© Copyright 2015 Vivit Worldwide

Rabobank: a journey in DevOps

September 23, 2015

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Today’s Presenters

Toine Jenniskens

Business Architect

Rabobank

Chairman at Interexperience

Kamal Dutta

Vice President and Head of IT

Management Business Unit -

Asia Pacific & Japan

HP Software

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High level Strategy of Rabobank ITGovernance by principlesWhat we have implemented: 50 shades of DEVOPS

Agenda

Rabobank Groep ICT

8

Introduction To Rabobank

Dutch All Finance market leader (banking and insurance)

Global focus on Food & Agriculture, operating in 48 countries

139 independent local banks with 853 offices in the Netherlands, supported by central

organization

766 Foreign Offices (country’s like U.S., Australia, Indonesia, Ireland, Poland, etc.)

Large international network and specialized daughter companies (a.o. Robeco asset mgr,

De Lage Landen leasing, Rabo Real Estate, Obvion mortgages, large stake in Eureko /

Achmea insurance)

7.5 million customers

9Rabobank Groep ICT

Introduction To Rabobank IT Netherlands

2900 FTE (Design/Build/(Test) off-shored to Cognizant

2100 FTE (International)

± 3000 ATM’s

zOS 6 footprints, HP Non-Stop 37 servers

Windows 3,200 servers, AIX 570 LPAR on 160 servers

Linux 100 servers (migrating from AIX)

HP NeoView 2*96 CPU

Tiered SAN Storage 1,400 TB

90% Virtualization

10Rabobank Groep ICT

Vision 2025: Rabobank prepares for the futureThe changes and main consequences in IT

Criminals attack

(DDOS, APT)

Weak economy

Banks under pressure

Toughening compliance

Customer is digital,

social and mobile

Open Banking,

Cloud, Bank Id

Customer Centric

Straight Through Processes

Personalized

Omni channel

Rapid Change is todays reality

From a full blown detailed blueprint to an incremental development approach

From Waterfall to Agile

Changing IT Demand

Key message in IT management, Summaryof this document

12

Rabobank faces changing customer needs, increasing competition in the market and increasing and toughening compliancy rules. On the other hand cost needs to be reduced drastically and time to market has to speed up.

Therefore An overhaul of the IT management, including its architecture is needed.

• High demand on continuity of our services in Production, but also in development

• Enhanced monitoring from reactive to pro-active/predictive

• Maintainability developed from the start of the lifecycle and automated

• Fast and reliable Testing, automated

• Secure and compliant

• Improved Time to Market

• Continuous Releasing

• Development and Delivery process of services needs to be highly automated

• Automated Testing, and test analyses

• Loosely Coupled Modular IT as prerequisite for Automation and Cloud (Flexibility and fast adaptability to address change requirements: pluggable IT)

• Culture needs to be highly agile, while meeting information security and continuity demand in a provable manner(compliance

There are no silver bullets: It is about changing the way we work!

The Stip: Automate everything

13

• Fully Automated IT Delivery (build, release, test and deploy)

• Prerequisites: loosely coupled IT, Agile

• The value is:

• Faster Time to Market, Lower Cost, Stable Quality and straight through compliance

The steps: What needs to be done?

14

• Clear and common understanding of Loosely Coupled IT

• One Common Service Model on API level

• Agile Culture implemented

• Automation

• All manual Task and Processes (build, test, release, deploy, monitoring and incident remediation)

• Across Tasks and processes

• Tooling in place

• Right capabilities (people)

Roadmap plateaus

1

2

3

Mix of modular service oriented IT, and traditionalIntroduction of Devops:Task related work standardizationTask related Automation per app/pipeline• Build• Release• Test• DeployTooling selection per pipelineAgile Culture is introducedIntroducing ‘Model driven’

Clear definition and first implementation of loosely coupling at RaboEvolution of DevopsStandardized App models across lifecycle of ServiceAutomation Across Apps, and PipelinesContinuous ReleasingContinuous deploymentInsight in chainsAgile Culture is Maturing

Seamless AutomationLoosely CoupledDevopsLine of business drive AutomationONE Common API driven model forTesting and deployingAgile

GOVERNACE BY PRINCIPLES

Rabobank Groep ICT 16

Relevant EA “business” principles

EA “business “Principle Relevance and way of compliance

Straight Through Compliance Comply to rules and regulations through efficient processes, automation embeds compliance provably so you cant avoid it.

Customer Centric Added Value for the Customer, Opening hours and availability designed to meet the growing customer demand, Tim to Market Needs

privacy by design No use of P data in Development and testing

17

Relevant EA “working” principles

18

EA “werking” Principle Relevance and way of compliance

Re-use before Buy before Build Inventing the wheel only once. Reduce the cost of ICT facilities by limiting diversity (economies of scale). Technical administration and support costs are better controlled when limited resources can focus on a shared set of technology. Facilitate easy migration to cloud solutions.

Package as is Information systems that meet the requirements “out of the box” are better than those that need to be heavily customized.Less customizations will require less maintenance.Information systems that are not, or minimally customized have easier upgrade paths.Benefit from improvements initiated by other users of the package.

Market Standards The use of common available products and knowledge has positive effect on availability and pricing.Facilitates all forms of sourcing including cloud. Facilitates information sharing with external parties.

Single source When data is maintained at the origin, it requires less effort than downstream. When maintained at the source, there is less risk of inconsistencies downstream.Data quality improves most when it is cleansed and maintained at its origin.

Consistent view for commerce, risk management and governance.Improves the alignment of current and historic dataReuse is easier to implement

Simplicity Systems work best if they are kept simple, rather than complex. Simple solutions are more stable.Complex solutions require a lot more explicit attention.Simple solutions are cheaper to maintain

Uniform data exchange Quality and efficiency

Build to change In today’s fast moving world, information systems must be designed to accommodate changes. By utilizing strategies like decomposition, loose coupling and service architecture the adaptability of information systems can be greatly improved.

Relevant EA “besturing” principles

19

EA “besturing” Principle Relevance and way of compliance

Transparency, commitment & partnership

Trust between all parties involved.Realize buy-in stakeholders, resulting in faster and more complete adoption of architecture.

Single ownership Swift decision making, clear escalation, obvious authorizations.Clear decision and escalation. Discuss only what matters.Control quality and risks.

Lifecycle management Lower total cost of ownership of IT. Decrease maintenance cost and complexity by active decommissioning. Decrease the number of interruptions and time to repair. Increase privacy by deletion of unused and outdated customer data. Increase time to market

Business Principles made Operational Principles for Devops

20

Operational Principle

Agile way of working Improved TTM, Improved customer value

Team autonomy, scrum coach instead of master People motivation and effectiveness

Loosely Coupled (technical) but tightly integrated systems (functional)

Controllable, manageable units of services

Decoupled releases in (seperatable) trains Reduced complexity e.g. cost, time to value, Controllable, manageable units of services

Self Service Ease of use, Time to value, Cost

Avoid handoffs Continuity

Modular functions owned by 1 team. A team can build for an other (owning ) team, but it has to be accepted by owner

Size is a challenge so you need structure Accept that informal communications is valuable and can be better then hierarchy

Work with small releases and release often Failing costs less, TTM is improved

Releasing should be routine and automated, also fallback

Low Cost, Constant quality, proven methodology

The owner of a service is responsible for testability of that service

knows functionality and lifecycle best

One function, one tool Reuse, knowledge

Deploy with repeatable reliable processes Low Cost, Constant quality, proven methodology

Customer Experience driven: Managed operational quality, & volume ; ManagedCustomer Experience

Improved customer value; Continuity, Cost: refer findings back to Dev

Business Principles made Operational Principles for Testing

21

Operational Principle

Tests are as much production like as possible, or testing in production if risk appetite allows

Continuity

Testing Should not influence production if risk appetite does not allow

Continuity, security

Separation of test data and production data Privacy, Compliance

Test data is not to be related to production data (personal)

Privacy, Compliance

Every change to production has to be tested Continuity, compliance, security

Testing effort has to be related to the relative risk taken (reasonable cost and time)

Efficiency, Continuity

Design and buy for testability Efficiency

Testing is done at as little as possible units Efficiency, security

Testing is Automated Efficiency, Quality, compliance

Business Principles made Operational Principles for DTAP environments

22

Operational Principle

Standardized It needs to be possible to create builds on Central Standaards

Acceptance is (future) Production Like

Continuity

Virtualized environments Cost, Time to Market, Repeatability

Organisational Princples

23

Operational Principle

Organize along business line Customer Centric

Internal Organization alongTechnology stack

Standardization, Knowledge, Cost

Always be aware of team scalability

• Dev teams• Ops teams• DevOps teams

Cost, Time to Market, Repeatability

WHAT WE HAVE IMPLEMENTED: 50 SHADES OF DEVOPS

Rabobank Groep ICT 24

Rabobank Groep ICT 25

R2DRequirement to Deploy

R2FRequest to Fulfill

D2CDetect to Correct

S2PStrategy to Portfolio

Continuous Integration

Continuous Assessment

Continuous Delivery Rationalise Release

Service Monitoring

Prob Mgmt.

Configuration Mgmt.

Event Mgmt.

Incident Mgmt.

Billing/ Chargeback

Subscription Mgmt.

Request & Routing Mgmt.

UsageMgmt.

Catalog Mgmt.

Change Mgmt.Deployment Mgmt.

Policy Mgmt.

Demand Mgmt.

Proposal Mgmt.(Investment)

Service PortfolioMgmt.

Service Catalog

Entry

IT4IT Reference Architecture v1.1`Key Functional Components and underpinning Key Artifacts

Policy

Demand

IT Contract

n:m

n:1

1:n

Strategy to Portfolio Requirement to Deploy

1:n

1:n

n:m

1:n

1:n

n:1

Request to Fulfill

Subscription

Fulfillment

RequestUsage record

Chargeback

Record

RFC

offer

n:1

1:n

1:n

1:n

n:1

n:1n:1

Detect to Correct

Service Monitor

Incident

n:m

n:m

1:n

n:1

n:1

n:1

n:1

n:1

Problem1:1

Event

Actual Service (CI)

Service Release

Blueprint

Desired Service (CI)

Conceptual Service

Conceptual Blueprint

Diagnostic Remediation

Runbook

1:1

IT Architecture Mgmt.

IT Architect

ure

n:m

1:n

Test Mgmt.

Release Mgmt.

Project Delivery mgmt.

Service DevelopmentMgmt.

Defect Mgmt.RequirementMgmt.

Service Design Mgmt.

ITProject

Test Case

Defect

Release Package

Source

Requirement

n:m

n:m

1:n

1:n

Logical Service

Blueprint

Service Release

Build Mgmt.

Deployment

Package

Design Package

1:n

1:n

1:n

1:n

n:1

n:m

Service Monitoring

Prob Mgmt.

Configuration Mgmt.

Event Mgmt.

Change Mgmt.

RFC

Service Monitor

Incident

n:m

n:m

1:n

n:1

n:1

n:1

n:1

n:1

Problem

Event

Actual Service (CI)

Diagnostic Remediation

Runbook

n:m

Incident Mgmt.

Detect to correct

IT4IT RA 1.1: Detect to Correct (D2C) Anticipate and resolve business execution issues

HP Service Manager

Correlation: OMI, (TEC)

HP Service Manager

HP Service Manager

End to end en overig: BPM, RUM, SitescopeCoosto( social media)

HP OO

HP Service Manager, UCMDB

Data Collection:ITM, SCOM, ZABBIX, NNMi, Diverse (applicatie) logs, Splunk

Component: ITM, SCOM, ZABBIX, NNMi, Diverse (applicatie) logs, Splunk

Tools

XLDeploy, MS ReleaseManager?, Endevor(U-deploy), Infrashop (OO enplatform specifiek), Myst (Soasuite)

Jira; Word;TFS, ARIS, ClearCase

Test Mgmt.

Release Mgmt.

Project Delivery mgmt.

Service DevelopmentMgmt.

Defect Mgmt.RequirementMgmt.

Service Design Mgmt.

ITProject

Test Case

Defect

Release Package

Source

Requirement

1:n

n:m

n:m

1:n

1:n

Logical Service

Blueprint

Service Release

Build Mgmt.

Deployment

Package

Design Package

1:n

1:n

1:n

1:n

Change Mgmt.

Deployment Mgmt.

n:1 RFC

1:nService Release

Blueprint

Desired Service (CI)

n:1

n:m

Requirements to Deploy

IT4IT RA 1.1: Requirement to Deployment (R2D)Source what the business needs, when it wants it

JiraTFSMS Project

Service Manager

?Services of Service? Systinet, Oracle BPEL(?)SourceControl: TFS, Subversion, Git Stash, ClearCase, Endevor , DSL: Nexus, Subversion, Stash TFS, Clearcase, RMS

Quality Center, QTP, MS Testmanager, Jira, FortifyNieuw: RIT, Sonar

Jenkins, TFS, lokaal: Maven,

Aris

1:n

MS ReleaseManager, ClearCase, Nexus, (XLRelease)

Jira, Quality Center

Tools

Billing/ Chargeback

Subscription Mgmt.

Request & Routing Mgmt.

UsageMgmt.

Catalog Mgmt.

Change Mgmt.

Deployment Mgmt.

Service Catalog

Entry

n:1

Subscription

Service Catalog

Entry

Fulfillment

RequestUsage record

Charge back

Record

RFC

offer

n:1

1:n

1:n

1:n

n:1

n:1n:1

Service Release

Blueprint

Desired Service (CI)

1:n

Request to Fulfill

IT4IT RA 1.1: Request to Fulfill (R2F)Enable seamless consumption and monitor usage

Systinet, word (sla), Raboshop

Raboshop, Service Manager, Infrashop.

Service Manager

XLDeployMS ReleaseManager?Endevor (U-deploy)Infrashop (OO en platform specifiek)

Systinet; Raboshop, Infrashop

Doen we niet

Raboshop, Suppliers manage this, Asset Manager, Specific tools per environment, Costa? Clarity

Tools

30

Documentation

Task Execution

Confluence, Clearcase (afbouwend), Sharepoint

Standard maintenance tasks, not related to deploymenet or incident mgt.

IT4IT RA 1.1: Whole Lifecycle, Generic, Other

Reporting Visualization of steering/governance data, Dashboarding

Test Data Management

Configuration Management

Aris, Systinet, CMDB, uCMDB, Asset Manager

Tools

Some Highlights where we are

31

• Multi Disciplinary scrum teams Dev & Ops

• Still separation of concerns

• VP level management still Dev and Ops separated.

• Deliberately Not everything Agile: Two speed IT or even 50 shades of devops

• Tooling per Pipeline, Governance in Guilds (MS, Java, Portal and Cobol)

Todays essential challenges, Questions and Dilemma’s

32

• Is there enough priority for implementing the Devops changes in relation to business goals

• (common) Architecture not clear and not in place for how to ‘loosely couple’ across the enterprise and with the cloud

• Impact on Operations is high when work is automated

• Need for tool skills, engineering, architecture and how to implement at Rabobank grows

• Culture not yet agile and risk aware enough

• How do we organize the change: Domain by domain; technology stack by technology stack or?

• The current toolset is not sufficient

• Sprawl of tools; Continuity not up to speed for what will be needed; no tools available for certain functions; Enterprise readiness; Not stretching Over multi technology stacks (MS, JAVA, Oracle, Mainframe etc.)

• Agile and devops gives lots of freedom to individual teams e.g. documentation systems, tooling in general etc.. This poses a risk on long term organization of running the bank.

Questions?

33Rabobank Groep ICT

Appendix

34

Details Per Technology Stack

35

• Actions to determine Tools per Stack: Cobol, Java, Portals, .Net are currently on there way.

Kern van de huidige toolset Java

36

GIT(Stash)

Fortify

Jenkins)

Sonar CLM

Nexus XL Deploy

Securitychceck

Qualitycheck

Lic & OS secCheck

Build jobsCheckin

sourcecode

Subversion

Picoma

Issue trackerProject management

Jira

Wiki

Taken/activiteiten

Code/sources

Documentatie ClearCase Sharepoint

“Free”Editor

ClearCase

Source Control

Kern van de huidige .NET toolset

37

TFS

Fortify

Microsoftbuildserver

Sonar

TFS Handmatig Release

Securitycheck

Qualitycheck

Build jobsCheckin

sourcecode

TFS-Git

Issue trackerProject management

Wiki

Taken/activiteiten

Code/sources

Documentatie Sharepoint

VisualStudio(Premium)

Source Control

VisualStudio(Ultimate)

Release Management

TFS

Deployment

Deployment & check op

desired stateMicrosoft Code Analyses

StyleCop

Qualitycheck

Kern van de huidige toolset z/OS Cobol

38

Endevor Endevor

Sonar

Urbancode Deploy

Qualitycheck

Build jobsCheckin

sourcecode

RTC(Pilot)

DIO

Issue trackerProject management

Jira(PoC)

Taken/activiteiten

Code/sources

Documentatie ClearCase Sharepoint

RD4zEditor

Source Control

HP ALM(QC)

RiT

Optim

HP ALM

RapidRep

QTP

Enterprise DevOpsAccelerating InnovationContinuous Everything

Kamal Dutta

Vice President - IT Management Business Unit

HP Software Asia Pacific and Japan

© Copyright 2014 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.

Rise of the Digital Economy

$

By 2020, customer

experience will overtake

price and product as the

key brand differentiator

Welcome to the

Software Defined

Experience

Economy

78% customers will

leave

and not buy again after

a bad experience

Challenges in the New ERA

Faster time to market PredictabilityExcellent user experience Reduced cost

1 42 3

Shorter app release cycles High application qualityEnd-to-end visibility and

collaboration

Increase resource

utilization, reduced rework

cycles

Business

• Digital Transformation

• Innovation

• User Experience

• Delivery Channels

Enterprise

• Performance and Availability

• Risk, Security and Compliance

• Cost Optimization

• Visibility and Predictability

Business

DemandsPlanning

App

DevelopmentApp Testing

App

release

Release

decision

Digital Transformation has many bottlenecks

Rapidly increasing WIP

Lack of effective customer insight Lot of time spent in

waiting for build and test environments

Lack of sufficient test data to make decisionsManual build and

integration processes

Deployed

App

Manual Testing

Manual and error prone app deployments

Error prone manual hand-offs and processes

High # defects

Siloed Teams, Lack of end to end visibility

One way flow

Poor user

experience

Security Testing

Risk & Compliance

policy enforcement

Business

DemandsPlanning

App

DevelopmentApp Testing

App

releaseRelease

decision

Digital Transformation has many bottlenecks

Rapidly increasing WIP

Lack of effective customer insight

Lot of time spent in waiting for build and test environments

Lack of sufficient test data to make decisionsManual build and

integration processes

Deployed

App

Manual Testing

Manual and error prone app deployments

Error prone manual hand-offs and processes

High # defects

Siloed Teams, Lack of end to end visibility

One way flow

Greatuser

experience

Security Testing

Risk & Compliance

policy enforcement

DevOps

Internal Customers

External customers

App Developmen

tPlanning App Testing App release

Business Demand

Deployed App

Release decision

3 days 5 days 5 days 3 days1 day

10 days7 days 4 days 9 days

47 days

The Market

Source: A commissioned study conducted by Forrester Consulting on behalf of HP with 300 Customers across Americas and EMEA

Typical Barriers to Delivering Faster

53%Application ecosystem

complexity

52%Development and/or test

environments are not available

45%Continuous integration barriers

41%Cultural barriers prevent

breaking work into smaller increments

39%Testing bottlenecks

24%Deployment Bottlenecks

In the world of Dev without Ops

Business

“Why does it take so long to get it right”

Developer

“Worked fine in Dev… your problem now”

IT Operations

“Something is wrong, the code keeps failing”, is this secured ?

Customer

“Is someone out there working on my issues?”

Deploy Operate

In traditional IT, optimization was applied in functional silos

Plan Build TestIdea

Inability to

analyze

feedback from

customers and

employeesGreat ideas not

collected and

implemented on

time

Lengthy

release

approval Poorly written

business

cases and

weak

sponsorshipsIncorrectly

prioritized

projects

Poor control

of builds &

deployments

Inadequate

test data

Failed builds

IT Value Chain: Time to market and quality hurdles

Poor

environment

management

Deploying to

product is an

expensive,

complex

effort

Incomplete

monitoring

coverage

Poor business

insight, lack of

security

Deploy Operate

DevOps optimizes the IT value chain for the new style of business

Plan Build TestIdea

IT Value Chain

DevOps is an approach emphasizing

rapid, small, iterative development

and deployment of applications to

better react to and meet customer

needs. It is characterized by a cultural

shift where Dev and Ops function as

one team, focused on delivering

business value.

The focus is on streamlining across

the IT value chain.

1. People Transformation:

Re-distributing responsibilities across the technology delivery lifecycle and building a culture of collaboration

2. Process Transformation:

Streamlining, integrating and automating current methods and processes

3. Platforms and Tools Adoption:

Consolidating and linking technology delivery platforms and automation across delivery teams

4. Visibility and Collaboration:

Real-time, end-to-end visibility into the “delivery pipeline” of IT

Faster time to market with continuous

integration and testing

Collaborate and enable end-to-end

visibility with continuous

delivery

Increase predictability and reduce cost with

continuous operations

Improve User Experience

and improve Business Service through

continuous planning & assessment

HP DevOpsContinuous Everything

Continuous integration and testing

Continuous

delivery and

deployment

Continuous operation

Continuous

assessment

Build and Test

Release and deploy

Analyse and plan

Operate and monitor

Connected Intelligence

DevOps: An enterprise workflowMobile application example

Continues Assessment

Continuous PlanningContinuous Integration

and Testing

• Structured and in real-time• Unstructured with big data

analytics

• Build a working plan

• Prioritize projects

• Agile app development

• End-to-end visibility

• End-to-end collaboration

• Test for functionality

• Test against requirements

• Test for performance

pre-production

• Test integrations

• Test Security

Monitor Everything

Test Everything

• Code pipeline management

• Managing infrastructure as a code

• Automated deployment• Transform user

consumption

Continuous Delivery and Deployment

• Monitor across devices, platforms and carriers

• User flow and experience• Load profiles• User Incidents

and complaints

Fe

ed

th

e

exp

eri

en

ce

DevOps: An enterprise workflowHP Software innovation

Continues Assessment

Continuous PlanningContinuous Integration

and Testing

• HP IT Business Analytics• HP Smart Analytics

• HP PPM on SaaS • HP Agile Manager

• HP ALM • HP UFT/ Lean FT

• HP Performance Center

• HP Mobile Center

• HP SV and NV

• HP Fortify

Monitor Everything

Test Everything

• HP CODAR• HP OO • HP CSA• HP Propel• HP UD

Continuous Delivery and Deployment

• HP Operation Bridge• HP Ops-A• HP AppPulse / APM• Fundex• CLIP

Fe

ed

th

e

exp

eri

en

ce

DevOps Maturity ModelPeople, Processes, Tools

• Slow response to changing

business requirements

• Ad hoc collaboration,

integration and

communication

• Unpredictable, uncontrolled

and reactive methods

• Point solutions

• Poor visibility

• Low application quality

• High cost

• High Production rollback

Stage 1

Siloed and Reactive • Automated application

testing capabilities• Simulated Transaction

Monitoring• Integrated Operation

Management• Configuration, Change &

Release Management• Requirement & Portfolio

Management• Standardization of quality

across projects - Centre of

Excellence • Managed communication;

Stage 2

Domain Competence • Continuous Testing and

integration

• Shared decision making

and accountability

• Data Driven requirement

and portfolio management

• Understand real user

experience

• Impact and decision

support capabilities

• KPI based common goals,

processes and

management systems

• Process standardization

and integrated automaton

• Test Environment

Management

Cross Functional

Competence

Stage 3

Stage 4

Continuous

Collaboration

• Continuous Delivery

automation.

• Balanced Scorecard –

Measure against

Business Goals

• End to End visibility &

predictability

• Platform Self Service,

• Automated Release to

production

• Model-based

deployments

Infrastructure as a code

• Continuous defect

diagnosis

• Continuous performance

management

• Automated remediation

• Automated re-use

• Connected intelligence

powered continuous

assessment

• Application Analytics based

Dev Ops

• Predict user performance

issues

• High Resource Utilization

• Process risk and cost

optimization

• Effective knowledge sharing

Stage 5

Dev-Ops Excellence

Continuous Deployment, Operation and AssessmentContinuous Planning, Integration & Testing

Connected Intelligence propelled by Big Data

DevOps is NOW

Twitter #hpdevops

Email : jane.gibson@hpe.com

Kamal DuttaKamal.dutta@hp.com

53© Copyright 2015 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.

DevOps: ‘The Phoenix Project’

by Kim, Behr & Spafford‘Continuous Delivery’

by Humble and Farley

Books we always recommend

journey to continuous everything

Where Should you begin ?

1 Assess your DevOps strategy with our Transformation Workshop

2 Identify DevOps maturity stage and quick wins, time frame and efforts.

3 Implement change management and automation tools for continuous everything within domains

4Establish KPIs and metrics dashboards

What’s next?

DevOps: Extending agile across the enterprise

QADevWa

terf

all

Ag

ile Development

Quality Assurance

Dev +Test

De

vO

ps Dev + Test + Ops

One Business Unit- Shared customer-oriented goals- Shared objectives- Shared support responsibility- Trust and teaming

DevOps is an characterized by a

cultural shift where Business,

Development teams and IT

infrastructure and Ops functions

as one business unit team

focused on delivering

accelerated business value.

Staging &

Production

OpsTest

QADev

Dev

Staging &

Production

Ops

Continuous integration and testingDevOps by design

Plan Develop Quality Assurance

ProductionStagingUser

Experience

Collaboration

• Common KPIs and metrics• Test Analytics• Risk & Governance• Integrations across the

lifecycle

Automation

• Automated Apps Under Test Build ( ST, SIT, UAT)

• Automated Functional Security & Performance Testing

• Traceability, Reporting and Notifications

Velocity

• Virtualize services• Virtualize network• ALM, functional and

performance integrations

Continuous testing for quality and speed

Continuous integration for visibility and collaboration

Continuous delivery and deploymentDevOps by design

Collaboration Automation

• Virtualize services• Virtualize network• ALM, functional and

performance integrations

Plan Develop Quality Assurance

ProductionStagingUser

Experience

Lack of visibility Long time to deploy Inconsistent deployments Silo tools

Open public APIsOOTB integration with

Jenkins

Managing infrastructure as code

Declarative service designPipeline management

• Visibility• Cooperation

• High velocity• High quality• Low risk

• High collaboration

Continuous operation and assessmentDevOps by design

Plan Develop Quality Assurance

ProductionStagingUser

Experience

Automation

• Virtualize services• Virtualize network• ALM, functional and

performance integrations

Continuous operation, shift left with velocity and high frequency

Sense - Optimize User Experience

• Ensure Dev has access to production data for defect fix

• Analyze Common Click Stream to Optimize usability experience in Dev

• Business planning and Portfolio prioritization and modernization

Adapt and leverage real user data

• Test using production load profiles• Green Blue Deployment• Monitor Performance and baseline• Monitoring Automation and scaling• Predictive Operations• Fundex powered by Big Data• Smart analytics• Automated remediation

Analyze 100% of data for defects

• Ensure QA has 100% data to identify defects

• Develops QA test based on real user application flows

• Detect and log defects during testing for IT and security events

© Copyright 2015 Vivit Worldwide

HP Discover 2015 London

• December 1-3, 2015 - London

• Register Now via the unique Vivit link:

http://hpsw.co/y9T3Bzj

• Check out a Vivit Breakout Session!

Details to come.

© Copyright 2015 Vivit Worldwide

Thank you

www.vivit-worldwide.org

© Copyright 2015 Vivit Worldwide© Copyright 2015 Vivit Worldwide