Accelerating Digital Evolution with DevOps and …...Accelerating Digital Evolution with DevOps and...

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Accelerating Digital Evolution with DevOps and Legacy App Modernization Building the roadmap to reduce maintenance costs while fast-tracking software deployment and innovation

Transcript of Accelerating Digital Evolution with DevOps and …...Accelerating Digital Evolution with DevOps and...

Page 1: Accelerating Digital Evolution with DevOps and …...Accelerating Digital Evolution with DevOps and Legacy App Modernization Building the roadmap to reduce maintenance costs while

Accelerating Digital Evolution with DevOps and Legacy App ModernizationBuilding the roadmap to reduce maintenance costs while fast-tracking software deployment and innovation

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Director of Solutions, Neudesic, Houston

Engagement Manager, Neudesic, Houston

Director of Client Services, Neudesic, Houston

Mike Nydell Lucas Scanlon Don Lukasek

[email protected] [email protected]@neudesic.com

Presenters

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Event Sponsors

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Our Profile

• 17-year MSFT Partner• 12 offices nationwide• 900+ consultants• 700+ clients• 2000+ engagements

About Us

Our Strategic and Technical OfferingsWe offer a broad range of expertise including:• Artificial intelligence• Data and analytics• Cloud infrastructure, migration and strategy• Custom application development• DevOps and Continuous Delivery• Managed services• And more!

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Our Microsoft Awards2015 Big Data & Analytics Partner of the Year

2016 US Data Analytics Partner of the Year

2017 United States Partner of the Year

2017 Global Cloud Apps Partner of the Year

2017 National Solution Provider Partner of the Year

2018 Big Data Analytics Partner of the Year - Finalist

2018 US Data & AI – Modern Data Estate POY

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Our clients trust us to innovate

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Our Visionvision.neudesic.com

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8:30 AM - 9:00 AMRegistration & Check-in

9:00 AM - 10:30 AM BreakfastSession 1: The DevOps Roadmap for Modernization

• Why DevOps matters, and key principles and patterns• Creating the continuous delivery culture• The DevOps implementation model, and the key mistakes to avoid

10:30 AM - 12:00 PMSession 2: Your Cloud Approach to IT Modernization

• Taking a broad view to address data, app, infrastructure, and people challenges• Understanding and applying the six R’s

12:00 PMQ&A

Agenda

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1. Who is using the cloud?

2. Which one?

3. Who is already implementing DevOps?

4. How’s the implementation going?

5. Who doesn’t have legacy applications?

A Quick Informal Poll

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Cloud Migration Workshop

App Modernization Workshop

Continuous Delivery and DevOps Workshop

How We Can Help

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The DevOps Roadmapfor Modernization

Why DevOps matters, and key principles and patterns

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Why Practice CD / DevOps?

Faster Delivery

High Performing teams deliver software 20 times

more often with 200% better lead time.

Safer Delivery

High Performing teams have 48 times lower MTTR and 3 times

lower change failure rate.

More Efficient

High performing teams spend half as much time on rework and

three times as much time on new work.

BetterSecurity

High performing teams have a 50% reduction

in security related incidents.

Improved Satisfaction

Teams adopting CD / DevOps doubled their internal net promoter score and had tripled

their customer net promoter score.

Increased Profitability

Organizations practicing CD / DevOps

are 26% more profitable than

traditional divisions of labor.

Source: State of DevOps Report 2015, 2016, 2017

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The longer you wait to deliver value and receive money, the deeper the investment gets.Small features should be released on frequent intervals to establish a quicker return on investment.

Agile vs. Waterfall – ROI

Adding DevOps to Agile applies more compression and quicker return

Positive Return on Investment ($)

Negative Return on Investment ($)

Agile / Incremental Delivery

Waterfall – Long Delivery cycles

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Increased capacity is delivered via a true DevOps pipeline. As you increase developers, you can enableyour team to find greater productivity.

Team Productivity – ROI

“Technical debt” describes problems that get increasingly more difficult to fix over time, continually reducing our available options in the future.

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DevOps product backlog is really a set of hypotheses that become experiments in the running software and allow a cycle of continuous feedback.

What is DevOps?

Culture Process Technology / Tools

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• Changes how individuals think about their work

• Values the diversity of work done

• Accelerates the rate by which business realizes value

• Develops empathy and enables teams to practice their crafts in effective and lasting ways

• DevOps is about finding ways to adapt and innovate social structure, culture, and technology together in order to work more effectively

• Clear communication and transparency

• Creates a blameless org for team to work together by building trust

• Shared, clearly defined goals

• Uses Agile ceremonies

What is DevOps – Culture

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• Experiment! Don’t be afraid to fail

• Focus on learning not blaming

• Build and foster trust

• Team goals versus individual tasks/skills

• Stress completed work

• Don’t build extra features

What is DevOps – Culture

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• Key Question: Where do I invest?

• Unlock system output through cross-functional analysis.

• Create a roadmap of incremental gains to compound value creation and reduce adoption risk.

• Maintain improvements by ongoing measurement of team, system, and stakeholder interaction metrics.

What is DevOps – Process

Process Time Process Time Process Time Process Time

WaitWaitWaitWait

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Version Control• Ability to commit, compare, merge and restore

Test-Driven Development• Explicit definition of the functionality (what the code should be doing)

Componentized Applications• Loosely-coupled, minimal function, low impact services

Deployment• Planning, maintaining and executing the delivery

Continuous Integration• Build & Automated tests

Continuous Delivery• Frequent release and ensure changes can be deployed

Continuous Deployment• Deployed to production

Cloud Computing• Flexibility and convenience that helps to increase the speed to iterate

Infrastructure Automation• Reduces error-prone, and slow human manual processes

Containers• Minimizes risk and development overhead and simplifies environment testing / deployment

What is DevOps – Technology / Tools

Production Feedback

VersionControl Build Unit

Test DeployDeploy

toProduction

Measure&

Validate

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Key Principles & Patterns

The Three Ways

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Continuous Delivery – 3 Ways

Flow Feedback Experiment

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Limit work-in-process

Make work visible

Reduce batch size

Identify and elevate constraints

Eliminate hardships and waste

Reduce handoffs

Flow

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See problems as they occur

Work safely in a complex system

Swarm and solve problems to build knowledge

Enable optimization for downstream

Keep pushing quality close to the sourceFeedback

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Create a safety culture

Enable continuous learning

Institutionalize continuous improvement

Inject resilience into daily work

Leaders reinforce learning culture

Transform local discoveries to global knowledge

Experiment

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The DevOps Roadmapfor Modernization

Creating the continuous delivery culture

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• It’s not just about the technology• 60-90% of features provide zero or negative value• 80-90% of existing processes are non-value add

(wait time)• Transparency

• everybody sees what/when things are released/scheduled/prioritized

• what’s important to the organization

Creating the Culture

Strategy Culture

Goals

Objectives

Activities

Values

Practices

Behaviors

RESULT

GUIDING PATH DRIVING PATH

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D E P L O Y M E N T F R E Q U E N C YMeasure the frequency of deployment to production. As the frequency increases experimentation becomes easier.

L E A D T I M E

Measure the time it takes for a change to be deployed to production. Target less than a few days.

A V A I L A B I L I T Y

Measure % uptime, including regular outages and maintenance. Targets based on published SLAs

U T I L I Z A T I O N E F F I C I E N C YMeasure % utilization of infrastructure resources. Target 80%

F A I L E D D E P L O Y M E N T %Measure the rate of failed deployments in terms of production issues or rollback.

% C O M P L E T E / A C C U R A T E

Measure downstream internal customers’ ability to continue working on features delivered from upstream

C U S T O M M E A S U R E S

Elements that are tied to meaningful measures of value for your company.

M T T R

Measure Mean Time to Recovery. Targets based on SLAs with a goal of less than an hour.

Metrics

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Coach product owners and stakeholder on the process and tools of delivery.

Manage business strategy/process escalations and deviations to the appropriate stakeholders.

Facilitate the analysis and severity of defects and appropriate remediation

Continuously align sprint level functionality delivered to overall business strategy.

Proactively manage release delays with focus on long term effects on budget, scope, and deadlines

Maintain relationships with business SMEs throughout delivery

Empowering Stakeholders

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TACTICAL STRATEGIC

To utilize specific resources to achieve sub-goals that support the defined

mission.

To identify clear, broader goals that advance the overall organization and

organize resources.

Culture Shift

Strategic Culture Change Management

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The DevOps Roadmapfor Modernization

The DevOps implementation model, and the key mistakes to avoid

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Implementation

Current State Assessment

Value Stream Mapping

(VSM)

Maturity Model

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• Understanding• Tool Engagement• Perceptions • Contextual Interviews

People

• Progress limiting or resistive

• Inflexible• Poorly defined /

implemented

Process

• System Flow • Accountability• Collaboration

Structure

• Traditions• Trust• Fear

Culture

• Support• Stability• Fit to Purpose

Systems

During evaluation we will be focusing on aligning the key elements of any successful initiative. It is this alignment that creates the sustainable value to the organization.

Creating the DevOps Roadmap (GAPS)

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Process, Data & Quality

System Analysis• Review of systems

supporting core process• Considerations of system

support capabilities.

Process Analysis• Review of processes and

system interactions• Define current state and

high-level analysis of throughput

Data & Quality• Examine errors resulting

from data• Review of data input

processes• Review of data quality• Analysis of failure during

input• MDS and data sharing

Risk Analysis• Analysis of failure modes• Identify key areas of impact.

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Capabilities Matrix

Define Risk & Criticality Assessment and Application Capability Matrix components and score applications to determine fit of process to the business requirements, illuminating the degree of application capability, risk, and fit across the portfolio as inputs for business value decisions.

1. Application Fit

2. Impact (impact of app on business on revenue / competitive advantage)

3. Criticality of the application to business operations

4. People Skills / Organization Readiness

5. Business Operations Impact (legal, finance, governance)

6. Additional contextual notes

7. Risk assessment and impact, probability of occurrence, and likelihood of detection, criticality to business

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We have an approach for discussing opportunities to assist.

We have found that we add value when we address the specific need and provide additional perspective based on our experience.

Our focus is delivering solutions sized to business need. With that understanding, we will address your specific requests and where we see additional opportunities to drive value.

Approach: Theme Summaries

Key FindingsWe confirm our findings from previous discussion. This serves as the foundation of our analysis, and helps to confirm we are aligned to your needs.

AsksYou have described specific things you want. This section will describe the solutions to those specific areas.

We will include a ROM estimate to support the sizing discussion.

OpportunitiesWe understand your asks, and we recognize opportunities that may be of further assistance.

Here we describe those opportunities with a ROM.

EfficienciesThere are likely efficiencies to be gained by our team taking a long view of your objectives.

We will describe how we believe efforts can be aligned to increase value and reduce risk or business interruption.

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Readout – Sample: DevOps, CI / CD & Test Automation

Business ObjectiveA. App Team achieves their business deliverables by the

expected timeline.B. App Team wants to deploy the app globally by 2020

that is fully mature and meets efficiency objectives by leveraging intelligent workflows and AI.

Recommendations1. DevOps Process GAPs Analysis & Mitigation (D1-D4)2. CI / CD Infrastructure Deployment (D1-D4)

Workshop Observations1. Need to deploy in a microservices environment.2. Would like dedicated services, and ability to deploy them in

silos.3. Should leverage automated testing and security inspection so

that the process provides increased value and faster feedback for correction.

4. Performance team should be integrated into DevOps as well as embedded in app team.

5. The flexibility to leverage new technology so they can have increased power to update smaller components.

Efficiencies

• The DevOps GAPs Analysis & Mitigation will be the foundation of CI / CD improvement. That process defines the value streams, the nature of the complex system, and prioritizes effort.

• The CI / CD Infrastructure Deployment should come after the GAPs analysis because the most knowledge will be available from both app and Neudesic teams to ensure optimal configuration.

Findings

Asks

ROM Effort$117,000$45,000

600 hrs.280 hrs.

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Activities

• Failure Modes Analysis

• Cross-team discussions bring out interdependencies

Unlocking Events

• Implications of errors downstream

• Collaborative if impact is understood

• Need to understand where risk is located

Risk Assessment

5.82 Branch Balance and Audit Process

5.10Sets End of Day Balance & Export:

Balance Teller prints the report• VAS: Activity Export• eVAS: close an activity date

–––––––––––––––––––––––––––

TimeSuccess Time: 30 secFailure Time: 2 hoursRiskTotal Risk Score: 1,422Weighted Severity: 9Weighted Probability: 5Weighted Probability No Detection: 7

5.6 Update Glory Mode

TimeSuccess Time: 30 secFailure Time: 2 hoursRiskTotal Risk Score: 2,400Weighted Severity: 10Weighted Probability: 6Weighted Probability No Detection: 10

5.49In Glory – hit

Export Button

5.47Inventory Clerk recount

5.11Balance Process

Balance Glory Activity Report to Inventory Clerks handwritten

physical count

5.46Review paperwork upstream to determine error. National CMS

support may get involved

5.13Balance and Audit Teller determines

End of Day

5.44 Balance?

5.45Off by small

denomination?Small

NoYes

Big

No

Yes

5.12Glory Mode

correct?

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DevOps Assessment & Maturity Model

Assessment Overview Answers within Technology Section

Process 4.2 Version Control 4.0

Technology 4.0 Continuous Integration & Delivery 3.7

Culture 4.0 Cloud & Infrastructure 4.5

Measurement 4.0 Testing 4.0

Outcomes 3.4 Monitoring 4.0

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Timeline

The specific timeline will be oriented to the stakeholder schedules and sequential depth of exploration.

2. GAPS ANALYSIS1. ORIENTATION & VALUE STREAM WORKSHOPS

4. RECOMMENDATIONS3. ROADMAP

Workshops & Analysis Conclusion

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• DevOps is not a technical solutionTo take advantage of it, the entire organization (including the CxOs) must buy in and change the culture

• DevOps is a journey, not a destinationYou don’t just turn it on after an assessment/implementation and say “we now use DevOps”

• DevOps is not one size fits allEvery company/business unit is unique and requires a custom approach

Mistakes to Avoid

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Q&A

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Your Cloud Approach to IT Modernization

Taking a broad view to address data, app, infrastructure, and people challenges

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Adoption Framework• Cloud Strategy• Cloud Foundations• Design, and Mitigate Risks• Enable Governance• Achieve Operational Excellence

Precursor – Cloud Framework Established?

Impacted TeamsIT• Cloud Engineers• Cloud Developers• Security, Identity and Risk Management• IT OperationsBusiness• Finance• Legal/Procurement• Business Unit Leaders• CEO/CIO

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Initial Maturity

Business AgilityArchitecture Governance Operational Excellence

Your Journey – Initial and Future Maturity

Strategy

Future State

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Phase I Phase III Target Future StatePhase II

Baseline

• Cloud Strategy• Environment Architecture• Critical Remediation

Modern Infrastructure

• Business Alignment• Operational Capability• Governance• Increased Portfolio Delivery

Containerize Applications

• Business Agility• Robust Governance• Portfolio Enhancement

Modern Microservices

• Could Strategy Updated• DevOps Motion within Application

Portfolio• DevOps Controls and full CI/CD Pipeline• Steady State Business Agility

Incremental Roadmap to Future State

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• Business Objective: the business has more value because they have increased agility.

• Most organizations currently have technology silos within IT, and there are different architectural aspects that are impacted once organizations start using cloud computing, whether public or private

• Regardless, the goal is to break down the technology silos through integration

Cloud & Business Value

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• Hybrid infrastructure: Integration occurs among infrastructure hardware and utility components.

• Hybrid orchestration: Integration occurs at the virtualization, container or cluster orchestration layer across silos.

• Hybrid applications/data: Integration happens purely between application modules and data sources via APIs.

• Hybrid IT management: Integration is performed by a management layer providing operation, monitoring and brokering across the silos.

Hybrid Architecture

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Your Cloud Approach to IT Modernization

Understanding and applying the Six Rs

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Application Modernization Strategies

RetireRemove the application or platform completely.

ReplaceReplace the application or platform with a new version or competing solution.

RemediateInvest in extending the lifeline of the application or platform.

Re-ArchitectRedesign the application or platform to meet demands.

Re-PlatformRedesign the application to run on different infrastructure.

Re-BuildRewrite the application to remove overwhelming technical debt or change the implementation.

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From Traditional App To Modern App

Existing Application

Modern Microservices

Add new services or start peeling offservices from

monolithic code.

Modern Infrastructure

Re-platform to modern container

platform.

Containerize Applications

Re-architect apps for scale with

containers.

APP

< / >

< / >

< / >

ContainersContainer Platform

On-PremisesInfrastructure Platform

PaaSApplication Platform

ServerlessIaaSInfrastructure Platform

“lift & shift”

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• Business Strategy for Cloud

• IT Strategy for Cloud

• Financial Governance

• Organizational Adoption

B U S I N E S S F O U N D A T I O N S

• Workloads

• Platform

• Infrastructure

• Security

• Dev/Ops

• Change Management

• Communication

• Staff Readiness

T E C H N I C A L F O U N D A T I O N S

• Governance Control Gate

• Subscription Management

• Performance Management

• Administrative & Maintenance

• Incident/Problem Management

O P E R A T I O N A L F O U N D A T I O N S

Governance Framework

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Portfolio CatalogueInventory applications considered for modification.

Value Ranking

Assign value to each application based on business factors.

Platform Disposition

Each application is identified for migration or Modernization.

Architecture DispositionThe application is assigned to a target architecture.

Target FinalizationNeudesic and client architects finalize migration targets.

Value Prioritization

Application are prioritized by business criticality.

Schedule Prioritization

Candidate projects are estimated for total effort is prioritized based on interdependencies and technical roadmap.

Teams allocation

Migration projects are assigned based on capacity and technology.

Build

Build applications with critical functionality and enhancements.

Transitions

Transition to operational teams for managed services.

1. Rationalize

2. Categorize

3. Prioritize

4. Modernize

Rationalization

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Portfolio Modernization & Migration Assessment

1. Business Value

Assessment

3. Business Criticality

Assessment

5. Application Criticality

Matrix

6. Portfolio Current State

7. Future State

8. Six Rs and Roadmap

2. Environment Assessment 4. Workload Review (Movere) & Technical Analysis

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Portfolio Management – example detail

Identify the apps the business depends upon• Are they new applications to the enterprise• Are some applications the same, but different versions? (Need to maintain

two different versions within the same environment)

Identify the associated data and reference architectureDefine the data supporting the applicationsDetermine what data needs to be ingested based upon duplicate dataOn prem/cloudWhat policies do you have today?

Lift the server up and place into your environmentWhat are existing architectural needs / what is required for to-be state?Create the gaps and critical path

Perform Risk assessmentDetermine which risks need to be brought to an acceptable level of risk Need to be able to manage it through the acquisitionFollowing the transition, then we will do transformBut we capture the options for transformational activity during the transition

What are the network links requirements to new sites?• Need connectivity from a 3rd party provider to the site• Configure the connection after the order is in

Are people coming over with knowledge (if M&A)• Do we need to document business processes• Are there safety concerns?• Are there property metadata for operators that need to be captured?• Are there security cameras that need to feed back

Do the reference architecture from current to future• Where will they sit in the firewall• Will they speak to other existing systems? • Will they speak to duplicate systems for the same business unit? • Need to do them in parallel• Are there two applications but different versions? • Maybe pick up the data and import in a like for like application

Legal• Understand whether special teams need to be involved to streamline

certain activities

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Project Management• Align multiple workstreams• Communication with stakeholders

Management Consulting • Application Capability• Validation of business criticality• Business Case Development

Enterprise Architecture• Review current architectural needs• Validate application requirements • Define technical requirements• Technical roadmap aligned to business needs

Implementation Team

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Customized Roadmap from Initial to Future State

Tied to Incremental Business Value

Identify future needs to Scalable & Flexible Cloud Environment

Requires Dedicated Cloud Framework and App Portfolio Strategy

Summary: Your Cloud Journey & App Modernization

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Q&A