Leading the Transformation
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Transcript of Leading the Transformation
FW no longer a bottleneck for the business
Development costs reduced from $100M/yr. to $55M/yr.
140% increase in the number of products under development
Capacity for innovation increased from ~5% to ~40%
Requirements Scheduling DevelopmentIntegration & Qualification
Waterfall Development Model
Resources
Waterfall Approach: Do enough up front planningto lock in all three corners
ScheduleScope
Requirements Scheduling DevelopmentIntegration & Qualification
Waterfall Development Model
Resources
Waterfall Approach: Do enough up front planningto lock in all three corners
ScheduleScope
Waterfall Reality: Discoveries during development and difficulties with integration/qualification results in frequent and costly schedule slips
Agile Development Model
Plan
Qual Dev
• Fully qualified code drops on a fixed schedule
• Frequent small integrations
• Short planning and development cycles
• Delivering to a well prioritized product backlog
Plan
Qual Dev
Plan
Qual Dev
Plan
Qual Dev
Drops of Working Complete Code on
A Fixed Interval
Planning & Prioritized Backlog
Applying DevOpsPrinciples at Scale
Leading the Transformation
Enterprise Level
ContinuousImprovement
Business
Objectives
Business Objectives (Don’t “Do Agile”)
Define your value proposition
Understand yourcost & cycle-time
drivers
Either automate, eliminate, or engineer out the drivers that aren’t key to the value prop
Enterprise Level Continuous Improvement
Mini-milestone Objectives
Cascading Objectives to Track Progress
ConversationsLearnings
Agile Adjustments
Locking in Capacity Over Time
100%
Capaci
ty
Time Horizon
Long-range commitments < ~50% of Capacity
Mid-range commitment < ~80% of Capacity
Delivery
Business
Objectives
Planning & Prioritized Backlog
Applying DevOpsPrinciples at Scale
Leading the Transformation
Enterprise Level
ContinuousImprovement
Business Objectives for Applying DevOps at Scale
Increase the quality and frequency of feedback
Reduce the time and resources between release branch & production
Improve deployment repeatability/env. stability
Testing in an Operational like environment as close to dev. as possible
Automated system test architecture
• Component based approach to the automated test architecture
Data Magic
Navigation
Page Objects
Scripting Environments - VariancesMY SERVICES PRE-PROD PERFORMANCE PRODUCTION
Common Script Common Script Common ScriptCommon Script
Environment descriptors
Finding the offending component quickly improves productivity
Configure Servers/Routing Device1:
Deploy Code2:
Run a System Test3: ? ? ? ? ? ? ? ? ? ? ? ?
Finding the offending component quickly improves productivity
Configure Servers/RoutingDevice and Validate Data1:
Deploy Code & Validate Successful Deployment2:
Run a System Test3: Code Validated
Building up a Large SW System
Ser
vice
Vir
tual
izat
ion
Agile Comp 1
Agile Comp 2
Agile Comp 3
Agile Comp 4
Agile Comp 5
Agile Comp 6
Legacy Waterfall
IT 1
Legacy Waterfall
IT 2
Legacy Waterfall
IT 3
Agile Comp 1
Building up the Enterprise
Gating at the Application or Artifact
Inte
rfac
e Te
st S
imu
lato
rIn
terf
ace
Test
Sim
ula
tor
Gating at the SCM
Gating at the SCM
Shifting the Culture
• Getting developers to ensure every check-in to trunk is stable in a production like environment as job #1.
• Getting development and operation teams using common
tools and environments so they share common objectives.
• Getting the entire organization to agree that the definition of done at the release branch.
• Embrace the unique characteristics of software and design a planning process that takes advantage of its flexibility.
FW no longer a bottleneck for the business
Development costs reduced from $100M/yr. to $55M/yr.
140% increase in the number of products under development
Capacity for innovation increased from ~5% to ~40%
Leading the Transformation“Applying DevOps and Agile Principles at Scale”
E-mail: [email protected]: largescaleagile.comTwitter: @GRUVERGary