Transformation from traditional to DevOps

1. DEVOPS FRAMEWORK
BY
DOMINIC SAVIUO. M.
Contact: dominic.saviuo@gmail.com

2. DEVOPS
As the customer need increasingly complex for software applications/services. IT development teams evolved their
software development, maintenance and support practices for more flexibility. Software framework evolving a change
from waterfall models to agile or lean development practices. This change also propagated to operation teams which
blurred the lines between traditional Development and Ops teams.
Today, DevOps designates a set of tools, processes, best practices and corporate management guidelines that make an IT
and business organization more agile and more efficient.
We believe the customer service and value add takes the high priority, eventually it’s the goal of an organization. While
the software tools and practices promoted by DevOps practitioners are well understood, rigid infrastructures and forecast
reduce the benefits and hinders the application of agile methods.
DevOps practise provides a flexible environment that facilitated the successes of organizations like Banking & Insurance,
Telecommunications … etc.
This DevOps change is Top-To-Down of the organization. Which mean the agility will be adapted from the business
planning to deliverables and support services.
One have to do:-
 Due diligence on DevOps
 Edify DevOps processes that fits for your organization
 Edify on tools that are needed in DevOps practice
 Setup KPI and guide the DevOps team
 Provides best practices and practical examples on how to get started on DevOps, regardless of the size of your
organization

4. WHY WE DO IT…
Integrated
Environments
Knowledge
Retention
Innovation
Cost Reduction
Time to Market
Customer
stratification
Some common challenges...

5. TRADITIONAL DEPLOYMENT & CONFIGURATION
COMPLEX AND TIME CONSUMING
• BOTTOM UP THINKING
• VERTICAL AND STATIC APPROACH
• ON GOING MANAGEMENT IS
PROCEDURAL AND REACTIVE
PROLIFERATION OF IT ASSETS
• LACK OF STANDARDIZATION INCREASES
PERMUTATIONS OF SOFTWARE
COMPONENTS
NOT CLOUD AWARE
• EACH DEPLOYMENT PLAN IS TIED TO A
SPECIFIC INFRASTRUCTURE SERVICE
Deploy OS
Configure OS
Deploy MW
Configure
MW
OS
OS
OS
OSOS

6. 6
Let us break the wall of confusion…
Why can’t “DevOps”….
HOW TO OVERCOME

7. WHAT WE DO
 Deliver business value faster and better
 Better coordination and collaboration
 Enhanced customer experience
 Minimize business impact
 Optimization
 Cost
 Resource
 Practice deploying smaller changes eventually
reduces MTTR
 Better knowledge retention through cross-skill
enablement
 Internal ownership by DevOps team for End-to-
End services
 Transparency within stakeholders
 With feedback comes quality
 Continuous improvement

8. DEVOPS STRUCTURE
Product Backlog
Team1
Team2
Team3..n
Iteration – Design,Develop&UT
…
ReleasePlan
SystemDemo
SystemDemo
SystemDemo
(OM, Prog Mgr,
Cheif Product Owner
Cheif Scrum Master,
Architect)
(Buz Owners, OM’s, Finance
Program Manager, Marketing)
DevOps Team
Monthly Release
PortfolioLevelProgramLevelProjectLevel
App team
AM Services
OPS Backlog
Team1
Team2
Team3..n
Remedy
ServiceManagers

9. DEVOPS GOVERNANCE FORUMS
•Provides strategic direction and management oversight
•Has Executive sponsors and senior management representatives
from both organization
Portfolio Governance
•Responsible for performance and management of services which
addresses tactical and operational issues as and when they arise
•Has a Project sponsor, Program manager, procurement manager
for Clients and a Program manager and an Account manager from
.
Program Governance
•Responsible for day-to-day management of services and deliveries
•Has project managers fromDelivery Governance

10. DEVOPS TEAM ROLES
IT Manager Project Board
Execution Team
 IT Manager
 Client Partner
 PM, BRM, FB, PO, Scrum master
Preparation Team:
Architect, Business Analyst , BRM
to determine on Implementation
PM – Product Backlog, PID
Approval, Budget Approval,
Scrum master– Resource Planning,
Tracking, Reporting
Infra Team
Agile Delivery
Team:1
Product Owner
Scrum Master
PM
Agile
developers
Testing Team
Agile Delivery
Team:3
Product Owner
Scrum Master
PM
Agile
developers
Testing Team
Agile Delivery
Team:2
Product Owner
Scrum Master
PM
Agile
developers
Testing Team
Service Manager
Team …n
Product Owner
Scrum Master
PM
Agile
developers
Testing Team

11. KEY PERFORMANCE INDICATORS
(KPI’S) & METRICS

12. KEY PERFORMANCE INDICATOR’S
Resource & Communication
Product Quality
Service Management
Execution Excellence
Demonstrating Values
Project Management
Financials
Lean Portfolio

13. SAMPLE METRICS
“EXECUTION EXCELLENCE”

14. SAMPLE METRICS
“PRODUCT QUALITY”

15. SAMPLE METRICS
“SERVICE MANAGEMENT”

16. PRINCIPLES
PREREQUISITE , INITIAL READINESS & ROADMAP

17. CRITERIA AND REQUIREMENTS
• STABLE APPLICATION ENVIRONMENT; OTAP/DTAP
• FULLY AUTOMIZE ENVIRONMENTS,
• ALL TOOLS IN PLACE, TEST AUTOMATION TOOL, CI/CD FOR EVERY RELEASE, VERSION
MGT TOOL, CODE REVIEW TOOL, KPI REPORT ON MONTHLY BASIS FROM THESE
TOOLS.
• FIXED CORE DEVOPS TEAM;
• STAFFING IS FOR LONGER PERIOD TO RETAIN KNOWLEDGE
• CLEAR GOVERNANCE AND OWNERSHIP
• CLEAR KPI’S TO MEASURE THE QUALITY OF DELIVERABLES

18. PREREQUISITE FOR DEVOPS
S.No “Must Have” - Tasks
1 Integrate Dev and Ops team
2 Identification of Roles and Responsibilities
3 Access controls within the DevOps team
4 Tools for SDLC with Define KPI’s
5 Commitment from stakeholders
6 Workshops, Trainings
7 Governance
8
Automated Process
Version control, Code review, Testing, Release & deployment , etc
9 Synchronized OTAP/DTAP Environments
10 Licenses

19. DEVOPS INITIAL READINESS -
Month 1 Month 2 Month 3 DevOps
• “Must have” tasks in place
• Forming Scrum Team and Scrum Board
Baseline
• Code base
• No of production incidents
• No of Releases
• Velocity per sprint
• Burn Down Chart
• Effort
• Testing
• Release cycle
• Product performance
• Finalize Baseline data delivery
• Knowledge sharing and
workshops for each scrum team
• Finalize Execution workflows
• Go / No Go Decision
• Statement of Work
DevOps