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

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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DevOps, Invest For Velocity And Quality!

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, No Longer Just For “Unicorns”

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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Effective Metrics Are Critical For DevOps and Agile Success

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.

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Welcome to 2017: The year of #DevOps

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

Again, welcome to 2017, the year of #DevOps…. 

DevOps The Code To Delivering With Velocity, Quality And Agility

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.

To achieve velocity, organizations are turning to DevOps in their cultural and technology transformation. In my recent report, “How To Deliver Services With Quality, Agility, And Value,” I look at these issues and discuss how to pragmatically assess your DevOps journey.

CALMSS A Model For Success.

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.

Automation: “The Weakest Link” To DevOps Success

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Velocity with quality mandates a model based approach to ARA tools and DevOps

DevOps velocity mandates change velocity

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

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DevOps And The Mainframe, A Perfect Match?

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.

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Customer-Obsessed Businesses Driving Infrastructure Transformation

Customers today are hyper-connected and their connectivity is rewriting the rules of business. Access to mobility, social networks, wearable devices, connected cars and hotels managed by robots are rapidly changing the behaviors of how customers engage and purchase. Think how you watch a film, shop or order a taxi.

The disruptive power in the hands of newly tech-savvy customers is forcing every business to evolve into a digital business or perish.

Infrastructure is at the center of the Digital Transformation

The digital transformation requires that organizations evolve their underlying technology infrastructure investments to fuel a business technology (BT) agenda, with technology designed to win, serve, and retain customers. Infrastructure – whether it is managed internally or hidden behind some cloud service – is a big part of the digital in digital business. I&O leaders can no longer simply focus on the same old approach to infrastructure. Internal business operations, or systems of record will remain important, but the emphasis must shift more to systems powering the newer digital customer experience

We are all aware that software is at the center of transitioning every successful business today. This software focus fueled a rapid expansion of cloud services and many argue that there is no longer a necessity to own hardware. This has turned the infrastructure world upside down. Hardware speeds and feeds no longer dominate infrastructure and operations (I&O) professionals' criteria. In some use cases, qualities like the fastest packet-processing chip or largest disk capacity are critical, but they matter less to many of the systems of engagement in the BT agenda. As you design your BT services, be aware of which solution is right for optimizing the customer experience.

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Velocity Mandates DevOps And Continuous Deployment

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.

At Forrester, my colleagues and I (including the great Amy DeMartine) developed our recent TechRadar™: Continuous Deployment, Q2 2016 which look at the the top use cases, business value, and outlook of the 12 top technologies engaged in in continuous deployment.

Our key findings include:

Continuous deployment is critical to unlock velocity

In this new era of digital business, I&O pros must automate across the entire software delivery life cycle, creating the ability to continuously deploy while assuring service quality.

No Silver Bullet

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