DevOps Thinking for the Line of Business

DEV-5977 : DevOps thinking for the
Line of Business
Sanjeev Sharma
CTO, DevOps Technical Sales and Adoption
IBM 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
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 existing
applications to enable them for faster
delivery and innovation?
• How to adapt culture, tools and
processes to succeed?
IBM 5
80%
of CxOs are experimenting
with 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
ExternalSystem
Team
Operations
Staff
Team MemberTeam Lead
Team MemberTeam Member
Line-of-business Customer
IT
Agility - Velocity - Innovation

7
“Shadow IT” for Agility – Velocity – Innovation
“Shadow IT” Collaborative IT
Ø Security
Ø Privacy
Ø Scalability
Ø Governance
Business Needs IT needs
Ø Innovative solutions
Ø Time to value
Ø Up-to-date
capabilities
Ø 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 fast
2. Get people to use it
3. Get feedback
ContinuouslyImprove:
I. Application Delivered
II. EnvironmentDeployed
III. Application and EnvironmentDeliveryProcess

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 IT
Innovation AND Optimization

1
1
Balancing Innovation and Optimization
Industrialized Core
Deliver at regular cadence • Waterfall -> Agile • Stability • Predictability • Lean Delivery pipeline • Core and Legacy
Hybrid Infrastructure – Physical, Cloud • IaaS/PaaS
Innovation Edge
Rapid Delivery for Innovation • Agile • Antifragile • Experimentation • New and Innovative
Hybrid Cloud • PaaS
Partner Ecosystem
API Economy • Monetization •
Service providers and consumers
APIs
APIs
APIs
Cloud Enabled/LegacySystems
Cloud NativeSystems
Evolving to an agile enterprise with Hybrid IT: https://ibm.biz/BdHhdg
Where is your IT Budget being spent?

1
2
Delivering a Business Capability is complex
Application A
Application B
Application C
Application N
BusinessRelease
…

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
IBM

1
4
IBM Addresses Multi-Speed IT
Industrialized Core
UrbanCode • IBM Hybrid Cloud • IBM Rational Development Tools
IBM Garage Method
Agile/Innovation Edge
IBM Bluemix • Containers • Microservices
IBM Garage Method
Partner Ecosystem
API management
APIs
APIs
APIs

IBM Can Help
Innovation AND Optimization

16IBM
Innovate. Disrupt.
Transform. Fast.
@Enterprise Scale.
IBM 16
• 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
Q â80% Qâ50%
Reduce Cycle Time
M â30-50%
Reduce Defect Density
4 â15-20%
Reduce regulatory costs
IBM Can Help
$ â98% º â89%
Reduce Cost to Release
Reduce 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 contribution
mechanisms
Culture
CloudTools
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
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
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
21

22IBM
Sponsor a
Bluemix
Garage
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 Bluemix
based 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
22

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• Copyright© 2016 by InternationalBusiness Machines Corporation (IBM).No partof this documentmay be reproduced
or transmitted in any form withoutwritten permission from IBM.
• U.S. GovernmentUsers Restricted Rights - Use,duplication or disclosure restricted by GSA ADP Schedule Contractwith IBM.
• Information in these presentations (including information relating to products thathave notyetbeen announced by IBM) has been
reviewed for accuracy as ofthe date of initial publicationand could includeunintentionaltechnical or typographical errors.IBM
shall have no responsibility to update this information.THIS DOCUMENTIS DISTRIBUTED "AS IS" WITHOUT ANY
WARRANTY,EITHER EXPRESS OR IMPLIED.IN NO EVENTSHALL IBM BE LIABLE FOR ANY DAMAGE ARISING FROM
THE USE OF THIS INFORMATION, INCLUDINGBUTNOT 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 whichthey are provided.
• Any statements regarding IBM's future direction,intentor productplans are subjectto change or withdrawal withoutnotice.
• Performance data contained herein was generally obtainedin a controlled,isolated environments.Customer examples
are presented as illustrations ofhow 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.
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• Workshops,sessions and associated materials may have been preparedby independentsession speakers,and do not
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intended to,nor shall constitute legal or other guidance or advice to any individual participantor their specific situation.
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Notices and Disclaimers Con’t.
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and cannot confirm the accuracy of performance, compatibility or any other claims related to non-IBM products.
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DevOps Thinking for the Line of Business

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