CONTINUOUS DELIVERY EBOOK SERIES: Chapter 1. Four Critical Software Delivery Challenges in the Application Economy

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1 CONTINUOUS DELIVERY EBOOK SERIES: Chapter 1 Four Critical Software Delivery Challenges in the Application Economy

2 New Challenges Impacting Digital Transformation Goals In today s application economy, everyone is in the software business. Auto makers are putting Wi-Fi hotspots in their cars. Watches are trading gears for motherboards. Even soda fountains have evolved from dumb machines into instrumented devices with touch-screen user interfaces. This digital transformation is changing the way applications are developed, tested, moved through environments and released into production and it s putting new demands on IT teams with which they re struggling to keep up. At a high level, this is because the application delivery systems and processes at many enterprises were put in place when IT only had to push out an annual or semi-annual release. But as market pressures and executive mandates have forced teams to deliver innovations faster and more frequently, a new set of development, testing, automation and customer challenges have appeared acting as obstacles that stand between you and your digital transformation goals. 50 % are already experiencing % of companies say their industry has been highly disrupted by the application economy. 44this impact in their own organization. 1 1 CA and Vanson Bourne, Application Economy Research,

3 # 1 THE CHALLENGE OF Development Constraints, Bottlenecks and Delays Modern applications comprise a complex mix of in-house code, third-party microservices, APIs and UIs, which means separate teams often develop these components concurrently. While this kind of composite development is a necessity in today s environment, it leads to new challenges and constraints that impact how fast an application can move through the software delivery lifecycle (SDLC). One problem is that as developers create code to fix a defect, add a new feature or integrate with another service they often need access to the code other developers are working on, because interdependencies exist between components. In simple terms, this means Team A can t finish its piece until it has access to Team B s code, and Team C might be waiting on both creating more opportunities for delays and bottlenecks. In addition, as teams work faster in support of digital transformation goals, they re pushing out builds every day at an accelerated pace each of which requires an environment to be built and configured. This can be extremely time-consuming when done manually, and there s always the possibility that given resources aren t available right when they re needed. As such, development teams can spend a lot of time waiting either for the right resources or for pre-requisite components to be completed by other teams leading to idle time that slows an application s journey to market and pushes out time to revenue for the business. 3

4 # 2 THE CHALLENGE OF Insufficient, Manual Testing Once a project moves into the early testing stages of the SDLC (e.g., functional and user acceptance testing), quality assurance people typically have to develop a test plan manually, which includes elements like what needs to be tested, how it will be tested and what environments need to be created and/or configured. dates. Additionally, when teams do not have the time or resources to test sufficiently, it becomes increasingly likely that defects will follow the application into customer-facing production environments where costs to remediate are at their highest and you run the risk of turning off customers or damaging your brand. At the same time, because teams are trying to hit extremely aggressive timelines, testing cycles have a tendency to be delayed until later in the SDLC or reduced in scope. What s more, teams rarely have access to live like test data, meaning they either have to assemble data sets manually or use an existing one that may not provide a true, production-level simulation. All of this manual effort creates delays that can quickly add up and push out project delivery $16k $14k $12k $10k $8k $6k $4k $2k $- Defect Correction Costs 2 $7,136 $5,596 $4,057 $2,517 $977 Coding 92% Resolved Cost Reduction Unit Test Integ. Test Sys Test Accept Test $14,272 Production 2 Lyon, Dan, Systems Engineering: Required for Cost-Effective Development of Secure Products, The SANS Institute,

5 # 3 THE CHALLENGE OF Siloed Automation As composite application development has grown in complexity, IT teams have adopted more and more tools to support activities across the SDLC from integrated development environments (IDE) like Eclipse and continuous integration (CI) systems like Jenkins, to container tools like Docker and configuration tools like Chef. While such tools have been designed to simplify or automate these individual activities, they often necessitate manual transitions and hand-offs that create delays between steps. In addition, the effort it takes to manage and coordinate this plethora of tools across a complex delivery cycle can actually take more time than they are meant to save. Some IT teams have tried to combat this complexity by creating ad-hoc scripts that automate hand-offs between the various tools. The problem is, creating these scripts can be extremely time- and labor-intensive. And, they often cannot be used across multiple application deployments, which means teams have to modify or create them from scratch for each project before the automation can even begin. IT teams need to change their mindsets from automating in stages to automating the entire release pipeline from end to end. 5

6 # 4 THE CHALLENGE OF Increasing Customer Expectations Application delivery isn t the only concept that has evolved since the application economy went from theory to reality. Customer expectations have taken a massive leap forward, as well. Providing innovative, easy-to-use software is simply what customers expect, and the bar continues to rise. They also want you to anticipate their needs and update the application frequently with new features that address them over time. Fail to meet these expectations, and customers won t hesitate to take their business to a company that will. The challenge here is that most teams do not have insight into how customers are interacting with applications. Nor do they have the kind of visibility into application performance needed to drive continuous and meaningful improvement over time. Without a window into all of the components and services that comprise the customer experience, IT teams cannot proactively identify issues or quickly locate root causes when they inevitably occur. In order to overcome these issues, IT teams need to create an agile and continuous feedback loop in which real-world data is sent back into the development environment, so issues can be proactively eliminated at the code level before they have a chance to affect customers. 6

7 Overcoming Release Challenges with Continuous Delivery In order to reduce or eliminate the impact of these challenges and achieve competitive advantage within the application economy, leading companies have begun adopting the practice of Continuous Delivery. At its core, Continuous Delivery is all about releasing high-quality software to the market faster and with less effort a simple goal, but one that requires new thinking around the people, processes and technologies driving your application delivery efforts. Continuous Delivery begins with an honest assessment of your current state, and some next steps may include: Develop a solid understanding of the entire application delivery process--the tools, the environments and all stakeholders involved Identify key technical and business areas of pain and biggest obstacles Identify manual processes and potential automation candidates Assess current tools for functional overlap and redundancy Create a vision and plan for a desired future state Finally, you have to execute. It s important to remember that, as its name implies, Continuous Delivery is an ongoing, evolutionary concept. Few organizations will reach the pinnacle of multiple releases a day out of the gate, but if you start small and focus on steady improvement, you ll be well positioned to overcome many of your application delivery challenges and ultimately reach your desired future state. FORRESTER BELIEVES Continuous Delivery is Essential for Rapid Software Delivery CD pipelines are the means by which organizations achieve rapid software delivery cycles. The approach is proven and there are no competing alternatives for modern, complex applications. Implementation of a fully automated pipeline is rare but growing. Over the past two years, the tone of inquiries we receive has changed from that will never work for us to tell us how we can make that work for us. It is not a question of if CD pipeline approaches will be implemented in every organization, but when. 3 3 Forrester Research, Inc., TechRadar : Continuous Software Delivery, Q2 2015, Kurt Bittner and Diego Lo Giudice, May 1,

8 What s Next? In chapter 2 of our ebook series, we ll look more closely at what it takes to achieve Continuous Delivery and how it ties directly to your capabilities around executing parallel work streams, accelerating application quality and automating the entire release process from end to end. For more information, visit ca.com/continuousdelivery. CA Technologies (NASDAQ: CA) creates software that fuels transformation for companies and enables them to seize the opportunities of the application economy. Software is at the heart of every business, in every industry. From planning to development to management and security, CA is working with companies worldwide to change the way we live, transact, and communicate across mobile, private, and public cloud, distributed and mainframe environments. Learn more at ca.com. Copyright CA All rights reserved. This document is for your informational purposes only and does not form any type of warranty. All trademarks, trade names, service marks and logos referenced herein belong to their respective companies. CS

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