Where are you on the DevOps Maturity Scale?
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Transcript of Where are you on the DevOps Maturity Scale?
www.ranger4.com DevOpstastic
Where Are You On the
DevOps Maturity Scale?
Helen Beal
@helenranger4
www.ranger4.com DevOpstastic
The DevOps Maturity Scale
1
5
4
3
2
Optimising
DevOps
Managed
DevOps
Starting
DevOps
Fundamental
DevOps
Not started
DevOps
DevOps DONE – fine tuning and tied tightly
to business goals.
Automated build, cross-functional teams,
product-focused, cultural change happening
Thinking about cultural change, starting to
write scripts, looking at test automation
Outages, war-rooms, blame, unplanned
work, delays and defects.
Happy people with integrated toolchain to
pre-empt failure, automate test and
deployment – Continuous Delivery
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Requirements Management Maturity
Level 0 Level 1 Level 2 Level 3 Level 4 Level 5
Undocumented Written Requirements
Organized Structured Traced Integrated
Requirements collected in conversations and not documented or shared.
Documented and shared, regular collaboration between teams, backup and restore enabled. No standardisedformat or shared repository.
Formatted consistently in an agreed way, stored and secured. Version tracked and easily accessible to those with rights in a single, shared repository.
Types (e.g. functional/non-functional) are specified. Attributes and prioritization is applied. Querying and filtering is possible. Using a recognisedstandard format such as a use case.
Determine and track requirements relationships, has a hierarchy of requirements: user needs, features and use cases. Coverage analysis reports implemented. Using a recognisedformat such as a user story and formalisedacceptance criteria.
Requirements management process supported by a tool fully integrated with software development environment: used directly in design, development, change tracking, testing and PM.
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Release and Deployment Management Maturity
Level 1 Level 2 Level 3 Level 4 Level 5
Manual Packaged Scripted Complex On Demand
Bespoke, unpractisedprocess. Authorization and sign off incidental. Roll back via back up copy or scripts.
Some packages (e.g. MSIs) and scripts. Release authorization considered.
Multiple scripts allowing automation. Can deploy to multiple parts of route to live. Possible roll back through redeployment. Some version control.
Can deploy composite applications. Role based security available. Multiple platforms services through single interface.
Push button deployments when code is ready –continuous delivery and deployment achieved. Full auditability and compliance.
www.ranger4.com DevOpstastic
The Ranger4 (Award Winning!)
DevOps Maturity Assessment
GO LIVE
Vis
ion
of
Des
ired
Fu
ture
Sta
te Fit Assessment
Organizational Initiatives
Approved Project Plan
Cultural Initiatives
Bas
elin
e A
sses
smen
t &
Met
rics
Architectural Imperatives
Process Initiatives
Technology Initiatives
Pri
ori
tiza
tio
n
Qu
anti
fied
Val
ue
Process Change Program
Focus on Requirements Management
Focus on Testing
Continuous Delivery
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Pace Layers for DevOps
Systems of
Record
Systems of
Differentiation
Systemsof
Innovation
Traditio
nal
Dev
Op
s
Ch
ange
Go
vernan
ce
+
+
-
-
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Key Business Drivers
• Grow business to manage c. £100B of
client money (currently at c. £10B):
– Retain existing and acquire new clients
(expand into Europe)
– Comply with government regulations
– Follow a clear business strategy (new
markets, territories, etc.)
– Gain process efficiencies to manage costs
– Attract and retain high performing staff
www.ranger4.com DevOpstastic
High Level Findings
1. The organisation is not optimally aligned to
enable improved delivery performance to
flourish
2. The requirement definition process is slow and
disconnected from testing
3. Manual testing is too slow
4. There is no centralised configuration
recording/coordination
5. Testing is not indicative of client usage
6. The deployment of releases is too slow
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DevOps Maturity Index
• Current DMI (out of 100) was determined
to be 52 which compares to an industry
average of 63.
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Business MetricsBaseline Target
8 week test cycle 3 week test cycle (further improvement should be achieved)
8 month release cycle Quarterly releases (continuous delivery should be aimed for)
HIGH number of defects Reduction in number of defects (target to be defined)
LOW customer satisfaction Marked improvement in customer satisfaction and retention
Stable delivery team costs Ability to on-board more clients and deliver more releases without a corresponding increase in delivery costs
HIGH number of hand-over’s across the business
Agile delivery “cell” focus utilising multi-discipline teams providing single face to all 3rd parties
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Key Recommendations
1. Process and organizational re-design takes place across the
business to enable optimal and agile delivery performance and to
take full advantage of any investments made in tooling
2. A requirements management tool is implemented and populated
with detailed requirements with a focus on testing
3. A test automation tool with suitable test scripts is implemented
4. Configuration information for the application environment,
containing client-specific configuration data, is compiled and made
available for use via a central repository
5. A (physical/virtual) test lab is constructed that can accommodate
parallelized (automated) testing of multiple client environments
6. A deployment management framework is delivered that can
automate the deployment of new release components, both within
the organisation, and across their client ecosystem
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Proposed Next StepsP
roce
ss C
han
ge P
rogr
am (
20
d
ays)
-Id
enti
fy a
nd
elim
inat
e b
ott
len
ecks
-C
on
tin
ual
imp
rove
men
t
Requirements- Further Needs Analysis (2 days workshops)- Software Acquisition and implementation
services
Testing- Further Needs Analysis (2 days workshops)- Software Acquisition and implementation
services
Continuous Delivery- Further Needs Analysis (2 days workshops)- Software Acquisition and implementation
services
www.ranger4.com DevOpstastic
Results?
• Testing time reduced by 35%
• Representing savings of over £150K p/a
• Volume of defects reduced by 28%
• Client satisfaction improved