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:
In the days of old, not very long ago, release cycles were measured in years —organizations were using “on-time” and “on-budget" as the mantra for project efficacy. Business today is compelled to deliver business technology in cycles of hours, or days. Faster cycles render not only tradition “waterfall” processes and silo based IT obsolete, it also renders traditional metrics ineffective! These arcane metrics no longer deliver the visibility and granularity tech pros need to fine-tune their delivery capability. The mission has transitioned to rapidly deliver high quality, high value solutions. For all, this is a significant shift from the past, when the main points of focus were schedule, cost, and efficiency. Modern software metrics — speed, quality, and value — are based on continuous feedback from business partners and customers.
We are eager to announce a beacon of light to help penetrate the post-holiday fog: Forrester’s DevOps Benchmark Survey for 2017 is officially live! Led by myself and Researcher Elinor Klavens, this benchmark survey serves as the backbone for a large portion of our DevOps research, facilitating the identification and tracking of trends and supporting our research including predictions for the future. Pivotal to many of our reports, this is your opportunity to shape our research, including our upcoming report “Six Trends That Shape DevOps Adoption In 2017 And Beyond.”
The DevOps survey expands on the extensive data contained in Forrester’s Business Technographics survey, drilling into the context, adoption, use, and plans with DevOps. The research team uses the survey’s findings to provide deeper, more informed insights to help guide your DevOps journey. Questions - including how you are dealing with the business mandate of velocity, how DevOps is changing your culture, and where you see DevOps heading - are partnered with practical use of tools and automation.
No matter where you are on your DevOps journey, please take five minutes to complete the survey! All participants can receive an executive summary of the results of the survey after it closes on February 13, 2017.
Additionally, should you want to share your DevOps experiences in more detail or provide more feedback please connect with me at RStroud@Forrester.com or @RobertEStroud
Every business today is under pressure from a startup that is disrupting their traditional market. We have seen this in the taxi industry with Uber[i], ATOM Bank is revolutionizing banking[ii] and Airbnb the hotel industry.[iii] The overused statement that today every business is a software business, is resonating in every industry and we are all under pressure to not only deliver faster, we must do so with quality and add value to our respective businesses.
Delivering faster requires a new model, one which features smaller changes driven through faster high-quality release cycles that leverage end to end automation. To guide the transition, infrastructure and operations (I&O) pros should employ the CALMSS competency model (Culture, Automation, Lean, Measurement and management, Sharing, and Sourcing). All team members who are engaged in the product life cycle – from individual contributors to the executive team – must master these competencies. I&O pros must also use benchmarks to assess their progress and to maintain or adjust their current DevOps competencies accordingly.
Enterprises today are focusing on delivering applications faster to drive customer experiences and drive business transformation to meet rising expectations. For some, faster delivery is simply faster time to disappointment where the delivery process is shoddy and speed is the only metric. Speed without quality in an oxymoron – and extremely dangerous. The automation of the process known as Application Release Automation (ARA) is one of the critical impediments in the DevOps journey for I&O organizations today. ARA tools are designed to remove errors from manual processes by standardizing and automating the movement of applications with middleware and infrastructure – the critical final step in the delivery pipeline of applications to deliver customer value.
Continuous delivery is the goal; ARA tools are the vehicles to get there
To quickly recap: this is the age where digitally empowered customers are driving firms to become customer-obsessed, digital businesses that apply customer-led, insights-driven, fast, and connected technology. You may be asking “What does this have to do with me and my responsibility in Infrastructure and Operations?” To answer in brief, your CIO and technology management organization play central roles in making your firm customer obsessed because:
Technology enables dramatic business transformation.Customer-obsessed digital businesses exploit digital technologies to create new customer value and increase operational agility in service of customers. Companies that understand how to master these challenges are driving digital transformation to become digital predators. Forrester predicts that by 2020, every business will be either a digital predator or digital prey.
Customer-led business value drives technology investments. Tech management organizations must understand, manage, and communicate technology’s role in delivering customer-obsessed outcomes like digital customer experience. Technology executives responsible for service design and delivery must minimize the cost of MOOSE (spending to maintain and operate the tech organization, systems, and equipment) for ongoing operations, deliver the agreed quality of service, and shift investments to customer-obsessed innovation. Only 14% of budgets for new IT initiatives and projects support sell-side business operations.
Did someone forget to tell the mainframe it was irrelevant?
For many years, the much lauded death of the mainframe has been espoused by many pundits. Many believed the end of the mainframe would be further accelerated with the rapid growth of cloud adoption. I am sorry to report to those naysayers, the mainframe didn’t get the message, and lives on, alive and well as the beating heart of many large businesses. For instance, the mainframe is leveraged by 92 of the top 100 banks worldwide, 23 of the top 25 US retailers, all 10 of the world’s 10 largest insurers, and 23 of the world’s 25 largest airlines.[i]
Mainframe is part of the digital business ecosystem
The drive for speed to counter competitors and deliver new and agile solutions has never been more evident. Successful digital businesses have found the secret to unleashing the data and business processes within their mainframe-based applications. Starting with “ad-hoc” integrations between systems of engagement and systems of record, they soon find the ability to define innovative products and services is limited by an inability to evolve and improve their mainframe applications. For instance, a simple mobile insurance application is actually just the gateway to a complex set of applications that must work seamlessly with the mobile application and with each other to provide customers and prospects with great experiences.
The race to digital is heating up in financial services (FS) organizations; increasingly, the engine making this happen is Agile. Why? Quite simply, it is software that makes any financial business truly digital. Organizations are therefore in a rush to become great at rapidly innovating, developing, and delivering new software products to win new clients and retain and serve existing ones.
Oliwia Berdak and I have just published twin reports — one for eBusiness and channel strategy professionals, and one for AD&D leaders — that share our findings on how FS organizations are trying to ramp up their digital innovation capabilities rapidly by leveraging Agile and other innovative models.
Our key finding comes in response to a question: Are you building a digital lab that contains great developers but is isolated from key business leaders and other technology management teams? If the answer is yes, don’t! If separate digital units pursue disruptive opportunities, they will often end up with just front-end apps or proofs of concept that are impossible to integrate and scale with same speed they were developed.
Today’s customers, products, business operations, and competitors are fundamentally digital. Succeeding in this new era mandates everyone constantly reinvent their businesses as fundamentally digital. You have two choices,
· become a digital predator; or
· become digital prey.
To compete in this new digital market norm, software applications and products must contain new sources of customer value while at the same time adopting new operational agility. I&O pros need to change from the previous methods of releasing large software products and services at sporadic intervals to continuous deployment. All must adopt key automation technologies to make continuous deployment a reality.
Over the past 25 years, many organizations have modelled their support – and in some cases their delivery organization – after the ITIL frameworks and processes. For many, ITIL has been helpful in establishing the rigor and governance that they needed to bring their infrastructure under control in an era where quality and consistency of service was critical and technology was sometimes fragile.
Today, we are 5 years into “The age of the customer” – an era where customer obsession is driving technology and which demands a culture of speed and collaboration to differentiate and deliver extraordinary customer experience to drive business growth. In this era, the rise of mobility and the race to deliver differentiated business processes is critical to success. Your development teams are driving velocity and elasticity with increased quality and availability, leveraging DevOps practices and often driving change directly to production.
This transition has led some organizations to experience friction between the competing priorities, velocity and control, especially for those who continue to execute on the traditional model of ITIL.
ITIL is starting to show signs of age. That does not mean it is on the verge of demise. ITIL must adapt. To understand the relevance of ITIL and IT Service Management practices in this era of Modern Service Delivery, Eveline Oehrlich and Elinor Klavens and I have embarked on a review of ITIL and the use of IT Service Management practices supporting todays BT agenda.