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© 2015 IBM Corporation
Using Lean Thinking to Identify
and Address Delivery Pipeline
Bottlenecks
Who’s that guy?
Eric Minick
DevOps Evangelist
eminick@us.ibm.com
@EricMinick  Background as a
developer, tester and tools
guy
 Helping clients implement
build, deploy & release
tooling for the past 10
years
Systems of Record
Systems of Interaction
Continuous
client experience
Partner value
chain
Cloud-based
Services
Systems of Engagement
Inefficient software delivery impacts the entire
business
of customers
experience
production delays
>45%
of outsourced
projects fail to meet
objectives
>50%
of budgets devoted to
maintenance and
operations
>70%
to deliver even minor
application changes to
customers
4-6 weeks
DEVELOPMENT/TEST
Speed mismatch between faster moving front office and slower
moving back office systems, delaying time to obtain feedback
SUPPLIERS
Delivery in the context of agile
OPERATIONS
Rapid app releases impact system stability and
compliance
LINE-OF-BUSINESS
Takes too long to introduce or make changes to
mobile apps and services
CRM HR
DB ERP
4
Customers now control the pace of technology adoption
cycles
Days
<10%
Quarters
35%
Months
40%
Weeks
15%
6-12 Month Delivery Cycles Are Still the Norm
Delivery cycle profile across
600 business enterprises
Feedback
cycles
Source—Forrester: “The New Software Imperative: Fast Delivery with Quality”
Moving from Months to Weeks is a challenge
Relatively small practice changes required to go
from 18 month cycles to 3 month
Huge practice changes require to go from
months to weeks or days
Speed is a Capability
7 Source: Forrester report, “The New Software Imperative: Fast Delivery with Quality” Oct 2014
DevOps approach: Apply Lean principles accelerate feedback and
improve time to value
Line-of-
business
Customer
1
3
2
1. Get ideas into production fast
2. Get people to use it
3. Get feedback
Non-Value-added waste
Value-added production work
Lean
Transformation
http://ibm.co/devopsfordummies
IBM DevOps Adoption Model
Practices, tools and services to plan and execute a staged adoption of
DevOps to improve business outcomes
Feedback
Cycles
Productive Waste
Efficiency
Steer Product-based
Agile
Automated
Collaborative
Optimizing
More
Predictable
More
Transparent
More
Continuous
Process-based
Process-heavy
Manual
Silo-ed
Develop/Test
Deploy
Operate
Inefficient Leaner Leaner and Smarter
10
The Big Sources of Wasted Efforts: Find the Hidden Factory
Type of Waste Create Feature Deliver Feature
Unnecessary
Overhead
Communicating ideas/knowledge Communicating between development
and operations
Unnecessary
Re-work
Tasks assigned back to developers
from testing and usage
Tasks assigned back to developers from
production rollbacks
Over-production Unnecessary functionality produced Unnecessary hardware, data center,
personnel
Non-Value-added waste
Value-added production work
Lean
Transformation
What is Overhead? vs What is Productive?
Fat efforts to minimize
Waiting
Training
Reporting
Traceability
Late rework
Duplicate efforts
Metrics collection
Regression testing
Change propagation
Document generation
Meetings/Checkpoints
System administration
Resource accounting
Human inspections
Streamline or automate
More valuable efforts to improve
Scoping
Learning
Feedback
Refactoring
Designing
Teaming
Coding
Testing
Planning
Engineering
Empowering
Prediction
Deciding
Steering
Facilitate or smarten
Priorities of Indian Global System Integrators
Fat efforts to minimize
Late rework
Waiting
Regression testing
Duplicate efforts
Reporting
Document generation
Training
Metrics collection
Change propagation
Traceability
Human inspections
Meetings/Checkpoints
System administration
Resource accounting
Streamline or automate
More Valuable efforts to improve
Scoping
Designing
Planning
Testing
Reusing
Deciding
Steering
Feedback
Coding
Prediction
Engineering
Learning
Teaming
Refactoring
Facilitate or smarten
Eight DevOps Macro Practices
1. Deliver in small increments of functionality.
2. Form dedicated, cross-functional teams.
3. Use loose coupling between applications.
4. Automate environment provisioning.
5. Continuously integrate code.
6. Continuously test.
7. Continuously fund.
8. Provide real-time transparency.
 Throughput of each process must be the equal in order to avoid backlogs.
 When preceding process is upgraded to a higher throughput, subsequent
processes must be upgraded to the same higher throughput in order to maintain
balance.
Optimize pipeline with an even flow end to end
Steer the Product Pipelines
IBM Confidential
Value accrues as product artifacts evolve, NOT by effort
expended or by progress in supporting artifacts
Ideas
Tradeoffs
Delivered
Simple Instrumentation:
Time: Volume:
Cycle time Batch size
Change speed Queue size
Queue time Throughput
• Minimize waiting in backlog queues
• Optimize work in progress
• Adjust capacity and flow
Validate
Build
Proposed
Understood
Verified
Certified
Use spaghetti diagrams show flow of work
1. PM emails Dev manager
2. Dev Manager emails PM
3. PM emails QA Manager
4. QA Manager emails PM
5. PM emails Operations
6. Operations emails PM
Value stream map shows delays
---
30
30
30
30
30
1
1
1
1
1
1
Waiting Working
150 6
1. PM  Dev
2. PM  Dev
3. PM  QA
4. PM  QA
5. PM  Ops
6. PM  Ops
Value stream map after process change
---
---
30
---
30
30
1
---
1
---
1
1
Waiting Working
90 4
1. PM  Dev
2. ----------
3. Dev  QA
4. ----------
5. QA  Ops
6. Ops  PM
19
Stop and Go Deeper
Map your Bottlenecks
Idea/Feature/Bug Fix/
Enhancement
Production
Development Build QA SIT UAT Prod
PMO
Requirements/
Analyst
Developer
CustomersLine of Business
Build
Engineer
QA Team Integration Tester User/Tester Operations
Artifact Repository
Deployment Engineer
Release Management
Code Repository
Deploy
Get Feedback
Infrastructure as Code/
Cloud Patterns
Feedback
Customer or
Customer Surrogate
Metrics - Reporting/Dashboarding
Tasks
Artifacts
Map your Bottlenecks
Idea/Feature/Bug Fix/
Enhancement
Production
Development Build QA SIT UAT Prod
PMO
Requirements/
Analyst
Developer
CustomersLine of Business
Build
Engineer
QA Team Integration Tester User/Tester Operations
Artifact Repository
Deployment Engineer
Release Management
Code Repository
Deploy
Get Feedback
Infrastructure as Code/
Cloud Patterns
Feedback
Customer or
Customer Surrogate
Metrics - Reporting/Dashboarding
Tasks
Artifacts
 The adoption of DevOps ==
increased velocity of application
delivery
 Puts pressure on the
infrastructure to respond more
quickly
 Software Defined Environments
enable you to capture
infrastructure as a software
artifact
Deploying Infrastructure is the biggest bottleneck for
the Delivery Pipeline
Application
Changes
Infrastructure
Changes
Deployment Automation
Blueprint
Application
Resource
Template
Continuous Delivery to Cloud
 Capture cloud pattern to be used for creating an Environment
 Incremental deployment of application builds to cloud environments
 Map the application to multiple cloud patterns
The freedom to provision a version of a full stack or incrementally deploy an
application version into an already provisioned environment
Environments | Processes | Configurations
Create env
from pattern
Deploy app
QA PROD
DEVDEVDEVDEV
Utilize Cloud
Environment
pattern
Cloud Platform
24
Building a DevOps Culture
• Everyone is responsible for Delivery
• Common measures of Success
• Right People are needed
Product
Owner
Team
Member
Team Lead
Team
Member
Team
Member
Senior
Executives
Users
Domain
Experts
Auditors
Gold Owner
Support Staff
External
System Team
Operations
Staff
Above all - it’s all about the People/Culture
Culture:
The words we use and how we behave
Tools impact behavior and vocab
25
Lifecycle Measurements 2008 2010 2012 – 2014 Total
Improvement
Project Initiation 30 days 10 days 2 days 28 days
Groomed Backlog 90 days 45 days On-going 89 days
Overall Time To Development 120 days 55 days 3 days 117 days
Composite Build Time 36 hours 12 hours 5 hours 700 %
BVT Availability N / A 18 hours < 1hour 17 hours
Iteration Test Time 5 days 2 days 14 hours 4 days
Total Deployment Time 2 days 8 hours 4 hours -> 20
minutes
2 days
Overall Time To Production 9 days 3 days 2 days 7 days
Time Between Releases 12 Months 12 Months 3 Months 9 Months
Innovation / Maintenance 58% / 42% 64% / 36% 78% / 22% +20% / -20%
Double-digit revenue growth, increased client adoption, improved client satisfaction
26
How IBM Rational Cloud Hosted Products have improved!
Summary
Look for Queues (there are measures to help)
Check for how Downstream Processes change when something is fixed
Question the real business value of overhead processes like approvals
Use tools to help nudge culture
27
Additional Resources
 Visit UrbanCode Solutions on the Web:
– https://developer.ibm.com/urbancode/
 Learn about IBM DevOps:
– http://www.ibm.com/ibm/devops/us/en/
28
ibm.co/ARDfordummies IBM UrbanCode Deploy ROI Calculator
https://ibm.biz/sdepaper
29 © 2015 IBM Corporation
© Copyright IBM Corporation 2014. All rights reserved.
The information contained in these materials is provided for
informational purposes only, and is provided AS IS without
warranty of any kind, express or implied. IBM shall not be
responsible for any damages arising out of the use of, or
otherwise related to, these materials. Nothing contained in
these materials is intended to, nor shall have the effect of,
creating any warranties or representations from IBM or its
suppliers or licensors, or altering the terms and conditions of
the applicable license agreement governing the use of IBM
software. References in these materials to IBM products,
programs, or services do not imply that they will be available
in all countries in which IBM operates. Product release dates
and/or capabilities referenced in these materials may change
at any time at IBM’s sole discretion based on market
opportunities or other factors, and are not intended to be a
commitment to future product or feature availability in any
way. IBM, the IBM logo, Rational, the Rational logo, and
other IBM products and services are trademarks of the
International Business Machines Corporation, in the United
States, other countries or both. Other company, product, or
service names may be trademarks or service marks of others.
www.ibm.com/devops

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Using Lean Thinking to Identify and Address Delivery Pipeline Bottlenecks

  • 1. © 2015 IBM Corporation Using Lean Thinking to Identify and Address Delivery Pipeline Bottlenecks
  • 2. Who’s that guy? Eric Minick DevOps Evangelist eminick@us.ibm.com @EricMinick  Background as a developer, tester and tools guy  Helping clients implement build, deploy & release tooling for the past 10 years
  • 3. Systems of Record Systems of Interaction Continuous client experience Partner value chain Cloud-based Services Systems of Engagement Inefficient software delivery impacts the entire business of customers experience production delays >45% of outsourced projects fail to meet objectives >50% of budgets devoted to maintenance and operations >70% to deliver even minor application changes to customers 4-6 weeks DEVELOPMENT/TEST Speed mismatch between faster moving front office and slower moving back office systems, delaying time to obtain feedback SUPPLIERS Delivery in the context of agile OPERATIONS Rapid app releases impact system stability and compliance LINE-OF-BUSINESS Takes too long to introduce or make changes to mobile apps and services CRM HR DB ERP
  • 4. 4 Customers now control the pace of technology adoption cycles
  • 5. Days <10% Quarters 35% Months 40% Weeks 15% 6-12 Month Delivery Cycles Are Still the Norm Delivery cycle profile across 600 business enterprises Feedback cycles Source—Forrester: “The New Software Imperative: Fast Delivery with Quality”
  • 6. Moving from Months to Weeks is a challenge Relatively small practice changes required to go from 18 month cycles to 3 month Huge practice changes require to go from months to weeks or days
  • 7. Speed is a Capability 7 Source: Forrester report, “The New Software Imperative: Fast Delivery with Quality” Oct 2014
  • 8. DevOps approach: Apply Lean principles accelerate feedback and improve time to value Line-of- business Customer 1 3 2 1. Get ideas into production fast 2. Get people to use it 3. Get feedback Non-Value-added waste Value-added production work Lean Transformation http://ibm.co/devopsfordummies
  • 9. IBM DevOps Adoption Model Practices, tools and services to plan and execute a staged adoption of DevOps to improve business outcomes Feedback Cycles Productive Waste Efficiency Steer Product-based Agile Automated Collaborative Optimizing More Predictable More Transparent More Continuous Process-based Process-heavy Manual Silo-ed Develop/Test Deploy Operate Inefficient Leaner Leaner and Smarter
  • 10. 10 The Big Sources of Wasted Efforts: Find the Hidden Factory Type of Waste Create Feature Deliver Feature Unnecessary Overhead Communicating ideas/knowledge Communicating between development and operations Unnecessary Re-work Tasks assigned back to developers from testing and usage Tasks assigned back to developers from production rollbacks Over-production Unnecessary functionality produced Unnecessary hardware, data center, personnel Non-Value-added waste Value-added production work Lean Transformation
  • 11. What is Overhead? vs What is Productive? Fat efforts to minimize Waiting Training Reporting Traceability Late rework Duplicate efforts Metrics collection Regression testing Change propagation Document generation Meetings/Checkpoints System administration Resource accounting Human inspections Streamline or automate More valuable efforts to improve Scoping Learning Feedback Refactoring Designing Teaming Coding Testing Planning Engineering Empowering Prediction Deciding Steering Facilitate or smarten
  • 12. Priorities of Indian Global System Integrators Fat efforts to minimize Late rework Waiting Regression testing Duplicate efforts Reporting Document generation Training Metrics collection Change propagation Traceability Human inspections Meetings/Checkpoints System administration Resource accounting Streamline or automate More Valuable efforts to improve Scoping Designing Planning Testing Reusing Deciding Steering Feedback Coding Prediction Engineering Learning Teaming Refactoring Facilitate or smarten
  • 13. Eight DevOps Macro Practices 1. Deliver in small increments of functionality. 2. Form dedicated, cross-functional teams. 3. Use loose coupling between applications. 4. Automate environment provisioning. 5. Continuously integrate code. 6. Continuously test. 7. Continuously fund. 8. Provide real-time transparency.
  • 14.  Throughput of each process must be the equal in order to avoid backlogs.  When preceding process is upgraded to a higher throughput, subsequent processes must be upgraded to the same higher throughput in order to maintain balance. Optimize pipeline with an even flow end to end
  • 15. Steer the Product Pipelines IBM Confidential Value accrues as product artifacts evolve, NOT by effort expended or by progress in supporting artifacts Ideas Tradeoffs Delivered Simple Instrumentation: Time: Volume: Cycle time Batch size Change speed Queue size Queue time Throughput • Minimize waiting in backlog queues • Optimize work in progress • Adjust capacity and flow Validate Build Proposed Understood Verified Certified
  • 16. Use spaghetti diagrams show flow of work 1. PM emails Dev manager 2. Dev Manager emails PM 3. PM emails QA Manager 4. QA Manager emails PM 5. PM emails Operations 6. Operations emails PM
  • 17. Value stream map shows delays --- 30 30 30 30 30 1 1 1 1 1 1 Waiting Working 150 6 1. PM  Dev 2. PM  Dev 3. PM  QA 4. PM  QA 5. PM  Ops 6. PM  Ops
  • 18. Value stream map after process change --- --- 30 --- 30 30 1 --- 1 --- 1 1 Waiting Working 90 4 1. PM  Dev 2. ---------- 3. Dev  QA 4. ---------- 5. QA  Ops 6. Ops  PM
  • 19. 19 Stop and Go Deeper
  • 20. Map your Bottlenecks Idea/Feature/Bug Fix/ Enhancement Production Development Build QA SIT UAT Prod PMO Requirements/ Analyst Developer CustomersLine of Business Build Engineer QA Team Integration Tester User/Tester Operations Artifact Repository Deployment Engineer Release Management Code Repository Deploy Get Feedback Infrastructure as Code/ Cloud Patterns Feedback Customer or Customer Surrogate Metrics - Reporting/Dashboarding Tasks Artifacts
  • 21. Map your Bottlenecks Idea/Feature/Bug Fix/ Enhancement Production Development Build QA SIT UAT Prod PMO Requirements/ Analyst Developer CustomersLine of Business Build Engineer QA Team Integration Tester User/Tester Operations Artifact Repository Deployment Engineer Release Management Code Repository Deploy Get Feedback Infrastructure as Code/ Cloud Patterns Feedback Customer or Customer Surrogate Metrics - Reporting/Dashboarding Tasks Artifacts
  • 22.  The adoption of DevOps == increased velocity of application delivery  Puts pressure on the infrastructure to respond more quickly  Software Defined Environments enable you to capture infrastructure as a software artifact Deploying Infrastructure is the biggest bottleneck for the Delivery Pipeline Application Changes Infrastructure Changes
  • 23. Deployment Automation Blueprint Application Resource Template Continuous Delivery to Cloud  Capture cloud pattern to be used for creating an Environment  Incremental deployment of application builds to cloud environments  Map the application to multiple cloud patterns The freedom to provision a version of a full stack or incrementally deploy an application version into an already provisioned environment Environments | Processes | Configurations Create env from pattern Deploy app QA PROD DEVDEVDEVDEV Utilize Cloud Environment pattern Cloud Platform
  • 24. 24 Building a DevOps Culture • Everyone is responsible for Delivery • Common measures of Success • Right People are needed Product Owner Team Member Team Lead Team Member Team Member Senior Executives Users Domain Experts Auditors Gold Owner Support Staff External System Team Operations Staff Above all - it’s all about the People/Culture
  • 25. Culture: The words we use and how we behave Tools impact behavior and vocab 25
  • 26. Lifecycle Measurements 2008 2010 2012 – 2014 Total Improvement Project Initiation 30 days 10 days 2 days 28 days Groomed Backlog 90 days 45 days On-going 89 days Overall Time To Development 120 days 55 days 3 days 117 days Composite Build Time 36 hours 12 hours 5 hours 700 % BVT Availability N / A 18 hours < 1hour 17 hours Iteration Test Time 5 days 2 days 14 hours 4 days Total Deployment Time 2 days 8 hours 4 hours -> 20 minutes 2 days Overall Time To Production 9 days 3 days 2 days 7 days Time Between Releases 12 Months 12 Months 3 Months 9 Months Innovation / Maintenance 58% / 42% 64% / 36% 78% / 22% +20% / -20% Double-digit revenue growth, increased client adoption, improved client satisfaction 26 How IBM Rational Cloud Hosted Products have improved!
  • 27. Summary Look for Queues (there are measures to help) Check for how Downstream Processes change when something is fixed Question the real business value of overhead processes like approvals Use tools to help nudge culture 27
  • 28. Additional Resources  Visit UrbanCode Solutions on the Web: – https://developer.ibm.com/urbancode/  Learn about IBM DevOps: – http://www.ibm.com/ibm/devops/us/en/ 28 ibm.co/ARDfordummies IBM UrbanCode Deploy ROI Calculator https://ibm.biz/sdepaper
  • 29. 29 © 2015 IBM Corporation © Copyright IBM Corporation 2014. All rights reserved. The information contained in these materials is provided for informational purposes only, and is provided AS IS without warranty of any kind, express or implied. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, these materials. Nothing contained in these materials is intended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBM software. References in these materials to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product release dates and/or capabilities referenced in these materials may change at any time at IBM’s sole discretion based on market opportunities or other factors, and are not intended to be a commitment to future product or feature availability in any way. IBM, the IBM logo, Rational, the Rational logo, and other IBM products and services are trademarks of the International Business Machines Corporation, in the United States, other countries or both. Other company, product, or service names may be trademarks or service marks of others. www.ibm.com/devops