Accelerating Digital Evolution with DevOps and Legacy App ModernizationBuilding the roadmap to reduce maintenance costs while fast-tracking software deployment and innovation
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
Event Sponsors
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!
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
Our clients trust us to innovate
Our Visionvision.neudesic.com
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
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
Cloud Migration Workshop
App Modernization Workshop
Continuous Delivery and DevOps Workshop
How We Can Help
The DevOps Roadmapfor Modernization
Why DevOps matters, and key principles and patterns
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
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
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.
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
• 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
• 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
• 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
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
Key Principles & Patterns
The Three Ways
Continuous Delivery – 3 Ways
Flow Feedback Experiment
Limit work-in-process
Make work visible
Reduce batch size
Identify and elevate constraints
Eliminate hardships and waste
Reduce handoffs
Flow
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
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
The DevOps Roadmapfor Modernization
Creating the continuous delivery culture
• 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
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
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
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
The DevOps Roadmapfor Modernization
The DevOps implementation model, and the key mistakes to avoid
Implementation
Current State Assessment
Value Stream Mapping
(VSM)
Maturity Model
• 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)
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.
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
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.
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.
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?
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
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
• 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
Q&A
Your Cloud Approach to IT Modernization
Taking a broad view to address data, app, infrastructure, and people challenges
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
Initial Maturity
Business AgilityArchitecture Governance Operational Excellence
Your Journey – Initial and Future Maturity
Strategy
Future State
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
• 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
• 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
Your Cloud Approach to IT Modernization
Understanding and applying the Six Rs
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.
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”
• 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
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
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
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
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
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
Q&A
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