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IBM Innovate - Uderstanding DevOps


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IBM Innovate - Uderstanding DevOps

  1. 1. Understanding DevOps Session IDR-1988 Sanjeev Sharma IBM WorldWide Lead – DevOps Technical Sales sanjeev.sharma@us.ibm.com DevOps Blog: http://bit.ly/sdarchitect @sd_architect Author: DevOps For Dummies – http://ibm.co/devopsfordummies Eric Minick IBM DevOps Evangelist eminick@us.ibm.com @EricMinick Author: Application Release and Deploy For Dummies © 2013 IBM Corporation
  2. 2. Please note IBM’s statements regarding its plans, directions, and intent are subject to change or withdrawal without notice at IBM’s sole discretion. Information regarding potential future products is intended to outline our general product direction and it should not be relied on in making a purchasing decision. The information mentioned regarding potential future products is not a commitment, promise, or legal obligation to deliver any material, code or functionality. Information about potential future products may not be incorporated into any contract. The development, release, and timing of any future features or functionality described for our products remains at our sole discretion. Performance is based on measurements and projections using standard IBM benchmarks in a controlled environment. The actual throughput or performance that any user will experience will vary depending upon many factors, including considerations such as the amount of multiprogramming in the user’s job stream, the I/O configuration, the storage configuration, and the workload processed. Therefore, no assurance can be given that an individual user will achieve results similar to those stated here.
  3. 3. Agenda •  Why DevOps? •  What is DevOps? •  Adopting DevOps o  People o  Process o  Technology
  4. 4. 4 CEOs identify technology as the most important external force impacting their organizations – again Source: IBM Institute for Business Value, The Global CEO Study 2013. Question: “What are the most important external forces that will impact your organization over the next 3 to 5 years?” 2004 2006 2008 2010 2012 2013 1 2 3 6 4 5 7 8 9 1 2 3 6 4 5 7 8 9 1 2 3 6 4 5 7 8 9 1 2 3 6 4 5 7 8 9 1 2 3 6 4 5 7 8 9 Technology Factors Market Factors Macro-economic Factors People Skills Regulatory Concerns Socio-economic Factors Globalization Environmental Issues Geopolitical Factors 2 3 6 4 5 7 8 9 1 CEO Studies 2004–2013 External forces that will impact the organization
  5. 5. Software delivery Intelligent/ Connected Systems Software component in smart products driving increased value and differentiation Big Data Insights on new products by more efficiently interpreting massive quantities of data Cloud Demand for apps requires fast, scalable environments for dev and test, as well as production Instrumented Products Industry requirements demand faster response to regulations and standards, with traceability and quality Social Business Broader set of stakeholders collaborates to deliver continuous innovation and value Mobile Modern workforce expects constantly updated software to connect to enterprise systems Software delivery is at the heart of today’s top technology trends
  6. 6. HOW DO WE GO FASTER? 6 Agile?
  7. 7. Agile and Continuous Integration 90s - 2004 2001 2003 2005 Practices/ MethodologyTools 1999 Some Agile Focused Work Item Tracking
  8. 8. 2005-2010: To the Enterprise!
  9. 9. Agile in 2006-2011 Agile (Scrum) • Larger teams • Cross functional • Standardized • Distributed
  10. 10. … but Agile didn’t help with Ops
  11. 11. A lack of continuous delivery impacts the entire business enterprise in the new reality of “Systems Of Interaction” >45% of customers experience production delays >50% of outsourced projects fail to meet objectives >70% of budgets devoted to maintenance and operations 4-6 weeks to deliver even minor application changes to customers Systems of Interaction Continuous client experience Partner value chain Cloud-based Services Systems of Engagement Systems of Record Operations Rapid app releases impact system stability and compliance Suppliers Delivery in the context of agile Development/Test Speed mismatch between faster moving front office and slower moving back office systems, delaying time to obtain feedback Line-of-business Takes too long to introduce or make changes to mobile apps and services HR DB ERP MF iSeries CRM
  12. 12. Agenda •  Why DevOps? •  What is DevOps? •  Adopting DevOps o  People o  Process o  Technology
  13. 13. DevOps is a Philosophy Source: http://virtualplatosacademy.blogspot.com/p/great-philosophers.html
  14. 14. Getting Started - The Critical Measure of DevOps Success The Hidden Factory Opportunity Overhead Productive 80% 20% 50% 50% Hidden Factory= additional value you could create if you eliminated waste and redirected those resources at innovation DevOps Transformation
  15. 15. The Big Sources of Wasted Efforts: Find the Hidden Factory Forrester Research study finds an average 3x project capacity after implementing DevOps Type of Waste Create Feature Deliver Feature Unnecessary Overhead Communicating ideas/knowledge Supporting Artifacts Communicating between development and operations Unnecessary Re- work Tasks assigned back to developers from testing and usage Tasks assigned back to developers from production rollbacks Over-production Unnecessary functionality produced Unnecessary hardware, data center, personnel Forrester Consulting: Total Economic Impact of IBM DevOps The study analyzed several development teams and found that the group, on average, went from delivering 10 projects in Year 1 before implementing IBM DevOps, to 20 projects in Year 2, to 30 projects in Year 3 — all without having to add additional developer headcount. And the developers were happier, less stressed, and had a greater feeling of accomplishment.
  16. 16. DevOps approach: Apply Lean principles accelerate feedback and improve time to value Line-of- business Customer 1 3 2 1.  Get ideas into production fast 2.  Get people to use it 3.  Get feedback Adopt DevOps approach to continuously manage changes, obtain feedback and , deliver changes to users Change speed must be an asset, Not an anchor Non-Value-added waste Value-added production work Lean Transformation
  17. 17. Business Outcomes and Operational Objectives § Faster Time to Value –  Reduced cycle times –  Industrialization § Improved predictability – Operational excellence – Uncertainty reduction § Improved customer satisfaction – Customer alignment – Transparency in real time § Improved efficiency – Waste reduction, reduced overhead, rework, overproduction – Capex / Opex optimization
  18. 18. IBM DevOps Adoption Model Practices, tools and services to plan and execute a staged adoption of DevOps to improve business outcomes Feedback Cycles Productive Waste Efficiency Steer Product-based Agile Automated Collaborative Optimizing More Predictable More Transparent More Continuous Process-based Process-heavy Manual Silo-ed Develop/Test Deploy Operate Inefficient Leaner Leaner and Smarter
  19. 19. Map your Bottlenecks Idea/Feature/Bug Fix/ Enhancement Production Development Build QA SIT UAT Prod PMO Requirements/ Analyst Developer CustomersLine of Business Build Engineer QA Team Integration Tester User/Tester Operations Artifact Repository Deployment Engineer Release Management Code Repository Deploy Get Feedback Infrastructure as Code/ Cloud Patterns Feedback Customer or Customer Surrogate Metrics - Reporting/Dashboarding Tasks Artifacts
  20. 20. Key software delivery bottlenecks we must eliminate 20 Lack of alignment between IT and business goals Complexity of languages, tools, and platforms Poorly integrated teams across the application lifecycle Lack of automated and scalable testing methods High cost of setting up and maintaining test environments Application release process is still error-prone and slow Lack of centralized incident management and monitoring Slow or unresponsive to customer feedback Deploy Develop - Test Steer Operate Bottlenecks impact delivery cycles, cause rework, and waste resources
  21. 21. The IBM DevOps Adoption Model IT Org leader Team member One-on-one guidance on how to improve, from where you are. How do I determine the best place to start? I know where I want to start. What’s the fastest way to success? Inefficient Leaner Leaner and Smarter CollaborativeSilo-ed More Continuous Process- based Process- based Agile More Predictable Manual Automated More Transparent Steer Develop/ Test Operate Deploy OptimizingOutcome- based … … … … Lean Self-Assessment: http://ibm.biz/devops- lean-assessment DevOps Fitness Desk in Solution Center EXPO Practice Self-Assessment: http://ibm.biz/ devops-practices-assessment Consulting Cafe
  22. 22. Agenda •  Why DevOps? •  What is DevOps? •  Adopting DevOps o  People o  Process o  Technology
  23. 23. People 23
  24. 24. 24 Building a DevOps Culture •  Everyone is responsible for Delivery •  Common measures of Success •  Right People are needed Product Owner Team Member Team Lead Team Member Team Member Senior Executives Users Domain Experts Auditors Gold Owner Support Staff External System Team Operations Staff It’s all about the People/Culture
  25. 25. •  Organizational Change ‘Shift Left’ – Operational Concerns Build ‘Application aware’ Environments Environment Sprints Adopting DevOps in the Enterprise: People/Culture
  26. 26. Agenda •  Why DevOps? •  What is DevOps? •  Adopting DevOps o  People o  Process o  Technology
  27. 27. Adopting DevOps in the Enterprise: Process 27 •  DevOps as a Business Process •  A Process to get Capabilities from Ideation to Value •  Apply Lean Thinking to Processes
  28. 28. Key Capabilities 1.  Collaborative Development & Continuous Integration 2.  Continuous Business Planning 3.  Continuous Release and Deploy 4.  Continuous Testing 5.  Continuous Feedback Adopting DevOps in the Enterprise: Process
  29. 29. 1. Collaborative Development and Continuous Integration http://bit.ly/PRQ4a7 Mobile App Developent Teams Enterprise Services Developent Teams Adopting DevOps in the Enterprise: Process
  30. 30. 2. Continuous Business Planning 3. Continuous Release and Deploy 4. Continuous Testing 5. Continuous Feedback http://bit.ly/PRQ4a7 Adopting DevOps in the Enterprise: Process
  31. 31. Agenda •  Why DevOps? •  What is DevOps? •  Adopting DevOps o  People o  Process o  Technology
  32. 32. •  Infrastructure as Code/Software Defined Environments package "apache2" do package_name node['apache']['package'] end service "apache2" do case node['platform_family'] when "rhel", "fedora", "suse" service_name "httpd" # If restarted/reloaded too quickly httpd has a habit of failing. # This may happen with multiple recipes notifying apache to restart - like # during the initial bootstrap. restart_command "/sbin/service httpd restart && sleep 1" reload_command "/sbin/service httpd reload && sleep 1" /* REXX */ /* REXX BIND processor sample */ trace o Arg PACKAGE DBRM rcode = 0 /* Set BIND options */ SYSTEM = 'DSN9' i = Pos('(', DBRM) len = Length(DBRM) LIBRARY = Substr(DBRM, 1, i - 1) MEMBER = Substr(DBRM, i + 1, len - i - 1) OWNER = 'DEVDBA' ACTION = 'REPLACE' VALIDATE = 'RUN' ISOLATION = 'CS' EXPLAIN = 'NO' QUALIFIER = 'DEVDBA' Call Bind_it Exit rcode Bind_it: /* Create a bind control statement as a single long line. Then */ /* queue that into a FIFO stack */ DB2_Line = "BIND PACKAGE("PACKAGE")" ||, " LIBRARY('"LIBRARY"')" ||, " MEMBER("MEMBER")" ||, " OWNER("OWNER")" ||, " ACTION("ACTION")" ||, " VALIDATE("VALIDATE")" ||, " ISOLATION("ISOLATION")" ||, " EXPLAIN("EXPLAIN")" ||, " QUALIFIER("QUALIFIER")" /* Write the bind control statement to the data queue and execute */ /* DB2I to perform the bind. */ queue DB2_Line queue "End" Address TSO "DSN SYSTEM("SYSTEM")" rcode = RC Return Adopting DevOps in the Enterprise: Technology
  33. 33. Adopting DevOps in the Enterprise: Technology 33 •  Common Collaboration Tools •  Common Work Item Management Tool •  Dashboards to show status/progress
  34. 34. Develop / Test DeploySteer Operate IBM DevOps – Broad set of DevOps capabilities Address bottlenecks across the application delivery lifecycle Ra#onal  Focal  Point   Ra#onal  DOORS  NG   Ra#onal  Team  Concert   Ra#onal  Lifecycle  Integra#on      Adapters   Ra#onal  Quality  Manager   Ra#onal  Test  Workbench   Ra#onal  Test  Virtualiza#on  Server   InfoSphere  Op#m  Test  Data  Management   IBM  UrbanCode  Release   IBM  UrbanCode  Deploy   SmartCloud  Orchestrator   SmartCloud  Applica#on   Performance  Management   SmartCloud  Control  Desk   Continuous Business Planning Collaborative Development Continuous Testing Continuous Release and Deployment Continuous Monitoring Continuous Customer Feedback & Optimization IBM  Tealeaf   IBM  Digital  Analy#cs   “IBM has a more comprehensive end-to-end DevOps and ALM testing integration tool strategy, and the strongest market momentum.” – Diego Lo Giudice, Forrester Research, January 27, 2014
  35. 35. Implementing a DevOps toolchain SCM Build / CI Server Unit testing Test Automation Test Stubbing Delivery Pipeline Environment Configuration Automated Monitoring Asset Repository
  36. 36. UrbanCode for Release Automation IBM UrbanCode Deploy automates the deployment of applications, databases and configurations into development, test and production environments, helping to drive down cost, speed time to market with reduced risk. IBM UrbanCode Release is an intelligent collaboration release management solution that replaces error-prone manual spreadsheets and streamlines release activities for application and infrastructure changes. https://www.ibmdw.net/urbancode/ Drive down cost Remove manual effort and wasted resource time with push button deployment processes Speed time to market Simple, graphical process designer, with built-in actions to quickly create deployment automation Reduce risk Robust configuration management, coordinated release processes, audits, and traceability
  37. 37. Continuous Delivery Pipeline
  38. 38. Databases Internal Messages Third-party Services virtual components Simultaneously test across multiple test stages Dev QA IBM Rational Test Virtualization Server Continuous Testing: Deploy what is ready, Virtualize the rest IBM UrbanCode Deploy IBM Rational Test Workbench { integrated with Test Environments Dynamic Infrastructure Deploy what is ready, virtualize the rest Continuously test in production-like env. Test using real world network conditionsn Network Virtualization
  39. 39. Cloud Portability with Patterns Cloud  Resources    (DEV)   Cloud  Resources  (PROD)   Environments   QA   ...   PROD   World-Wide Banking Application   war   ddl   mq   World-Wide Banking Application   war   ddl   mq   IBM  Virtual  System  Pa2erns   OpenStack  HOT  templates   World-Wide Banking Application   war   ddl   mq   DEV   UrbanCode  Deploy   Cloud   ApplicaAon   Component   Tomcat   MySQL   JMS   WebSphere  Liberty   DB2   WSMB   SmartCloud  Orchestrator   IBM  PureApplicaAon  System   IBM UrbanCode Deploy Private CloudsHybridPublic Clouds VM VM VM
  40. 40. Using Patterns to define ‘Full Stack’ Environments What’s required…What the business wants… What a pattern automates… Patterns of Expertise: Proven best practices and expertise learned from decades of client and partner engagements •  Pre-defined architecture of an application or Cloud service •  Captures best practices for complex tasks •  Optimized into a deployable form for private or public cloud •  Repeatable deployment with full lifecycle management reducing operational costs
  41. 41. •  Organic environments •  Version-aware •  Full-stack engineering •  Composable content •  Cloud agnostic IBM UrbanCode Deploy with Patterns HOT document editor & Environment lifecycle management tool A full-stack engineering solution for designing, deploying, and managing environments Components Resources Heat Templates (HOT) Building Blocks HOT Executes on Next generation pattern development and lifecycle management OpenStack Heat Tool Engine Platforms
  42. 42. o  Provide Software Components right along side infrastructure o  Represent these resources in HOT documents o  Once deployed update either from Heat or UrbanCode Deploy o  Will support Chef, Puppet, etc over time IBM UrbanCode Deploy & Heat Templates
  43. 43. Improve Delivery Lifecycle with IBM Virtual System Patterns SCM Build Automation IBM Endpoint Manager QA PROD Provision platformExecute application deployment and manage settings across environments Patch/update Publish build Pull changes SmartCloud  Orchestrator   Platform Config Management Environments Deploy early and often to ensure higher quality and faster releases using repeatable, reliable, and managed automation DEVDEVDEVDEV IBM  PureApplicaAon  System  
  44. 44. 44 §  DevOps Lean Assessment (Beta): http://ibm.biz/devops-lean-assessment §  IBM DevOps Page: http://ibm.com/DevOps §  DevOps For Dummies Book: http://ibm.co/devopsfordummies §  Release and Deploy For Dummies Book: http://ibm.co/1bplaQV §  IBM DevOps YouTube Playlist: http://bit.ly/1fiDOtl Resources
  45. 45. 45
  46. 46. Thank You! Your Feedback is Important! Access the Innovate agenda tool to complete your session surveys from your smartphone, laptop or conference kiosk.

Notas do Editor

  • In terms CEO priorities, technology factors continue to dominate as the major external factor impacting their businesses.
    According to CEOs we interviewed in our 2004 CEO study (left hand side of the slide), technology was not even among the top-five forces impacting their organizations.
    By 2012, however, CEOs cited technology as the number-one factor they see impacting their companies … in front of people skills, market factors and macroeconomic factors.
    Clearly, it is top-of-mind for today’s business leaders – and likely will remain so for the foreseeable future.
    Moving on to the next slide …
    Additional Notes:
    Source: IBM Institute for Business Value, The Global CEO Study 2012. Question asked: “What are the most important external forces that will impact your organization over the next 3 to 5 years?”
    Note: The actual percentages for the top three factors are (if asked): Technology factors – 71%, People skills – 69% and Market factors – 68%
  • Businesses who can establish software delivery as their core competency will be able to exploit the emerging technology trends
    Unprecedented demands from cloud, mobile and social, and big data and analytics, instrumented products etc. are causing significant changes in how companies deliver software, requiring new levels of collaboration and innovation.
    Business as usual in IT is not going to survive. Traditional software delivery methods evolved over the years across many IT industries now pose a bigger risk tan ever, resulting in loss of competitive advantage where business survival can be at stake.
    TRANSITION: And majority are still taking the traditional approach when it comes to software delivery
    Next slide….
  • 2010: The Enterprise and Scrum
  • Results show that current software delivery methods need to change as they cannot satisfy stakeholder or business needs
    A lack of continuous delivery impact the entire business. And when you combine the new requirements coming from Systems of engagement side which now have to integrate and access existing systems of record applications, the complexity dramatically increases.
    Business Need: Experiment in the market to judge success of products and services. LOB: Cannot iterate quickly with market based on IT timelines
    Business Need: Maintain system stability. Ops: Cannot keep up with the pace of change pushed into the system
    Business Need: Quickly iterate on functionality. Dev: Cannot access production-like environments to validate application changes
    TRANSITION: Status-quo is not sustainable, a new approach is needed.
    Let’s go to the next slide….
  • Financially the issue is simple. Demands on software delivery resources are increasing and funding is decreasing. DevOps targets this dilemma: that both speed and efficiency must improve. This is why lean, agile, automation, and collaboration are key elements of any solution.
    At least 40% of your resources are probably wasted on non-value added effort.
    What if you could redirect this wasted resource to a Hidden Factory that dramatically improves your competitive differentiation? Hidden Factory is a Lean Six Sigma term. It is the additional output that would be possible if the resources you are currently directing at creating waste were released and redirected instead at creating value and innovation. Think about what cutting that waste by 50% or more would mean. This is the value of lean adoption and executing the core value proposition of DevOps.
    Reducing waste, duplication and process friction means we can spend less time on drudgery, duplication and rework, and more time on efficient innovation and smarter systems, products and services.
  • IBM commissioned Forrester Consulting to interview IBM Rational clients and examine the return on investment (ROI) they achieved with CLM, Continuous testing and Service virtualization . The reports were pulibshed in July 2013
    Over the years, these supporting artifacts have grown in complexity and resource burden far more than needed. Agile development methods evolved specifically to attack growth in this non-value added work. DevOps principles expand that same agile, lean thinking across the delivery lifecycle targeting the unnecessary overhead, rework and overproduction. Lean transformation is a central theme of DevOps to address this Hidden Factory opportunity.
    Some overhead is a necessity, but excessive overhead, excessive rework, overproduction of unneeded function points and time wasted in waiting are hidden factory opportunities. And everyone—executives, project leadership, and practitioners KNOW they spend a huge chunk of time in non-value added work that they want to streamline, automate or eliminate. Everyone buys in to this pain, and pretty easily.
  • So what’s in the way?….
    Nationwide is just one of many of clients who have recognized the need for change and have overcome these challenges that perhaps you may also recognize in your own organization. These are clearly not new challenges but the emergence of the 4 key technological forces (mobile, cloud, social and big data) have but additional burden on your IT organization with limited budget, resources and flexibility to quickly respond to the new business reality. Let’s take few minutes to understand how these challenges are driving up costs and increasing business risk.
    Plan & Measure:
    Lack of alignment between IT and business goals leading to chaotic behaviors putting entire business at risk.
    Develop and Test:
    Complexity of languages, tools, and platforms resulting in skills lock-in and putting additional burden on limited skilled staff and experts with deep technical experience
    Poorly integrated teams across the application lifecycle creating inefficiencies, misunderstandings, source of errors, frustration, and waste
    Lack of automated and scalable testing methods resulting in late discovery of breakages, creating unstable or unavailable systems, frustrating your end-users
    High cost of setting up and maintaining test environments allocated to purchase, set up, configuration and maintenance of server and storage environments.
    Release & Deploy:
    Application release process is still error-prone and slow – and how can we forget those weekend deployment parties offering free pizza and coffee to lure us in.
    Monitor & Optimize:
    There is lack of centralized incident management and monitoring increasing threat and exposing business to network attack and data breaches
    Slow or unresponsive to customer feedback resulting getting in unhappy customers who now can let their frustrations known to the world!
    So let’s now understand how we might start to tackle some of these challenges…..
  • Accelerate your DevOps journey.
    Are you leading an organization interested in becoming more efficient/leaner:
    Take the DevOps Lean Self-Assessment to understand where your bottlenecks are: http://www.surveygizmo.com/s3/1635035/IBM-DevOps-Lean-Assessment
    Come to the AgileZone in the Solution Center Expo and discuss your results with a DevOps expert who can provide recommendations on where you might focus your improvement initiatives.
    Solution Center Expo Location: Dolphin Hotel - Lower Level, Atlantic Hall
    Are you part of a team interested in improving your software development and delivery capabilities:
    Take the DevOps Practices Self-Assessment to understand your team’s practice proficiency: http://www.surveygizmo.com/s3/1659087/IBM-DevOps-Self-Assessment
    Come to the Consulting Café and discuss your results with a DevOps expert who can provide recommendations on specific DevOps practices and solutions that you may want to consider adopting.
  • IBM provides the most comprehensive set of DevOps capabilities -- this allows us to help our clients address bottlenecks across the application development and delivery lifecycle, with particular focus on development, testing, and deployment.
    IBM leadership:
    #1 vendor in Gartner market share for Application Development software for 13 consecutive years, and #1 in Evans Data Corporation User's Choice Survey for Software Development Platforms for 6th time in 7 years.
    Tier 1 analysts like Gartner and Forrester recognize the breadth and category leadership of the IBM portfolio. <reference Diego Lo Guidice quote from Forrester Research>
    IBM is a leader in Gartner Magic Quadrants and Forrester Waves across all key app dev segments, PLUS we have independent analyst-authored ROI studies supporting key segments.
    DevOps – four adoption paths (or entry points), with defined practices, comprise DevOps approach and scope:
    Plan & Measure – Continuous planning helps prioritize application portfolio decisions, measure results, and keep investments aligned with business strategy and customer input.
    Develop & Test – Collaborative development and continuous testing support the rapid progression of a business idea or requirement into a high quality software solution by applying agile principles, facilitating collaboration among stakeholders, and striking the optimal balance between quality and time to market.
    Release & Deploy – Helps client continuously release and deploy complex mobile, cloud, web-based and traditional applications. Client gain visibility across software releases and ensure accurate and consistent application stacks across the delivery lifecycle (development, test and operations) that results in reduced cost and risk and improved quality.
    Monitor & Optimize – We help clients better understand and improve the customer experience through continuous monitoring and continuous feedback and optimization. We can help our clients meet and exceed service level agreements for app performance and availability. And improve their customer engagement experiences with mobile and web apps through sentiment analysis and other digital analytics.
    IBM delivers DevOps capabilities on-prem, in the cloud, and hybrid.
    The product names noted are largely on-prem solutions and hybrid solutions. Many of these capabilities are delivered as services in the cloud.
    IBM DevOps Services optimized for BlueMix provide an essential set of developer tools to get teams up and running quickly without the hassles of software installations, configurations and maintenance.
    IBM DevOps Services include: app auto-scaling, monitoring & analytics, mobile quality assurance, Git hosting, web IDE, continuous integration, agile planning & tracking, plus various third-party offerings – with lots more to follow.
  • UrbanCode improves software delivery enabling continuous release and deployment via application release automation, helping to drive down costs, speed time to market and reduce risk.
    To complement IBM’s DevOps solutions already in place, UrbanCode was acquired to strengthen the Release & Deploy segment
    Speak to changing delivery mindset:
    Infrastructure Developer vs. Operator/Administrator
    Need to bring a software development mindset to the operational areas
    Replicate, where appropriate, standard architecture/development tools and methodologies
    Use an Agile approach to delivery of routine tasks
    Continuous, incremental improvements and delivery of new functionality
    Automated unit and integration testing improves operational runtimes
    Version management for scripts & source code
    Automation routines and scripts are fundamental to Operations
    Central point of truth as routines and environments change
    Identify possible regressions by comparing with prior versions
    Example Managed Assets:
    Perl, Jython, WSADMIN, ANT scripts, Service orchestration routines (opsware, buildforge, etc),
  • Replace with new diagram – UC product logos consistent throughout
  • Close with bringing in the orchestration piece and how Deploy (deployment automation) combined with service virtualization, test automation, and dynamic infrastructure is the end goal.
    Deploy what is ready, virtualize the rest
    Continuously execute tests against production-like environments
    Test end-to-end, including mobile, cloud-based applications, and mainframe