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1 Welcome to the webinar. We will begin shortly. FOR DEMONSTRATION PURPOSES There are two methods for listening to this webinar. Select Audio from the tool box on the right side of your screen, and select either Telephone to call in and listen using your telephone, or Mic & Speakers to use your computer s speakers. For telephone access, please use the phone number provided in your webinar confirmation or the number provided in the tool box. When you dial In, you will be prompted to enter your Access Code and Audio PIN. If no phone number is listed, you must use the Mic & Speakers option. All participants are muted during the webinar. 1

2 Corporate Webinar Forum July 25 th, 2017 GLOBAL CORPORATE PROGRAM 2

3 Today s Topic: Introduction to DevOps for Business Analysts Presented by: Chris Knotts ASPE, Inc. GLOBAL CORPORATE PROGRAM 3

4 Welcome. Introduction to DevOps for Business Analysts Chris Knotts Techtown Training and Enterprise Learning (ASPE, Inc.) Curriculum Director, Product Manager, Learning Broker, etc.

5 DevOps & Business Analysis We will discuss: Level-set: What is DevOps? A typical enterprise environment and the life cycle of IT and software delivery projects Agility: the bridge to DevOps Continuous delivery and incremental workflows Applying the DevOps context to business analysis and stakeholder roles, and a few examples of stakeholders as described in the BABOK Guide Pain points and enablers of roles associated with successful DevOps style work

6 A few assumptions for the hour Roles are associated usually with software projects, & always with overall IT workflow DevOps is not a codified set of principles Chris is not a real BA

7 What is DevOps? Source:

8 DevOps IS Attribute Key Elements High-trust, highperformance culture IT capabilities = strategic assets, not cost centers Highly automated processes; mature deployment pipeline Continuous delivery of software and IT value Commitment to continuous learning & improvement Unified mission; aligned incentives across departments and teams; little fear/failure/blame, high quality of work life Projects, features and work flow through fast cycles times, systems are anti-fragile, IT processes & capabilities are aligned with overarching organizational needs Technical phases of projects supported by common tools and automation processes, collaboration replaces handoffs, codebase/it infrastructure is agile and functional by default Features, projects and IT work follow a regular, iterative flow. Cycle time is short, workflow favors small frequent changes Disciplined feedback loops quickly travel back upstream for inclusion. Tools for monitoring, measurement and alerting implemented & effective. Shared knowledge repositories.

9 A simplified look at Consolidata s enterprise Change Management Application Development teams IT Operations, Production Environments, Support Business Customer s S e c u r I t y, G o v e r n a n c e S e c u r I t y, G o v e r n a n c e

10 Application Delivery & Cost of Defects 50% of defects introduced here

11 Dev Ops

12 Opposing missions Development teams rewarded for creating value when software is deployed Operations and infrastructure admin teams penalized for downtime

13 The triumphant Agile team! Success!! Working software or feature DELIVERED Sprints Idea

14 Opposing missions The triumphant Agile team! IT Operations Deploy & Support Operation & Systems Data Security

15 The business! (different departments, needs, stakeholders etc.) The triumphant Agile team! IT Operations Deploy & Support Operation & Systems Data Security

16 The business! (different departments, needs, stakeholders etc.) The triumphant Agile team! IT Operations!! Deploy & Support Operation & Systems Data Security Customers / end users!!

17 Lessons from Agile 1. Without a common goal, you will never achieve 2. Commit to values first the practices will follow 3. Implementing DevOps (or any new way or work) is about LEARNING not getting it perfect 4. Agile practices allow adaptability and predictability 5. Articulate a vision and get buy in from your internal customers 6. Find the MINIMUM requirements for a solution! 7. Optimize the whole! Limit work in progress (WIP) anywhere possible 8. Build great teams

18 2011: Continuous Delivery: Reliable Software Releases Through Build, Test, & Deployment Automation Jez Humble Dave Farley

19 Jez Humble s Water-scrum-fall

20 What are organizations trying to achieve with DevOps type practices?

21 Continuous Delivery: Smaller batches of software work, more frequently, with less planning and more adaptability

22 The deployment pipeline concept Source: Continuous Delivery: Reliable Software Releases through Build, Test, and Deployment Automation

23 A A simplified Welcome look to at the the an 21 st enterprise century!

24 Every member of a cross-functional team is responsible for the delivery process. One of the most important goals of a continuous delivery environment is to attach responsibility for the successful deployment of a piece of code (be it software features or infrastructure code) to the person who developed it Everyone is responsible for quality! When something is wrong (an outage, a broken build, a bug) the entire team s priority becomes fixing it Let s discuss how this works in the context of continuous integration and continuous delivery

25 Generic Stakeholder Business Analyst Customer Domain SME Implementation SME Operational Support Project Manager Supplier Tester Regulator Sponsor Examples and Alternate Roles Business Systems Analyst, Systems Analyst, Process Analyst, Consultant, Product Owner Segmented by market, geography, industry Broken out by organizational unit, job role Project Librarian, Change Manager, Configuration Manager, Solution Architect, Developer, DBA, Information Architect, Usability Analyst, Trainer, Organizational Change Consultant Help Desk, Network Technicians, Release Manager Scrum Master, Team Leader Providers, Consultants, etc. Quality Assurance Analyst Government, Regulatory Bodies, Auditors Managers, Executives, Product Managers, Process Owners

26 Examples of generic stakeholders Implementation SMEs Developers/Software Engineers Organizational Change Managers System Architects Usability Professionals Project Manager Testers Regulators Sponsors Suppliers

27 Generic Stakeholder Business Analyst Customer Domain SME Implementation SME Operational Support Project Manager Supplier Tester Regulator Sponsor Examples and Alternate Roles Business Systems Analyst, Systems Analyst, Process Analyst, Consultant, Product Owner Segmented by market, geography, industry Broken out by organizational unit, job role Project Librarian, Change Manager, Configuration Manager, Solution Architect, Developer, DBA, Information Architect, Usability Analyst, Trainer, Organizational Change Consultant Help Desk, Network Technicians, Release Manager Scrum Master, Team Leader Providers, Consultants, etc. Quality Assurance Analyst Government, Regulatory Bodies, Auditors Managers, Executives, Product Managers, Process Owners

28 Five of the most important roles impacted by DevOps trends Software & Enterprise Architects Software Developers IT Operations & Support Software Testers Change Managers Anyone with a stake in application outcomes!

29 Software & System Architects A few typical challenges: Legacy Technology Mission Criticality Technical Debt DevOps-associated Enablers: Service Oriented Architecture Component-Centric Design Loose Coupling of Components Simulators and Emulators

30 Software Developers A few typical challenges: Definition of done Agile Practices that end with dev teams Long, or absent feedback loops Measurement of enterprise value DevOps-associated Enablers: Agile Practices but they must scale! Deploy it yourself with operational support Treating infrastructure as code Continuous delivery of software

31 IT Operations & Support A few typical challenges: Blame from all sides Most enterprises engineered to penalize Not responsible for most defects & failures DevOps-associated Enablers: Peer-driven change management Inclusion & collaboration early in projects Technology enablers (automation tools, etc.)

32 Software Testers A few typical challenges: Accurate testing Fast enough testing People ignoring test results DevOps-associated Enablers: Designing tests as part of the product Component oriented testing Using tests to automate deployment Making quality everyone s responsibility

33 Change Managers A few typical challenges: Imposed change management Slow delivery of value Lack of leadership support Inefficiencies arising from fearful culture DevOps-associated Enablers: Peer-driven change management Engineering change as the product Leadership-driven change

34 To sum up: Stakeholders are oriented around teams and value streams, not projects or functional departments Quality is tied to value and is everyone s responsibility, from requirements and code creation to deployment Technical non-functional requirements (and technical debt) receive equal priority to functional requirements Deliver often, deliver early, learn and adapt. Roll planning into your continuous processes Testing and QA is not a separate function: it is a key enabler of continuous delivery Expect failure and plan for the contingency

35 References & recommended reading Continuous Delivery, Jez Humble and David Farley Leading the Transformation: Applying Agile and DevOps Principles at Scale, Gary Gruver and Tommy Mouser The Phoenix Project: A Novel About IT, DevOps & Helping Your Business Win, Gene Kim, George Spafford, Kevin Behr

36 Thank you!

37 Corporate Webinar Forum Summer Edition Topic August: Work Smarter by Fostering a Culture of Collaboration and Innovation through Framework Driven Facilitation GLOBAL CORPORATE PROGRAM 37