corporation
IBM
14
IBM Addresses Multi-Speed IT
Industrialized CoreUrbanCode • IBM Hybrid Cloud • IBM Rational Development Tools
IBM Garage Method
Agile/Innovation EdgeIBM Bluemix • Containers • Microservices
IBM Garage Method
Partner EcosystemAPI management
APIs
APIs
APIs
IBM Can HelpInnovation AND Optimization
16IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale.
IBM 16
©2015 IBM Corporation
• Implement application delivery platforms and methodologies to leverage existing applications for innovation
• Address the practices & challenges that disrupt execution
• Introduce the flexibility & speed of a startup to the enterprise.
Maintenance Design
Qâ80% Qâ50%
Reduce Cycle Time
Mâ30-50%
Reduce Defect Density
4 â15-20%
Reduce regulatory costs
IBM Can Help
$â98% º â89%
Reduce Cost to ReleaseReduce Time to Release
17IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale.
Cultural Transformation
Combine industry best practices for Design Thinking, Lean Startup, Agile Development, DevOps, and Cloud to build and deliver innovative solutions.
Prepare for the digital invaders
Tools that users love
• Experience centered on out-of-box UIs
• Lightweight integrations to streamline workflows
• Entirely open and customizable
Open by default on Cloud
• Increase visibility to drive agility
• Facilitate collaboration across team & organization boundaries
• Leverage social contributionmechanisms
Culture
CloudTools
©2015 IBM Corporation
IBM 17
18IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale.
Shopper’s experience conceptualization & developers portal assist merchants’ developers to use the bank’s APIs
• Validate whether potential merchant partners would integrate Point Payment & customers use it
• Minimize cost & time of integration for merchants; Bluemix connects to the systems of record
• Deliver fast – security, test APIs, API mgmt, developer portal, 4 SDKs in 10 weeks
• Try IBM Garage Method & understands existing barriers to innovation & agility
This project enabled the bank to…
Innovation Case Study: International bank expands loyalty points program to add customer value
©2015 IBM Corporation
IBM 18
19IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale.Optimization and Innovation Case Study:
Large UK Bank speeds app delivery across hybrid cloud
• Rapidly deliver innovative business capabilities leveraging services and applications deployed across hybrid environments
This project enabled the bank to…
Bottlenecks:• Lack of Release Planning• Inability to test when needed, due to
unavailability of Test Environments as and when needed
• Coordinating complex Releases, made up of deployments across Hybrid Environments
Solution:• Release Planning with IBM UrbanCode Release• Deployment Automation a cross Hybrid
environments with IBM UrbanCode Deploy• Automated Provisioning and Management of
Dev and Test Environments with IBM Development and Test Environment Service
©2015 IBM Corporation
IBM 19
20IBM
Getting the balance right: Where do I start?• Work with your stakeholders including your CIO, CTO
or Senior Application Development Executive to:– Identify education opportunities for development
teams in new technologies and platforms in order to quickly react to or innovate faster than competition
– Prioritize areas for optimization of existing applications, increasing innovation and freeing resources for innovation
– Engage IBM expertise and best practices for success
– Sponsor IBM DevOps Workshops
21IBM
Sponsor a DevOps
Optimization and Innovation
Workshop• A strategic initiative to
help develop a pragmatic approach for adoption of DevOps best practices
• Builds on initiatives and capabilities already in place
Goals: Understand business and IT goals for DevOps. Identify gaps in DevOps capabilities to achieve optimization and innovation.
Results: A customer created prioritized list of DevOps practices and a roadmap for adoption.
Audience: Executives and senior managers with participation from development and operations organizations.
Duration: 6 to 7 hours, preceded by a 30 minute pre-call and a 2 hour presentation of results and recommendations
©2015 IBM Corporation
21
22IBM
Sponsor a BluemixGarage
Transformation Workshop
Your people co-located in a startup environment with IBM experts in:
• Business• Design • Development• Deployment
Goals: Empower attendees to rapidly identify, develop and deploy applications for their target market, employing Design Thinking, prototype development and user testing.
Results: A running app running on Bluemixbased on an innovative idea created using transformational best practices and technologies
Team: 8 to 12 people, mix of 25% analysts, 40% coders, 35% testers
Duration: 2 – 3 weeks
©2015 IBM Corporation
22
Notices and Disclaimers• Copyright© 2016 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 includeunintentional 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 BUTNOT 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 operatingenvironments 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
23
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, Aspera®, Bluemix, Blueworks Live, CICS, Clearcase, Cognos®, DOORS®, Emptoris®, Enterprise Document Management System™, FASP®, FileNet®, Global Business Services®, Global Technology Services®, IBM ExperienceOne™, IBM SmartCloud®, IBM Social Business®, Information on Demand, ILOG, Maximo®, MQIntegrator®, MQSeries®, Netcool®, OMEGAMON, OpenPower, PureAnalytics™, PureApplication®, PureCluster™, PureCoverage®, PureData®, PureExperience®, PureFlex®, pureQuery®, pureScale®, PureSystems®, QRadar®, Rational®, Rhapsody®, Smarter Commerce®, SoDA, SPSS, Sterling Commerce®, StoredIQ, Tealeaf®, Tivoli®, Trusteer®, Unica®, 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.
24
Thank You