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Keynote - Trilha Negócios (DevOps Summit Brasil 2016)
O documento discute as tendências e oportunidades em tecnologia digital. Ele destaca que: 1) A Internet das Coisas terá um valor econômico de US$ 1,9 trilhões em 2020 e aplicativos móveis gerarão receita de mais de US$ 77 bilhões em 2017. 2) Grandes empresas poderão obter um "dividendo de dados" de US$ 1,6 trilhão nos próximos 4 anos ao disponibilizar novos tipos de dados e análises para mais funcionários. 3) Agilidade empresarial é a principal raz
Keynote - Trilha Negócios (DevOps Summit Brasil 2016)
- 2. $1.9T Gartner estima queo valor econômico agregado pela Internet das Coisas através das indústrias irá alcançar US$1.9 trilhões em todo mundo em 20201 $77B Em 2017, aplicações móveis serão baixadas mais de 268 bilhões de vezes, gerando um faturamento maior que US$77 bilhões $1.6T Dividendo disponível para empresas que colocam novos tipos de dados e analyses nas mãos de mais functionários nos próximos 4 anos. ~50% Agilidade Empresarial é responsável por 50% dos principais motivos para mover para a nuvem, versus 14% para redução de custos. Dispositivos e IoT Apps Big Data Infraestrutura e Nuvem Gartner “Forecast: The Internet of Things, Worldwide, 2013,” (G00259115), Peter Middleton, Peter Kjeldsen, and Jim Tully, November 18, 2013 Gartner Report, “Predicts 2014: Apps, Personal Cloud and Data Analytics Will Drive New Consumer Interactions” Stephanie Baghdassarian, Brian Blau, Jessica Ekholm. Sandy Shen, November 22, 2013. IDC “Capturing the $1.6 Trillion Data Dividend,” Dan Vesset, Henry D. Morris, John F. Gantz, May 2014 Gartner “Hype cycle for cloud computing, 2014”, David Mitchell Smith, July 24, 2014
- 3. A realidade dodesenvolvimento de software
- 4. 2,6bilhões Dispositivos móveis em 2016,350 milhões deles usados no trabalho 82% Da população mundial online participando de redes sociais 70% dos negócios usando ou investindo em soluções de computação na nuvem
- 5. Fonte: Standish Group,“CHAOS Report” 2015, Resultados da CHAOS Research Típico Projeto de Software 29% 27% 31% 28% 29% 49% 56% 50% 55% 52% 22% 17% 19% 17% 19% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 2011 2012 2013 2014 2015 Taxa de Sucesso nos projetos de software Malsucedidos Com desafios Bem-sucedido
- 6. MonitoreImplemente Productbacklog Opsbacklog Software emprodução Requisitos Perda defoco Qualidade é uma fase Passagem de bastão entre desenv e testes Integração de times multiplataforma Expectativa dos usuários não atendidas Requisitos de produção não atendidos/estabelecidos Dificuldade para identificar causas raiz em incidentes de produção Ferramentas e processos distintos Usuários/ Stakeholders Operações Desenv & Teste Feedback não gera ação para desenvolvimento Requisitos não compreendidos Prioridades conflitantes Muita coisa pode dar errado!
- 7. Agilidade melhora ocenário... Fonte: Standish Group, “CHAOS Report” 2015, Resultados da CHAOS Research 43% 45% 12% Projetos Ágeis Bem-sucedidos Com desafios Malsucedidos 26% 59% 16% Projetos Cascata Bem-sucedidos Com desafios Malsucedidos
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- 9. “DevOps é acolaboração Entre Desenvolvimento e Infra (Ops)” “DevOps é tratar sua Infraestrutura como código” “DevOps é usar automação” “Kanban para Ops?” “DevOps é usar feature switches” “DevOps é fazer pequenas implantações”
- 10. • “Segunda décadada Agilidade” (Sam Guckenheimer) • Queda das barreiras entre desenvolvimento e infraestrutura • Requer uma mudança em como pensamos sobre responsabilidades, colaboração e um ciclo de vida único fim-a-fim, numa cultura de alta confiança • Jornada de constantes ciclos de “Build – Measure – Learn” O que é DevOps? https://www.microsoft.com/en- us/download/details.aspx?id=46920
- 11. A primeira abordagem(pensamento sistêmico) DEV OPS
- 12. Segunda abordagem (feedbackloops) DEV OPS
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- 14. Contrastando ALM eDevOps
- 15. Um ciclo devida convergente Development Operations
- 16. Motivadores de DevOps •Solucionar problemas de desempenho e disponibilidade é muitas vezes difícil • Operações não conseguem liberar versões rápido o suficiente • Metodologias ágeis para acelerar ciclo de vida do desenvolvimento • Priorização de investimentos não se baseia em padrões de uso do mundo real Development Operations
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- 18. Microsoft DevOps Gartner MagicQuadrant for Application Lifecycle Management Requisitos Planejar Desenvolver + Testar Implantar Times de Negócios Desenvolvedores Testadores Infraestrutura + todos os outros stakeholders Backlog
- 20. Cloud Computing eMicrosoft Azure
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- 22. A ideia principal Quasetodas as empresas do mundo hoje, já podem se beneficiar do uso de plataformas de nuvem Pública!!
- 23. Como as mudançasacontecem Da inovação à obrigação Vantagem competitiva da empresa Primeira empresa de uma determinada indústria implementa uma inovação Segunda empresa de uma determinada indústria implementa uma inovação Terceira empresa de uma determinada indústria implementa uma inovação TIME
- 24. Janela de diferenciação Categorizar gastoscom TI Vantagem competitiva da empresa Utility ITStrategic IT
- 25. Empresas e plataformasde nuvem pública Com o que você se importa? O que aplicações estratégicas precisam Abilidade de suportar novas e modernas ideias de negócios. Recursos elásticos Suporte ao desenvolvimento acelerado O que aplicações de suporte / continuidade ao negócio precisam Baixo custo Disponibilidade Plataformas de nuvem pública Pode ajudar com ambos
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- 27. AZURE REGIONS Últimos lançamentosem Outubro de 2015- India – Central, India – South, India – West GENERALLY AVAILABLE 6 nova regiões anunciadas: Canada Central, Canada East, Germany Central, Germany North East, United Kingdom (2 – regions TBD)
- 29. Data storage Cloud identity VMson demand Disaster recovery Deploying packaged applications Moving existing applications to the public cloud Exemplos de cenários
Notas do Editor
- #3 Key goal of the slide: Get the audience to pause for a moment, engage, and agree on the big trends happening in the business world. Key talking points: People, devices and things, apps, data, and all of the infrastructure needed to drive this new mobile-first, cloud-first world is changing how technology provides value to the business. Talk track: Just a few years ago, could you have imagined that there would be 5.2 billion mobile users? Kleiner Perkins’ recent Internet Trends report says that 30 percent of the 5.2 billion mobile users are on smartphones and that number will continue to dramatically grow. When you add “things” to all of those devices then numbers explode. Morgan Stanley estimates the number of connected things could be as high as 75 billion today. IDC estimates that number will grow to 212 billion by the end of 2020. All of those devices are running…applications. Apps are king, with App marketplaces delivering over one million apps today, and growing. Think about how many business applications you use everyday—and the mix of both SaaS, mobile, and on-premises apps. We’re all familiar with the rise of SaaS with the likes of Salesforce, Concur, Workday; Gartner says that 41 percent of CRM systems are now SaaS based. Data, as we all well know, continues its exponential growth, thanks to all of those devices and apps, and more and more people using all of those “instrumented” things. IDC forecasts that the “data universe” will be 40 zeta bytes by 2020—90 percent of that giant number will be unstructured data… The IT infrastructure necessary to run all of this is massive. Take Microsoft as an example: they have over 1,000,000 servers running in our datacenters worldwide. All of this—data, things, apps, infra—all need cloud. Without cloud, none of what we’ve talked, today could have happened. All of this is dramatically affecting customer expectations. Customers demand connected engagement across channels including, and most importantly, digital. The competitive landscape has changed: the new competitive mix combines the familiar names with a new breed of technology-powered disruptors. The new generation of competitors can spin a whole business up in weeks using cloud infrastructure and readily-available business and technology resources. All of this is creating a sense of urgency for all of us to think about technology strategy to stay relevant. This means that most business leaders woke up this morning running technology companies (whether they wanted to or not). Sources: 1 – Gartner “Forecast: The Internet of Things, Worldwide, 2013,” (G00259115), Peter Middleton, Peter Kjeldsen, and Jim Tully, November 18, 2013 2 - Gartner Report, “Predicts 2014: Apps, Personal Cloud and Data Analytics Will Drive New Consumer Interactions” Stephanie Baghdassarian, Brian Blau, Jessica Ekholm. Sandy Shen, November 22, 2013. 3 - IDC “Capturing the $1.6 Trillion Data Dividend,” Dan Vesset, Henry D. Morris, John F. Gantz, May 2014 4 – Gartner “Hype cycle for cloud computing, 2014”, David Mitchell Smith, July 24, 2014
- #5 Key goal of slide: A look at the current trends of modern business. These trends are forcing companies to be more agile and to take advantage of new business opportunities in order to stay competitive on the marketplace. Slide Talk track Forward looking organizations are taking advantage of technological advancements (web, social, mobile, cloud, devices) to deliver experiences that maximize customer reach and operational efficiencies. We see three big trends that are pushing business modernization: First key trend is modern workforce, which demands new levels of workforce productivity, anytime, anywhere. The modern workforce creates challenges for IT teams to manage and support infrastructure and applications used by multiple devices, apps, and platforms. It’s estimated that in 2015, the number of connected devices will be twice the number of people on the planet. Users expect their apps to be available on these devices with seamless efforts. But the security and compliance needs cannot be sacrificed to meet these expectations. Slide Data Point: “2.6 billion Mobile devices by 2016, 350M of those being used at work “ Source: Canalyst research Second trend is the direct to consumer apps. Apps that are much more inherently social (like, follow, share as verbs), that take advantage of platforms and re-deliver in different form factors (like mobile, tablets, and web), use open APIs to integrate best services from different providers. These apps have a notion of intelligence “built-right-in” (e.g. auto complete in every search bar), and require greater data insights. IDC predicts a 44x growth of digital data over the next decade – this creates huge challenges for managing & processing big amounts of data, but also creates great opportunities for insights. Slide Data Point: “82% of the world’s population engages in social networking“ Source: Global Agenda Councils Third key trend is connected commerce. Commerce has evolved in the last decade from brick and mortar retail to web-based e-commerce becoming a new “normal”. In the most recent years, web-based commerce has further expanded to social and mobile channels becoming forefront channels for consumer engagement. Connected commerce experiences across physical stores, web storefronts, mobile, and social channels are needed to maximize customer & audience reach and engagement. Slide Data Point: “70% of businesses are either using or investigating cloud computing solutions “ Source: AMD
- #6 O custo dos projetos está sob controle, então, existe algum outro problema no setor? Nos últimos 10 anos, o número de projetos bem-sucedidos não aumentou de forma significativa. Na verdade, esse número vem se mantendo consistente na casa dos 30%. Se o departamento de Vendas alcançar 30% de sua cota, ele é bem-sucedido? Se um avião consegue ser pontual em 30% das decolagens, isso é bom sinal? Existe algum trabalho onde você possa ter uma taxa de sucesso de 30% e ainda assim ser EXCELENTE?! Em vez de vermos um aumento no número de projetos bem-sucedidos, graças a uma tendência da indústria de redução dos custos de projetos, ficou mais barato não ser bem-sucedido e pronto! O que a indústria precisa fazer para aumentar o número de projetos bem-sucedidos? Standish Group, Relatório da Chaos, 2004. 3.000 empresas, 50.000 projetos de TI, 58% nos EUA, 27% na Europa, 15% no resto do mundo.
- #12 The First Way emphasizes the performance of the entire system, as opposed to the performance of a specific silo of work or department - this can be as large as a division (e.g., Development or IT Operations) or as small as an individual contributor (e.g., a developer, system administrator). It begins when requirements are identified (e.g., by the business or IT), are built in Development, and then transitioned into IT Operations, where the value is delivered to the customer. When we think as a system, we can focus clearly on the business value that flows between business, dev, ops, and end users. The outcomes of putting the First Way into practice include never passing a known defect to downstream work centers, never allowing local optimization to create global degradation, always seeking to increase flow, and always seeking to achieve profound understanding of the whole system.
- #13 The Second Way is about creating right to left feedback loops. The goal of almost any process improvement initiative is to shorten feedback loops so necessary corrections can be made quickly and continuously. The outcomes of the Second Way include understanding and responding to all customers, internal and external, shortening and amplifying all feedback loops, and embedding knowledge where we need it.
- #14 The Third Way is about creating a culture that fosters two things: continual experimentation, taking risks and learning from failure; and understanding that repetition and practice is the prerequisite to mastery. Experimentation and taking risks are what ensures that we keep pushing to improve, even if it means going deeper into the danger zone than we’ve ever gone. And we need mastery of the skills that can help us retreat out of the danger zone when we’ve gone too far. The outcomes of the Third Way include allocating time for the improvement of daily work, creating rituals that reward the team for taking risks, and introducing faults into the system to increase resilience.
- #15 Application lifecycle management is the product lifecycle management (governance, development, and maintenance) of software. ALM describes how all roles in a software development project are in sync with each other throughout all application development stages. Microsoft has been delivering solutions for teams to improve agility in the Application Lifecycle for more than 10 years by helping development & test teams collaborate better and deliver value more quickly. Such integration ensures that every team member knows Who, What, When, and Why of any change made during the development process and that there is no last minute surprise causing delivery delays or project failure. With development and test teams delivering value faster, we now want to focus on helping Ops release more efficiently and reliably.
- #16 DevOps practices emphasize systems thinking, breaking down of silos, collaboration and flow of value. This is essentially the same holistic approach to software development that is at the heart of ALM.
- #17 In fact, the main drivers for high interest and increased adoption of DevOps practices stem from issues arising in the application lifecycle. Here are some of the most notorious issues that also drive Microsoft’s DevOps investments in tools and features.
- #18 Analyst studies show high interest but also confusion when it comes to DevOps implementation. Though in the early stages, DevOps is clearly considered to be a beneficial approach worthy of standardizing and formalizing. The data continues to indicate very strongly that a provider with an integrative DevOps platform, likely combined with guidance/professional services assisting in coalescing disparate instances, standards, and practices, would be welcomed.