On An Agile Scaling Journey? Take Our Survey To Find Out How You Are Doing

Diego Lo Giudice

This year I’m excited to be teaming up with Amanda LeClair on the biannual Forrester Agile At Scale Adoption Survey. For the 2017 study, we’ve added a few more questions in areas that we see organizations struggle with. So in addition to successful Agile team practices, alignment with business stakeholders upstream and downstream with testing and operations, we are looking into more Agile at scale issues like budgeting and DevOps. Software development leaders continue to buy into Agile while eradicating traditional waterfall development. In the last Agile survey in 2015, we found that 46% of the respondents are still doing what Forrester calls Water-Agile-Fall, but not on a path to faster delivery. Leading innovator teams, which we called Agile Expert firms, have quickly turned passion projects into Agile success stories. But enterprises don’t just need to be quick and flexible on net-new projects or only at the individual team level; they need speed across the business.

As software teams mature along their Agile transformation, the biggest obstacle still is, despite some improvements, to scale up and horizontally. This means truly linking Agile initiatives, Design thinking and DevOps with business value. Our biannual Agile survey tracking the health of Agile initiatives for 2017 keeps its focus on the main challenge: Agile At Scale.

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Ringing Down The Curtain On Change Management Theater

Charles Betz
Change Management is a hot topic lately on my social media channels. Like my friend Jon Hall, I also am a long time veteran of the classic Change Advisory Board (CAB) process. It almost seems medieval: a weekly or bi-weekly meeting of all-powerful IT leaders and senior engineers, holding court like royalty of old, hearing the supplications of the assembled peasants seeking various favors. I’ve heard the terms “security theater” and “governance theater” applied to unthinking and ritualistic practices in the GRC (governance, risk, and compliance) space. The CAB spectacle, at its worst, is just another form of IT theater, and it’s time to ring that curtain down.
 
As a process symbolizing traditional IT service management and the ITIL framework, it’s under increasing pressure to modernize in response to Agile and DevOps trends. However, change management emerged for a reason and I think it’s prudent to look at what, at its best, the practice actually does and why so many companies have used it for so long. 
 
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Dear IT Operations: It’s Time To Get Serious About Security

Milan Hanson

Okay, I’ll apologize right away to the IT ops teams that are already security-savvy. Hats off to you. But I suspect there are still a few that leave security to the CISO’s team.

On Friday, May 12, 2017, evil forces launched a ransomware pandemic, like a defibrillator blasting security into the heart of IT operations. What protected some systems? It wasn’t an esoteric fancy-pants security tool that made some organizations safe; it was simple e-hygiene: Keep your operating systems current. Whose job is that? IT operations’. Had the victims kept up with OS versions and patches, they wouldn’t have been working over the weekend to claw back from disaster. What’s the path to quick restoration? Having a safe offline backup. Whose job is that? IT operations’. The WannaCry ransomware outbreak is a brutal reminder that IT operations plays a critical role (or not!) in protecting the business from villains.

While headlines get everyone’s attention, there’s another non-news reason for IT operations to step up its security role, and that’s profit. In this age of the customer, the businesses that gain market share and disrupt industries are exceptionally agile; they deliver the features that users want as fast as they want them. DevOps arose from that new reality: to make IT operations as quick and nimble as developers are. In the process (and I would argue that this should be essential to the process), operations people learned a lot more about development, and developers learned a lot more about operations. The infamous “wall” between dev and ops is crumbling, and customers, the business, and shareholders are happier for it.

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DevOps Has Reached “Escape Velocity”, CIO’s Need To Get Onboard!

Robert Stroud

In an era where velocity and agility are driving technology management organizations over simple cost reduction, every business must constantly evolve to drive business differentiation. Leveraging practices such as Lean and Agile, smaller changes, automated pipelines and product centric teams, DevOps is transitioning from unicorns and small projects to company-wide initiatives. Companies such as WalmartING and JetBlue to name a few are leveraging DevOps to drive their business transformations and are reaping the benefits or accelerated velocity across the organization. DevOps is a powerful approach available to the CIO to drive velocity and agility, supporting the innovation required to drive business transformation.

 

Unlocking the value requires cultural change

To unlock the promise of DevOps, CIOs must lead and support a cultural change within their technology management organization. As any leader knows, changing institutionalized behavior is the toughest of all management challenges and CIOs are understandably skeptical of new trends.  Despite this, CIOs must recognize when a trend becomes an imperative for survival. DevOps has become this imperative, and CIOs must engender a culture of collaboration and learning and enable their people with the right tools to drive holistic life-cycle automation.  

 

Lean processes are critical to success

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Are You On An Agile+DevOps Journey? Don’t Miss Out On Continuous Testing Services!

Diego Lo Giudice

It happens often in conversations with clients that I realize they have disjointed initiatives going on to support their digital transformation. The most dangerous parallel initiatives are those where, on one side, they are changing their development teams to become more Agile, but a separate initiative in the same enterprise exists where their Operations folks are running a development and operations (DevOps) transformation. The first thing I recommend to those clients is to unify or tightly connect those programs with an underlining common lean strategy. But I don’t want to dig in here about Agile+DevOps and how overused and abused the term “DevOps” is. I will just recommend to you some reports we’ve published explaining how “Agile” and “DevOps” are two sides of the same coin (see, for example, “Faster Software Delivery Will Accelerate Digital Transformation”).  The Modern Application Delivery playbook I’ve co-authored for years is all about what it means to adopt Agile+DevOps. Check that out too.

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DevOps, Invest For Velocity And Quality!

Robert Stroud

Delivering exceptional customer experiences and product for your business take speed and flexibility. More than ever before, speed and flexibility are required from every part of your organization, business and IT alike. DevOps provides your business leaders, enterprise architects, developers and I&O leaders a philosophy to achieve, not only the velocity that customers desire but also drive innovation and enforces quality. One example is ING. The company is undergoing a major digital transformation in which DevOps is a primary driver supporting their transformation. ING CIO Ron van Kemenade has initiated DevOps as the vehicle to aggressively support ING’s evolving customer needs. At ING, technology is the beating heart of the bank.[i]

DevOps requires a transition from technical silos to product centered teams

Effective DevOps will require the tearing down of the technology based silos within an organization.  Instead, teams need to focus on the products (or service) delivered and be empowered to own the complete lifecycle.  Key performance metrics such as such as availability, the number of features added are used to measure the speed and quality of how these product centered teams work.  In some organizations, the team may even own support of the designed and delivered services.  This integrated product team is a fusion of developers, infrastructure & operations, quality assurance, and release managers into a single team that works on the entire pipeline, from commit to deployment. Existing centers of excellence such as DBA’s or security teams will remain and support the DevOps team; in some cases, they might even be allocated to the team for a particular duration. [ii]

Deconstruct silos of automation and replace with full pipeline automation

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DevOps has reached critical mass, CIOs need to get on board

Elinor Klavens

DevOps is one of the most powerful weapons that CIOs have in their arsenal. DevOps unites the entire enterprise in delivering business transformation with superior customer experience. Companies like Target, Capital One, Walmart, ING, Nordstrom, Netflix and JetBlue are already reaping the benefits. In order to unlock the promise of DevOps, CIOs must lead the call for cultural change.

As any leader knows, changing institutionalized behavior is the toughest of all management challenges and CIOs are understandably skeptical of new trends.  Despite this, CIOs must recognize when a trend becomes an imperative for survival. DevOps has become this imperative, and CIOs must act now. CIOs who embrace the DevOps challenge must first fostera culture of collaboration and learning, then enable their people with the right tools to drive holistic life-cycle automation. Those who meet this challenge won't just beat their competitors — they will decimate them. 

CIOs must replace traditional linear thinking with Agile thinking.

 
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Traditional I&O Is Dead - The DevOps Phoenix Rises

Eveline Oehrlich

If you already belong to a high-performing DevOps organization and you are working on leveraging opensource for monitoring to drive feedback loops, or delivering better security with DevSecOps, or making sure you are understanding continuous testing then you don’t need to read the following – you can stop now.

However, if you are facing the challenges that your app dev team is developing faster than you can deliver or you realize that ITIL does not help you in increasing your speed and quality of deployment or your manual deployment capability do not scale or human error has caused some outage…don’t delay your shift your operating model towards DevOps. Our DevOps vision report gives I&O leader’s guidance on how to modify the operating model to focus on velocity and quality to deliver “great” customer experiences.

Products not functional silo’s for customer obesession

The first transition is one of focusing on products not functional IT silos. Developers, operations, QA teams and release teams should be merged into a single team around the product.  This team is accountable for the complete pipeline from ideation to delivery and depending on the culture, support as well.

Evaluate your success, based on the five critical DevOps metrics.

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DevOps, No Longer Just For “Unicorns”

Robert Stroud

The born-digital “unicorn” companies such as Etsy, Google and Netflix, are pioneers of modern DevOps, but BT leaders at companies of all ages, sizes, and types are now eagerly pursuing the same principles.[i] The pressure for speed and quality is DevOps becoming pivotal for all organizations. For example, KeyBank is leveraging DevOps to quickly deliver business new customer capability using streamlined coordination between application development and operations. DevOps is allowing KeyBank to shorten delivery time by up to 85% and reduce defects by at least 30%.  According to a 2016 State of DevOps report, high performers are twice as likely to exceed their organization’s profitability, market share, and productivity goals.[ii]

Understand Your Company's Requirements For Modern Service Delivery

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Master The Cloud-Native Solution Ecosystem Of Container Software

Charlie Dai

Container technologies allow enterprises to create highly differentiated apps and services faster, with better quality and geographic reach, to create compelling customer experiences. They have quickly become an important element of digital business transformation for EA pros because they promise faster software delivery, tremendous scale, higher resiliency, greater flexibility, and broader implementation options. Everything about enterprise app infrastructures, development styles, and architectures is changing, and containers play a key role in each area.

However, Forrester’s TechRadar™ for business technology infrastructure found that containers and container management technologies are still in the Creation stage, meaning that some container components and management tools are immature and changing quickly. Companies must navigate a complex landscape of technology components to build, package, and deploy containers. To help tech management pros accelerate cloud evolution, I’ve recently published a report with Dave Bartoletti focusing on the software landscape for each layer in a typical container management software architecture. Some of the key takeaways:

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