Agile EcoSystem

© 2015 Impavid Consulting IncNew Frontier: Cloud, Agile, DevOps1
New Frontier: Cloud, Agile, DevOps
Fearless plunge into the new frontier

© 2015 Impavid Consulting IncNew Frontier: Cloud, Agile, DevOps
Agenda
2
• Introductions
• Cloud – Now and Future
• Agile (SAFe, Scrum at Scale)
• Continuous Delivery
DevOps, TestOps, SecOps
• Enterprise Transformation
• Q&A
Alan Turing Office Bletchley Park,
Photography Copyright © Justin Hill
The world of IT and application implementation is shifting rapidly towards the Cloud
ecosystem.
We will explore the leading practices that organizations are implementing and emerging
technology within the Cloud ecosystem.

1.0E+05
1.0E+06
1.0E+07
1.0E+08
1.0E+09
1.0E+10
1980 1985 1990 1995 2000 2005 2010
NumberofTransistors
10
6
10
5
108
10
9
1010
107
1 Million
1 Billion
~50% CAGR
1.0E+02
1.0E+03
1.0E+04
1990 1995 2000 2005 2010
ClockSpeed(MHz)
Intel Processors
IBM Processors
103
102
104
Power3
Power3-II
Power4
Power4+
Power5
GS/GT
Power5+
Power6
Z6CPZ6SC
BlueGene/L
BlueGene/P
Power5+
Intel's 2003
Roadmap
RS64-4
1
10
100
1000
1980 1990 2000 2010 2020
Performance(A.U.)
Historical
Historical SOI
Modeled
•Agile, DevOps,
•TestOps
Technology innovation and inherent interconnectivity is faster
than humans can comprehend and adopt, or is it?

Today, the processing power of the web is about equivalent to
one human brain. By 2040, it will exceed the total processing
power of all of humanity
Every day, 15 petabytes of new information
are being generated. This is eight times more
than the information in all U.S. libraries
By 2012, the amount of digital information will
grow to 988 exabytes (equivalent to a stack of
books from the sun to Pluto and back)
80% of new data growth is
unstructured content
Along with the incredible technology speed of innovation,
there is unimaginable amounts of data to consume
The amount of data stored is doubling every 18 months
IDC, Aberdeen
Content on the internet tripled between 2010 and 2013 GoGlobe / Qmee

“Major changes will soon alter the assumptions used to plan strategically in every
industry, including shifts in technology that make previously impossible business
designs now possible.” – Gartner, March 2014
New business models bring focus to complexity forcing new
business models and shift current business value chains
5

The technology and data combination is creating complexity
for customers, organizations, and society…and is an opportunity
 Social+Mobile+Cloud (SoMoCo)
– Social is how people want to work – retention, hiring, productivity, succession/promotion,
generational
– Mobile is how workers want to be – access their systems and data from anywhere, on any
device
– Cloud – is the engine underneath social and mobile, and soon high percentage of all business
applications
 Big Data
– Business intelligence analytics spearheading predictive strategies
82% of companies saved money when
they moved to the cloud
CSC
Within the next two years, over half of the capital allocated to
IT budgets will be spent on cloud computing
IDG
56% of SMEs are now using cloud services
AGDC
6

Cloud Landscape: Moving to Multi-Tenant Hybrid architecture
platforms
7
7 in 10
report they will always
have a
blend of traditional IT
and cloud

Leaders gain competitive advantage through hybrid cloud, enabling
digital transformation and next-generation initiatives
• 70% of hybrid implementers report they will always have a blend of traditional IT and cloud
• 9 in 10 leaders say hybrid is crucial to their strategy and gives them greater ROI than
all-traditional or all-cloud environments
• 85% of leaders report that hybrid cloud is accelerating digital transformation in their
organization
Deliberate and comprehensive hybrid
strategy
3x more likely to have an enterprise-wide hybrid
strategy
Advanced hybrid management
5x more likely to use advanced prescriptive
and predictive real-time analytics
Hybrid transforms culture
2x more likely to report hybrid cloud helps reduce
shadow IT
Improved security & data protection
Over 2x more likely to say hybrid cloud eases
data protection
Efficiency & productivity
Leaders gain more value from hybrid
cloud—improving productivity,
reducing costs and maximizing
traditional IT
Digital business
Leaders are 4x more likely to be
using hybrid cloud to launch new
digital services
Next-gen initiatives
Leaders are 5x more to be using
hybrid cloud to drive initiatives in
cognitive computing
Source: IBM Center for Applied Insights study “Growing up Hybrid: Accelerating digital transformation”

Agile is not a methodology, but is a conceptual framework for undertaking software engineering projects
Agile Methods
SCRUM:
• Small teams of 6-8 people
• “Backlog” defined requirements that
will be addressed in each Sprint
• Daily 15 min.Scrum meeting to
discuss work for the day
Extreme Programming
(XP):
•Based on values of simplicity,
communication, feedback,
courage, and respect
•Start with simple solution, add
complexity through refactoring
Unified Process:
• Simplified version of Rational Unified
Process – reduced number of
disciplines
Crystal:
• Frequent delivery
• Reflective improvement
Adaptive:
• Repeating Speculate, Collaborate,
Learn cycles
• Provides for continuous learning
and adaptation to changing project
state
Feature Driven Dev.:
• Develop feature list
• Plan, Design, Build by Feature
Dynamic Systems
Development Method
(DSDM):
•3 primary phases: Pre-Project,
Project Life-Cycle , Post-Project
Agile Techniques: The above methods involve a number of different techniques including
Continuous integration
Design improvement
Small releases
Simple design
Static Analysis
Coding standard
Sustainable pace
Whole team
Test-driven development
Planning game
Pair Programming
Refactoring
Agile is the catalyst for digital and new economy transformation,
massive adoption leading to institutionalization

Are We Building Things the Right Way?
Agile software
projects succeed
3X more often than
Waterfall projects
•Data from 2002—2010
•Copyright © 2011 by The Standish Group
International, Inc.
•Challenged
• late (100% median)
• over budget (50%
median)
• lacking functionality
• low quality
•Challenged
• late (100% median)
• over budget (50%
median)
• lacking functionality
• low quality

Why Agile Works – Continuous Stakeholder Involvement
Identify defects early!
 Earlier collaboration on requirements definition
 Supports changing business needs (prioritize during iteration)
 Earlier defect identification/removal
 Faster time to delivery
Agile
Waterfall

Over 8 quarters, the overall
market for the product growing
from $10 million to $11.4 million.
With no code released, revenue
drops from $1 million per quarter
to $807,000, with market share
falling from 10% to 7%.
The opportunity cost of failing to
release software over two years
is $216,257.
However, with 2 code releases
per quarter, market share goes
from 10% to 19%.
http://www.cloudmunch.com/devopsROI
More companies across industries see business results that are
undeniably attributed to Agile and DevOps

Scrum is #1 practice being adopted
 Distributed teams
 Daily Scrum Meeting, Scrum of Scrums
 Self-directed teams that coordinate through
a daily stand-up meeting (e.g. estimation
and planning done in common)
 Release Planning
 Product Backlog
 Done
 Ready
 Flow
 Lean
 Sprint Review Meeting
 Sprint Planning
 Self-organizing teams
 Workers daily update the Sprint Backlog
 Meaningful metrics

Most adopted Scrum Ceremonies
Ceremony Time
Box Input Output Value
Backlog
Grooming*
<1 hr
Draft User Stories,
Epics from Product
Owner
Finalized User Stories
Technical Stories
Ranking for top PBIs
Product Backlog &
Team are ready for
Sprint Planning
Sprint
Planning
2 - 8 hr
Ranked Product
Backlog with
Acceptance
Criteria
Sprint Backlog:
•Selected stories + estimates
•Tasks + estimates
Team has a plan to
implement Sprint
Backlog
Daily
Scrum
(Stand-up)
<15 min In-progress Tasks
Tasks updated
Impediments raised
Team members on
same page re: Sprint
progress and
impediments
Sprint
Review
< 1 hr
Demo prepared for
completed stories
New Stories, based on review
by Product Owner
Ranking may be revised
Deliverables reviewed;
feedback from stake-
holders, other teams
Retro-
spective
1 - 1.5
hr
Sprint performance
data, e.g.
Burndown chart
Short list of improvements for
next Sprint, with owners
Learn from experience,
enable continuous
improvement
* Not officially a Scrum Ceremony, but important

Retrospective Meeting: 1 hour
Learn from experience
Sprint Review Meeting: 1 hour
 Product Owner reviews deliverables
Daily Scrum (Stand-Up) Meeting: 15
min
Sprint Planning Meeting: < 8 hrs
Plan work to be done in Sprint
Most adopted Scrum practices
Sprint:
2—4 weeks
Implement
requirements in rank
order

XP (eXtreme Programming) is #1 technical practice adopted,
requirements for DevOps
 Small Releases
 Refactoring
 Testing / Test-driven Development
 Pair Programming
 Sustainable Pace / 40-hour Week
 Team Code Ownership
 Coding Standards/Conventions
 Simple Design
 Planning Game
 Continuous Integration / Build
 On-site Customer
 Story Cards Summarize Requirements
 Prototype UIs and UI navigation
 Stand-Up Meetings
 Workspace Environment
 Iteration Completeness
 Architectural Spike
Source: Image from Kent Beck, Extreme
Programming Explained (Reading, MA: Addison-
Wesley, 2000), 73.

Most adopted Cadence
Continuous Cadence:
Requirements (as “Stories”) are completed before Sprint starts
Planning is continuous, not phased
•Working
Days
•Day 1 •Day 31
•Sprint Planning Meeting
•Begin Dev & Testing
•Sprint Review
•Day 3 •Day 5 •Day 7 •Day 9 •Day 11 •Day 13 •Day 15 •Day 17 •Day 19 •Day 21 •Day 23 •Day 25 •Day 27 •Day 29
•Sprint N-1 •Sprint N •Sprint N+1
•
•Retrospective
•Backlog
•Grooming
•Backlog
•Grooming
•Sprint Planning Meeting
•Begin Dev & Testing
•
•Sprint Review
•Retrospective

Agile Lifecycle Management practices and tools being quickly
adopted
Store requirements, create plans, track progress
•Screen shot of Jira Agile, from Atlassian

Cross platform virtual anywhere Collaboration adoption is
spreading quickly
Capture and share information, conduct discussions, build a knowledgebase, etc.
•Screen shot of Confluence, from Atlassian

Continuous Integration is the starting foundation of DevOps being
adopted quickly, part of the real-time collaboration
Automate Build-Deploy-Test cycle, to support daily regression testing, internal
deployment, and production deployment of products
Screen shot of Bamboo, from Atlassian

Team size and interconnection is a critical factor
•US •India
•US •India
Deliberately
Distributed
Teams
•Team 1
•Team 2
•T
ea
m
1
•Tea
m 2
Coordinating
Collocated
Teams

Application layers and platform is a critical factor
DB
Middle Tier
GUI
Architecture Layer
Component Layer

Features drive large scale execution across teams
Features or Epics at
the Program Level
Need to align to
Application or
Component Teams

High performing teams are essential for high performing
enterprises

Agile organizations are different
• Scrum Teams by Feature, Architecture
Layer, or Component Layer
• UI, Front End, Back End, Tester
Big Agile Effort
Executive Committee
Executive
Product Leader Quality Leader
Architecture
Leader
•Program
Management
Office
•Executive
Sponsorship
•Decision
•Making
•Body
Big Agile Effort Program Management Office
Advisory Committee
Agile
Coach/Scrum
Leader
UI/UX
Leader

Product organization is key and requires tight cohesion with
development and engineering teams
26

Do You Believe!
Gartner client feedback indicates that adoption of agile development methodologies and the
implementation of DevOps-related tools and processes are laying the groundwork for more
extensive Web-scale IT adoption. But cultural issues loom large, and the historical
outsourcing of engineering talent has left many enterprises with a surfeit of skills to
implement this approach.

‘‘Shift LeftShift Left’’ – Operational Concerns– Operational Concerns
‘‘Shift LeftShift Left’’ – Operational Concerns– Operational Concerns
DevOps and TestOps is the virtual glue to a lean and
fast quality software development project
Also DevOpsSec is becoming an important part of the fabric or glue
28

SecOps / DevSecOps is becoming a single holistic solution
platform
29

Platform and software complexity driving simplicity
30

SCM
Build / CI
Server
Unit testing
Test Automation
Test Stubbing
Delivery
Pipeline
Environment
Configuration
Automated
Monitoring
Asset
Repository
The general DevOps ecosystem includes people, process
and tools that are shared between the Dev+Ops teams
Test Environment Management
31

Groom
feature
Dev 1
Dev 2
Dev 3
Art
Dev 1
Dev 2
Dev 3
Integrate
& Test
•Waste 2d •2wk 3wk
•1wk
•6wk 3wk •1wk 3wk •4wk 4wk
•1wk •2wk •1wk•1h •1wk
•5wk 2wk
•Vale
Deploy
Improve team efficiency 10% yields
1.5% improvement
Eliminate 10% waste
yields 8.5% improvement
DevOps is the first highly visible winning solution you can
implement to eliminate waste, accelerate flow and delivery

•How do we explain
DevOps?
•What is DevOps ?
Why should I do
DevOps?
•How much should I
bite off?
•What solution do I
need?
•Who else has done
this before?
•What is the right
deployment plan?
•What solution should
we propose?
•How do we focus and
scope the first step?
 Shift Left
…
•Best model to
get the first
quick win?
•Lets go!
•Reference Architecture
& Deployment Model
• Roadmap
•Practice Improvements
•Focus Areas
•Quickstart
•Quick Win
Pilot
•How long to the
first win?
•How do I go about it?
•Explore, Understand
•Assess, Plan
, Deploy
IBM DevOps Journey Roadmap
If you have no DevOps start with implementing:
Monitoring and Instrumentation
Software Configuration Management

Phoenix Project and Cookbook Devop Adoption Journey –
First Way (Flow)
Create One Step Environment Creation Process
Make environments available early in the Development process
Make sure Dev builds the code and environment at the same time
Create a common Dev, QA and Production environment creation
process
First Way: Flow
Deploy Smaller Changes and Releases (increase MTTR)
Decouple feature releases from code deployments
Deploy features in a disabled state, using feature flags
Require all developers check code into trunk daily (at least)
Practice deploying smaller changes, which dramatically reduces risk
and improves MTTR
First Way Results
Creating single repository for code and environments
Determinism in the release process
Consistent Dev, Test and Production environments, all properly built before deployment
begins
Features being deployed daily without catastrophic failures
Decreased lead time
Faster cycle time and release cadence
MTTR is Mean Time to Repair
MTTR vs MTBF
MTBF is Mean Time Between
Failures

Second Way: Feedback
Second Way Results
Defects and security issues getting fixed faster than ever
Disciplined automated testing enabling many simultaneous small, agile teams to work
productively
All groups communicating and coordinating better
Everybody is getting more work done
Version control of all production artifacts
Continuous integration and deployment
Automated acceptance testing
Peer-review of production changes (vs.
external change approval)
High trust culture
Proactive monitoring of the production
environment
Win-win relationship between Dev and
Ops
Second Way (Feedback)

Third Way: Continual Experimentation and
Learning
“Do painful things more frequently, so you can make it less painful… We don’t get
pushback from Dev, because they know it makes rollouts smoother.”
– Adrian Cockcroft,
Former Architect, Netflix
(Now Technology Fellow, Battery Ventures)
 On Oct 21-23, we held the DevOps Enterprise Summit, a conference
for horses, by horses
– Macy’s, Disney, GE Capital, Blackboard, Telstra, US Department
of Homeland Security, CSG, Raytheon, Ticketmaster, Union Bank
of California
 Leaders driving DevOps transformations talked about
– The business problem they set out to solve
– The obstacles they had to overcome
– The business value they created
Third Way (Continual Experimentation and Learning)

Systems of Engagement (SoE) Apps
Rapid
Releases AppStore
Monitor
and Optimize
Release
and Deploy
Develop
and Test
IntegrationTest
Monitor
and Optimize
Develop
and Test
Web Apps
Frequent
Releases
Production
Environment
Databases
Systems of Record (SoR) Apps
Fewer
Releases
Databases
DevOps teams, tools, and processes align to the project or
companies technology stack
37

Google, Amazon, Netflix, Etsy, Spotify, Twitter, Facebook …
Dynatrace, CSC, IBM, CA, SAP, HP, Microsoft, Red Hat, …
GE Capital, Nationwide, BNP Paribas, BNY Mellon,
World Bank, Paychex, Intuit …
The Gap, Nordstrom, Macy’s, Williams-Sonoma, Target …
General Motors, Raytheon, LEGO, Bosche …
UK Government, US Department of Homeland Security …
Kansas State University…
30x more frequent deployments
8000x faster lead times
2X Change success rates
2X more likely to exceed profitability,
productivity, and market share goals
50% higher market capitalization growth
over 3 years
89% are using infrastructure version control
82% are using automated code deployments
•Source: Puppet Labs 2012 State Of DevOps: http://puppetlabs.com/2013-state-of-devops-infographic
•Source: Gene Kim – Survey from 2014 DevOps Enterprise Summit
Many companies are implementing DevOps and are
experiencing material and substantial success

16%
identified as
DevOps
Department
Puppet Labs Webinar 2014 State of DevOps
Some organization are looking for a permanent cultural
change allowing standing DevOps virtual teams
95% of all capital projects have an IT component…
50% of all capital spending is technology-related

Examples of Platforms and Computing Layers that
DevOps requires integration during a software project
www.vdatacloud.com
wmarkosrendell.wordpress.comww.crossvista.com
www.vdatacloud.com
40

DevOps need to work in all technology stack and reference
architectures
www.relevancelab.com
www.w3.org www.relevancelab.com

From a Big Picture view here are the technical capabilities
that DevOps interconnects
42

•PVCS
•SVN
•Artifactor
y
•Splun
k
•Jenkins
Maven
•Ant
•Puppet
•chef
•HP ALM
•Policy Tester
•Selenium
•Smart Cloud Control
Desk
•PMG
•ServiceNow
•Microsoft Team Foundation Server
•Serena Dimensions
IBM has an overall DevOps implementation solution, but
the speed of emerging technology will disrupt over time
43

The DevOps tool landscape is emerging and in constant flux
of need entries and technology innovations
thebpmfreak.wordpress.com
Logging
PaperTrail
Logstash
Loggly
Splunk
SumoLogic
Configuration
Management:
Puppet / MCollective
Chef
Ansible
CFEngine
SaltStack
RANCID
Ubuntu Juju
Unit Test and Build Tools
Solano
Jenkins
Maven
Ant
Gradle
Monitoring, Alerting, and Trending
New Relic
Nagios
Icinga
Graphite
Ganglia
Cacti
PagerDuty
Sensu
Miscellaneous Tools
Multihost SSH Wrapper
Code Climate
iPerf
lldpd

Two of the emerging DevOps technology innovations are
Containerization and Microservices
Docker is an open-source project that automates the deployment of applications inside software containers, by providing an
additional layer of abstraction and automation of operating-system-level virtualization on Linux.[2] Docker uses resource
isolation features of the Linux kernel such as cgroups and kernel namespaces to allow independent "containers" to run within
a single Linux instance,[3] avoiding the overhead of starting virtual machines when that virtual machine lacks virtual machine
forking technology.[4][5]
Containerization is a lightweight alternative to full machine virtualization that involves encapsulating an
application in a container with its own operating environment. This provides many of the benefits of loading an
application onto a virtual machine, as the application can be run on any suitable physical machine without any
worries about dependencies.
LXC
Solaris
Containers

Future of Agile is enterprise transformation focusing on large
scale, complex, and mission critical investments
46
https://less.works/less/framework/index.html
http://www.scaledagileacademy.com/
http://www.disciplinedagiledelivery.com/agility-at-scale/

Spotify, SAP and GM Case Studies
47

IBM Case Study

PepsiCo Case Study
2015
2016+
2013
Roadmap &
Alignment
2013
Roadmap &
Alignment
Optimization
& Agility
Leverage
& Elevation
2014
Integration &
Standardization
ValueCapability&EnablementValueCapability&Enablement
Customer Driven Focus & Value SustainabilityCustomer Driven Focus & Value Sustainability
Become More Agile
Leverage our Scale
Extend The Global Network
The journey begins with the PECs
alignment on an Integrated PepsiCo
Operating Model (POM)
Holding / Hybrid
(Loosely Related)
Divisional
(Closely Related)
Organizational Structure
2012
Foundation &
Commitment
2012
Foundation &
Commitment
Design Ideas

Nationwide Insurance Case Study

State Farm Insurance Case Study

Amex Case Study
Agile Prep
3 Weeks**
Agile Project Selection
Business Case,ROI
Define
•Reference
Architecture
•Tech Story
Cards
•UI/UX
Design
•Test Strategy
•Test/Prod
Specification
•PGB
•Sprint 1
Planning
Sprint 0 Sprint 1…N
Sprint Planning
Product Backlog
Story Cards
Design, Develop,
Test
Show and Tell
Business
Approval
Retrospective
Details on Next Page
Release
Testing
•PT
•SIT
•UAT
•Admin
Setup
•Data
•Migration
•Deploy
Deployment Warranty
•Defect
Fixes
3 Weeks**
2 Weeks**
Sprints at 2 Weeks
Each**
4 Weeks** 2 Weeks** Period:
TBD by SDLC
Elaborate, Design, Build, Test
ProjectManagement: Metrics, Tracking, Status, Financial Management, Risk/Issue Management
Infrastructure Management: Dev, Test,Production Environment, Deployment
Business Operations: End-User Training, Administrator Prep, Org Readiness
** Can vary based on
project complexity
•Agile
Training
•PMF
Training
•Infrastructu
re Planning
•Resource
Model
• Resource
Mobilization
•Strategy
•Vision
•Road Map
•Scope
•Project
Setup
•Release
Plan
•Product
Backlog

Gervias (Jay) Johnson Bio
53
Impavid Consulting Inc. is a Training and Consulting firm focused on Agile Transformation
and Adoption, Agile/Scrum/SAFe certification training, Enterprise Engineering training and
consulting, and Cynefin Framework Adoption. We focus on solving problems and providing
solutions for our customers within Cloud, Mobile, Big Data, and on-premise platforms.
Gervais C. Johnson, Solution Delivery Leader
Email: gervais@impavidagile.com
Mobile: 813-494-0867
Impavid Consulting Inc.
Strategic Partners
Gervais Johnson with 30 years of Software Engineering and 16 years of
Agile implementation experience, has transformed several Fortune 500
companies, trained over 1000 professionals, and during his 18 year tenure at
IBM provided thought leadership for Agile, Cloud, Mobile, and Big Data.
Gervais has started Impavid Consulting Inc. to help companies realize their
goals and passions. Gervais is an executive within TEMS Inc providing
Omnium the next generation DevOps solution.
Impavid Consulting Inc
TEMS Inc
Omnium (on IBM Cloud Market Place)

Q&A / Open Discussion
54

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