How DevOps is Redefining Application Delivery in the Enterprise: 5 Key Factors to Success
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The document discusses how DevOps and continuous delivery impact application delivery in enterprises, emphasizing five key success factors that influence execution. It highlights the importance of cross-functional collaboration, the challenges posed by increased delivery velocity, and the need for better automation tools. Key findings suggest that improved interactions between development and operations correlate with higher revenue growth and that business demands drive the ongoing push for accelerated software delivery.
How DevOps is Redefining Application Delivery in the Enterprise: 5 Key Factors to Success
- 1. How DevOps and Continuous Delivery are Redefining Application Delivery in the Enterprise Five Key Success Factors and Outcomes August 26, 2015 Julie Craig Research Director EMA Ron Gidron Product Marketing Director Automic Software
- 2. Today’s Presenters Slide 2 © 2015 Enterprise Management Associates, Inc. Julie Craig - Research Director Julie has over 20 years of experience in software engineering, IT infrastructure engineering, and enterprise management. At EMA, Julie’s focus areas include DevOps, application performance and availability management, Application Discovery and Dependency Mapping, software development, and software as a service. Ron Gidron – Product Marketing Director Ron is Product Marketing Director of Release Automation at Automic Software. He has spent the last 14 years in product marketing, product management and pre-sales positions in both startups and large enterprises. Ron's passion lies in the intersection of software, users and market trends.
- 3. A PDF of the PowerPoint presentation will be available An archived version of the event recording will be available at www.enterprisemanagement.com Slide 3 Logistics for Today’s Webinar • Log questions in the Q&A panel located on the lower right corner of your screen • Questions will be addressed during the Q&A session of the event Questions Event recording Event presentation
- 4. How DevOps and Continuous Delivery are Redefining Application Delivery in the Enterprise Five Key Success Factors and Outcomes Julie Craig Research Director, Application Management Enterprise Management Associates (EMA)
- 5. Slide 5 © 2015 Enterprise Management Associates, Inc. Agenda • DevOps and Continuous Delivery in the Enterprise • Software and Business Growth • 5 Key Factors Impacting IT’s Ability to Execute • Summary and Wrap-up
- 6. Slide 6 © 2015 Enterprise Management Associates, Inc. 1“DevOps and Continuous Delivery: Ten Factors Shaping the Future of Application Delivery”, 2014, Enterprise Management Associates, www.emausa.com DevOps “The ideal intersection of people, processes, and tools across the application lifecycle necessary to facilitate cross-functional collaboration enabling the seamless delivery of software to the business”1
- 7. Key Roles Supporting DevOps Across the Lifecycle Slide 7 © 2015 Enterprise Management Associates, Inc.
- 8. “Cross-functional” Teams Exist in High Percentage of Companies Slide 8 © 2015 Enterprise Management Associates, Inc. 96% 4% 0% 20% 40% 60% 80% 100% 120% Yes No Does your company utilize a team of IT specialists with cross-functional development and operations-related skill sets to support the application management function?
- 9. Continuous Delivery “At its most generic, Continuous Delivery encompasses an iterative and ongoing cycle of development, testing, and delivery of software to a targeted destination. In the enterprise, that destination is likely a production environment. For an Independent Software Vendor the destination may be a software product package. Typically, the goal is to accelerate the delivery of software functions and capabilities.” 2 Slide 9 © 2015 Enterprise Management Associates, Inc. 2“DevOps and Continuous Delivery: Ten Factors Shaping the Future of Application Delivery,” 2014, Enterprise Management Associates, www.emausa.com
- 10. DevOps as the “Backbone” for Continuous Delivery in the Enterprise Slide 10 © 2015 Enterprise Management Associates, Inc.
- 11. Agenda Slide 11 © 2015 Enterprise Management Associates, Inc. Agenda • DevOps and Continuous Delivery in the Enterprise • Software and Business Growth • 5 Key Factors Impacting IT’s Ability to Execute • Summary and Wrap-up
- 12. Companies with Better Interactions between Dev & Ops 20 +% More Likely to See Double Digit Revenue Growth Slide 12 © 2015 Enterprise Management Associates, Inc. 87% 13% 66% 34% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Excellent/Above Average/Below Revenue Growth Quality of Interactions between Dev and Ops How would you describe the quality of the overall day-to-day interaction between Development and Operations generally at your company? (Y Axis) Increased more than 10% Increased less than 10%/Same/Decreased Q2: What was the percentage increase or decrease of your organization’s annual revenue from last year to this year? (X Axis)
- 13. “Frequency of Code Delivery” ALSO Correlates with Better Revenue Growth Slide 13 © 2015 Enterprise Management Associates, Inc. 62% 38% 25% 75% Revenue increased more than 10% Revenue increased less than 10%/Same/Decreased Code delivery frequency increased > 10% Code delivery frequency increased < = 10% Q1: How does your organization's frequency of code delivery today compare to that of 12 months ago? (X Axis) Q2: What was the percentage increase or decrease of your organization’s annual revenue from last year to this year? (X Axis)
- 14. Slide 14 © 2015 Enterprise Management Associates, Inc. Agenda • DevOps and Continuous Delivery in the Enterprise • Software and Business Growth • 5 Key Factors Impacting IT’s Ability to Execute • Summary and Wrap-up
- 15. Slide 15 © 2015 Enterprise Management Associates, Inc. 52% 48% 41% 39% 34% 34% 27% 0% 10% 20% 30% 40% 50% 60% Business demands for new products or services Business demands to better compete against competitors Customer demands for new products or services Customer demands for improving application quality Regulatory requirements/changes Executive-driven desire to implement new ideas Industry vertical specific changes Which of the following are the top drivers for the Continuous Delivery initiative at your company? Factor 1: Business and Customer Demands are Driving Accelerated Software Delivery Top 4 CD drivers are business/customer generated
- 16. Factor 2: Increasing Delivery Velocity, Adverse Production Impact Key Continuous Delivery Challenges Slide 16 © 2015 Enterprise Management Associates, Inc. 38% 36% 34% 32% 31% 30% 0% 5% 10% 15% 20% 25% 30% 35% 40% Difficulty delivering new software at velocity expected by business Troubleshooting/root cause analysis of production issues Interactions between Dev and Ops Management support of cross-functional work Difficulty delivering applications at expected service levels Tools do not adequately support cross-functional work What would you say are the biggest challenges of your cross-functional Dev & Ops team?
- 17. Factor 3: Continuous Delivery Taking a Toll on both Dev and Ops Resources Slide 17 © 2015 Enterprise Management Associates, Inc. 45% 43% 31% 30% 15% 0% 10% 20% 30% 40% 50% Development is drawn into production troubleshooting more often Operations is spending more time deploying software Operations is spending more time managing production applications We are experiencing a higher number of performance and/or availability problems All of the above How has the increased frequency of Continuous Delivery impacted production support? High velocity delivery taxing production support resources
- 18. Factor 4: Errors Introduced by High Velocity Delivery can increase Dev Involvement in Production Support Slide 18 © 2015 Enterprise Management Associates, Inc. 48% 46% 46% 38% 34% 31% 0% 10% 20% 30% 40% 50% 60% Design/Development of new applications Modification of existing applications Day-to-day involvement in supporting production applications Software testing Day-to-day involvement in deployment of software to production Collaboration with non-Development groups, i.e., business, IT Ops, QA, etc. Which of the following are the top three (3) activities which consume the bulk of your company’s Development organization’s day-to-day resources? Dev spends as much time supporting product as developing, modifying applications
- 19. Factor 5: Integration Testing, Continuous Delivery Key Focus Areas for “Wish List” Tools Investments Slide 19 © 2015 Enterprise Management Associates, Inc. 34% 33% 32% 30% 30% 26% 26% 19% 17% 0% 5% 10% 15% 20% 25% 30% 35% 40% Software integration testing “Start to finish” Continuous Delivery workstream Requirements management Application lifecycle management “Big Operational Data” correlation/analytics tools Software deployment Application performance and availability management Acceptance testing Software builds If you were in charge of your organization’s management tools budget, which of the following areas would you be most likely to invest in during the coming year? IT professionals cite testing, delivery automation, requirements management as top “most wanted” tools capabilities
- 20. Slide 20 © 2015 Enterprise Management Associates, Inc. Agenda • DevOps and Continuous Delivery in the Enterprise • Software and Business Growth • 5 Key Factors Impacting IT’s Ability to Execute • Summary and Wrap-up
- 21. Key Points • Business, not IT, most often drives accelerated software delivery • But increasing velocity of software delivery brings its own challenges • Code, configuration, and change-related errors are all potential risks • Lack of automation appears to be an essential cause of adverse production impacts of Continuous Delivery • Production errors siphon both Dev and Ops resources, possibly delaying delivery of new features into production • Software testing, automated delivery tools top “wish list” of IT professionals Slide 21 © 2015 Enterprise Management Associates, Inc.
- 22. Process Alternatives in an Agile World How to map existing legacy apps to DevOps © Automic. All rights reserved.
- 23. © Automic. All rights reserved. From Agile Manifesto to Hudson CI Server 23 2001 2008
- 24. © Automic. All rights reserved. Server Virtualization Just Picking up in 2012
- 25. © Automic. All rights reserved. 2010-12 Infrastructure as Code
- 26. © Automic. All rights reserved. Enterprise Applications Are Complex and Integrated
- 27. © Automic. All rights reserved. Increasingly Complex to Manage.... Mainframes Midrange/Minis Client Server IaaS SaaS PaaS Big Data Complexity Internet of Things Low High
- 28. © Automic. All rights reserved. Mainframes Midrange/Minis Client Server IaaS SaaS PaaS Big Data TimetoMarket Internet of Things Minutes Days ….Customers Pressure to Go Faster
- 29. © Automic. All rights reserved. In the Context of Applications Complexity Low High
- 30. © Automic. All rights reserved. In the Context of Applications Complexity Low High
- 31. © Automic. All rights reserved. In the Context of Applications Complexity Low High
- 32. © Automic. All rights reserved. In the Context of Applications Complexity Low High Delivery time expectation
- 33. © Automic. All rights reserved. The Fire Hose is Still on Enterprise IT
- 34. © Automic. All rights reserved. The 3 alternatives 1. Rewrite the application 2. Attempt to codify-Chef/Puppet/Ansible 3. Automate existing process
- 35. © Automic. All rights reserved. Process Alternative Matrix Rewrite Codify Automate Time High High medium Investment High Low Low Resources High High Low Distraction High High Low Disruption to Business High High / Medium Low Risk High Medium Low Practicality ? ? Yes
- 36. © Automic. All rights reserved. 36
- 37. Learn more about leading IT analyst firm EMA at: www.enterprisemanagement.com Slide 37 © 2015 Enterprise Management Associates, Inc.