Leading DevOps Application Release and Deployment - Best Practices for Organization Leaders and Managers

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Accelerating Product and Service Innovation
Leading DevOps Application Release and Deployment
Best practices for managers and organization leaders
Peter Spung
Integration Executive, DevOps Deploy and UrbanCode, IBM Software, Rational
Dibbe Edwards
Vice President, DevOps Capabilities Development, IBM Software, Rational
Oct 9, 2014

© IBM Corporation
Agenda
 Introductions
 Context for organization leaders: the only constant in technology is change. And the bottom
line, of course.
 Tenets & practices for embracing change and delivering applications faster with high quality
 Dialog with Dibbe, a change agent who has embraced DevOps
– Key practices learned along her org’s DevOps journey
– Leaders’ role in embracing the practices and leading organizational change
2
Joe Wochna Peter Spung Dibbe Edwards

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The only constant in technology is change.
 Change is breathtaking, and accelerating
 No turning back from our digital online lives
 Here come new platforms: Cloud, Mobile,
Analytics & Social, that must be Secure
 …wait a minute, didn’t we just ‘finish’ SOA
& Web 2.0 and Agile? (huff, puff, deep
breath)
3
“If it takes just months now for new emergent
technologies to insert themselves into the
mainstream and change behavior, and you’ve
got a 12-24 month development and
deployment cycle (typical of most banks' IT)
– you’ll be at least three to four years behind
if you want to wait to see someone else’s
ROI demonstrated.”
- Brett King, Bank 3.0
Source: “From exponential technologies to exponential innovation”, Deloitte University press.

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The only constant in technology is change.
 Technology adoption and innovation have
risen to the top of the CEO’s agenda
4

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The only constant in technology is change. And the bottom line of
course.
 Technology adoption and innovation have
risen to the top of the CEO’s agenda
 …while improving shareholder returns,
efficiency and the bottom line have never
left it.
5
“Management must always, in every decision and action, put economic
performance first. It can only justify its existence and its authority by the
economic results it produces. There may be great non-economic results:
the happiness of the members of the enterprise, the contribution to the
welfare of culture of the community. Yet management has failed if it
fails to produce economic results.”
- Peter Drucker, The Practice of Management, a continual international
bestseller since first released in 1954

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Innovation at speed is increasingly about software delivery.
 So, you have your remit: innovate faster, with
new technology, improved efficiency, cost
effectiveness, and user delight / quality
 Software driven innovation and its delivery is
absolutely crucial.
6

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Agile speeds up dev. DevOps speeds up software delivery and
overall throughput. Quality, efficiency and speed mutually reinforce.
 Software delivery improvement hinges on
Agile and Automation via DevOps.
 Agile is often an accelerant & precursor to
DevOps. These are both hot: the state of
the art and practice in application
development, delivery and support.
 Key technical practices of DevOps are
Continuous Integration and Continuous
Delivery
 High quality, high speed and reduced costs are
mutually reinforcing parts of a lean, automated
and balanced pipeline
7

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But how? Top 10 best leadership practices from our most successful
clients.
 Form a team of skilled & trusted experts in the key technical practices, a CoE or a SWAT team.
• Key roles: architect, lead dev, release eng, QA lead, ops mgr
• Not empire building. Literally, job is to put themselves out of business after wide org adoption of practices and automation
tools.
 Establish a change agenda and guiding coalition of org leaders as stakeholders.
• Grass roots approach and a technical CoE are great; absolutely necessary. Yet insufficient.
• Accompanying sunshine, light, heat, air and nourishment are better. Ie, mission, budget, clout, and executive air cover.
Without it, the grass and its roots will die.
 To motivate internally, leverage the early adopters and their success stories.
• 10x improvements are common. Eg, Deployment time from weeks to a day; days to minutes. Resources from dozens to
less than half dozen.
• See ‘Links to more information’ slide at the end. Links, facts and tools you can use to convince your org leaders.
 Relentlessly embrace automation – you are going to need tools. And there are decades of work in your
backlog awaiting your creative people.
• Why should they be trapped doing mundane, manual script running topped with added excitement of vilification by the
leaders for errors?
• Life’s too short, the backlog too great, the stakes too high, and computers are great at this.
 Do a Proof of Concept. Automation is new in this part of the workflow – be sure it fits your org
8 Source: Common best practices from 10 Client led DevOps Deploy sessions during Innovate 2014, client UrbanCode case studies, and 1x1 client interactions.

© IBM Corporation
But how? Top 10 best leadership practices from our most successful
clients.
 Develop an ROI case to win friends and influence people in the CFO’s staff.
• Returns go directly to economic performance and the bottom line.
• See ROI whitepaper and calculator in the ‘Links to more information’ at the end
 Pick a key project or application, and get a quick win
• Choose a new, visible project. Try to avoid getting mired in complex, sprawling legacy apps; attack those later.
• Use DevOps CD practices and automation tool.
• WIN. Deliver it with fewer errors, more often, with fewer people. For example, to a test environment.
• …then, repeat with additional practices, environments, projects or apps.
 Measure! Common mindsets among stakeholders:
• “In God we trust. Everyone else bring data.” and
• “If you can’t measure it, you don’t understand it and can’t manage it.”
 Communicate regularly the progress and wins with the stakeholders, and with the broader org.
• DevOps automation approach begins to sell itself.
• CoE or SWAT team will get a backlog. Good problem to have.
 Celebrate, and have fun. Combine those repeated quick wins & comm into celebration events.
• Change initiatives are hard work, and high risk.
• With practice, you will get good at this. And that is fun -- Mastery is very rewarding and fulfills us.
9 Source: Common best practices from 10 Client led DevOps Deploy sessions during Innovate 2014, client UrbanCode case studies, and 1x1 client interactions.

© IBM Corporation
You can get a view into the continuous delivery pipeline and technical
practices for Rational’s Jazz products developed by Dibbe’s team
View of the active dashboard:
View the dashboard, blog and interaction via this link to jazz.net
11

© IBM Corporation
Links to more information
 Dibbe’s blog on enterprise DevOps best
practices for executives
 Peter’s blog – ditto for managers
 IBM IBV Software Edge study: software
innovation equals business success
 IBM DevOps web site
 IBM DevOps Point Of View
 DevOps for Dummies eBook
 DevOps Deploy web site: application
release & deployment automation web site
 Application Release & Deployment for
Dummies eBook
 Whitepaper on ROI: The Value of
Deployment Automation
 ROI Calculator: calculate the benefits and
return of deployment automation using IBM
UrbanCode Deploy
 Results and ROI from client case studies:
– Fidelity Worldwide Investments
– Copyright Clearance Center
– Nationwide Insurance
– Amica Insurance
– IBM Global Technology Services
– Numerous client case studies, quotes, testimonials
and facts about IBM UrbanCode release and deploy
solutions, and IBM DevOps solutions from Rational
Software from TechValidate’s independent research
– Blog entries summarizing client payoffs here and
here.
 Automation practices blog and continuous
delivery pipeline status of Dibbe’s Jazz dev
team are here.
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© Copyright IBM Corporation 2014. All rights reserved.
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www.ibm.com/devops

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