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DevOPs Transformation Workshop

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Jules Pierre-Louis

This document outlines the agenda and objectives for a DevOps transformation workshop. The workshop will cover DevOps foundations, including value stream mapping exercises. It will define DevOps and discuss how to map the current software delivery lifecycle. Key aspects like cycle time, bottlenecks, wait times and processing times will be examined. The workshop aims to help organizations identify inefficiencies and develop future state solutions to reduce cycle times and implement DevOps best practices.

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1IBM Chapter Opening September 16, 2015 DevOps Transformation Workshop Mark Borowski WW DevOps Practice Leader IBM Cloud CD Summit
2IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale. WorkshopAgenda Module Time Topic 1 9:00 – 9:15 Workshop Objectives & Introductions 2 9:15 – 9:30 DevOps Foundations 3 9:45 – 10:15 Exercise 1: Cycle Time & Bottleneck 5 10:15 – 10: 45 Value Stream Mapping 6 10:45 – 12:00 Exercise 2: Mapping the creation of a Test Environment (3 Parts) 7 12:00 – 12:30 Bringing It All Together Value Stream Mapping Best Practices
3IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale. Workshop Objectives Objectives § DevOps Foundations § Value Stream Mapping Exercise Approach § Short lectures / presentation § Followed by exercises and § Readouts (where the real learning happen)
4IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale. What is DevOps Value In Software Delivery Lifecycle (SDLC): Idea Customer Deploy Get Feedback Feature / Bug Fix / Enhancement Streamline your SDLC so that you can bring ideas to market faster and be more responsive to your customers
5IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale. Key constraints to deploying code faster include Environment Availability Deployment performed manually Test setup and run Tightly Coupled Architecture Development practices Planning Source: Gene Kim – The Phoenix Project,
6IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale. There are 12 key practices that organizations leverage for transformation Planning & Measurement Development & Test Release & Deploy Monitor & Optimize SmallBatchSize Agile Development StandardizedPlatform & Process (Near) RealTime Feedback Loop DedicatedCross Functional Teams Continuous Integration AutomatedEnvironment Provisioning Loose Architecture Coupling Between Applications (APIs) Continuous Planning Test Automation AutomatedRelease & Deploy Metrics DevOps Capability Model (The Gold Standard)
7IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale. Exercise 1: Cycle Time & Bottlenecks Answer the following questions § How long does it take for you to bring a small enhancement/ feature to market for an existing application? § Of that time, what percent would you consider to be waste (i.e meetings, approvals, waiting, rework etc.) § What three / four activities consume the most amount of time? (prioritize if possible)
8IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale. Value Stream Mapping
9IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale. What is Value Stream Mapping? Why Use VSM § Visibility problem – no end to end focus § Lack of metrics What Is VSM § Lean techniques to help understand flow § Identify areas of waste (and its impact) § Common language § Creates a framework for future state design
10IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale. Idea/Feature/Bug Fix/ Enhancement Production Development Build QA SIT UAT Prod PPM Requirements/ Analyst Developer Customers LOB Build Engineer QA Team Integration Tester User/Tester Operations Deployment Engineer Release Management Deploy Get Feedback Feedback Customer or Customer Surrogate Tasks Artifacts Value stream analysis:A value stream exercise maps the current software delivery lifecycle and helps identify bottlenecks Bottlenecks
11IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale. How to do a Value Stream Mapping Exercise 1. Identify the customer 2. Determine final objective 3. Identify the supplier(s) 4. Document current process steps 5. Map the work within / between the process steps 6. Gather data (end to end cycle time, wait time, processing time, in processing wait time etc.) 7. Record on a time line & calculate
12IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale. Key metrics to collect during a Value Stream Mapping Exercise Lean Metric Definition Wait Time § Wait time before the next step of process activity begins. § E.g Betty gets the post at 9am but doesn’t sort it out until 10am, so the waiting time for one cheque which is in that day’s post is one hour. ProcessingTime § ‘Touch time’ i.e. the time that is spent actually touching the unit, carrying out process activity. § E.g. time taken to key in the data is 30 seconds per payment. This should not include waiting time within the process activity. In Process Wait Time § The time for all the process activity within this step, plus any waiting time within the step, like waiting for a system response or an approval email. § E.g. if it takes 30 seconds to key in the data (‘touch time’), and 10 seconds for the system to respond and save the order, then the IPLT is 40 seconds. End-to-end Cycle Time § The total time it takes for all the process activity, including waiting, to be completed.
13IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale. Exercise 2: Getting A Testing Environment (Part A) Using the value stream framework, documenthow long it takes for a tester within your organization to get a complete environment ready to go for testing Answer the following questions § Estimate how long it takes (end to end cycle time) to get an environment for a tester to be productive § Estimate how much is productive (processing time) vs. waste (wait time) § Document the process steps only § Stop, take a break, there is a lot more to come
14IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale. Value stream analysis: More formal notation Inventory Item name Process step name Manual Movement Automated Movement Active Time = N mins Inactive Time = N mins Human Actor
15IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale. Build and QA Test Automation Pipeline Example Test System QA Test 10 min build time Broken build can be 60 min to debug Build master Test Definition Functional Test Driver External API Access .jars,.wars Integration Build QA Tester 2 days to provision test system External APIs may take days to configure 1 day to compete test Wrong API versions or missing Service can delay test 4-8 hours Ops Engineer
16IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale. Exercise 2: Getting A Testing Environment (Part B) Answer the following questions § Document the various lean metrics – Wait times between steps – Process Time – In Process Wait Time – Who is doing the work – Rework % § Map them on a timeline § Compare metrics with original assumptions § Stop, take a break, there is a lot more to come
17IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale. Exercise 2: Getting A Testing Environment (Part C) Answer the following questions § Develop a future state solution with the goal to reduce cycle time by 50% § Share…..
18IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale. Value Stream Mapping Best Practices
19IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale. Idea/Feature/Bug Fix/ Enhancement Production Development Build QA SIT UAT Prod PPM Requirements/ Analyst Developer Customers LOB Build Engineer QA Team Integration Tester User/Tester Operations Deployment Engineer Release Management Deploy Get Feedback Feedback Customer or Customer Surrogate Tasks Artifacts Follow a similar process to map your current End To End Software Delivery Lifecycle
20IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale. Value Stream Mapping Exercise Best Practices § Select a sponsor § Do it with a cross functional team § Determine the boundaries of your process § Collect data § Identify / prioritize the Bottlenecks § Map out future state § Create implementation plan § Don’t forget about the metrics § Validate periodically
21IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale. Lorem Ipsum dolor sit, to amet consectetur irare a adispicing elit done et ectals tempus. Quote “ “ Author, Secondary Information September 16, 2015PresentationTitle Thank You! ©2015 IBM Corporation December 1, 2015 29

More Related Content

DevOPs Transformation Workshop

  • 1. 1IBM Chapter Opening September 16, 2015 DevOps Transformation Workshop Mark Borowski WW DevOps Practice Leader IBM Cloud CD Summit
  • 2. 2IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale. WorkshopAgenda Module Time Topic 1 9:00 – 9:15 Workshop Objectives & Introductions 2 9:15 – 9:30 DevOps Foundations 3 9:45 – 10:15 Exercise 1: Cycle Time & Bottleneck 5 10:15 – 10: 45 Value Stream Mapping 6 10:45 – 12:00 Exercise 2: Mapping the creation of a Test Environment (3 Parts) 7 12:00 – 12:30 Bringing It All Together Value Stream Mapping Best Practices
  • 3. 3IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale. Workshop Objectives Objectives § DevOps Foundations § Value Stream Mapping Exercise Approach § Short lectures / presentation § Followed by exercises and § Readouts (where the real learning happen)
  • 4. 4IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale. What is DevOps Value In Software Delivery Lifecycle (SDLC): Idea Customer Deploy Get Feedback Feature / Bug Fix / Enhancement Streamline your SDLC so that you can bring ideas to market faster and be more responsive to your customers
  • 5. 5IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale. Key constraints to deploying code faster include Environment Availability Deployment performed manually Test setup and run Tightly Coupled Architecture Development practices Planning Source: Gene Kim – The Phoenix Project,
  • 6. 6IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale. There are 12 key practices that organizations leverage for transformation Planning & Measurement Development & Test Release & Deploy Monitor & Optimize SmallBatchSize Agile Development StandardizedPlatform & Process (Near) RealTime Feedback Loop DedicatedCross Functional Teams Continuous Integration AutomatedEnvironment Provisioning Loose Architecture Coupling Between Applications (APIs) Continuous Planning Test Automation AutomatedRelease & Deploy Metrics DevOps Capability Model (The Gold Standard)
  • 7. 7IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale. Exercise 1: Cycle Time & Bottlenecks Answer the following questions § How long does it take for you to bring a small enhancement/ feature to market for an existing application? § Of that time, what percent would you consider to be waste (i.e meetings, approvals, waiting, rework etc.) § What three / four activities consume the most amount of time? (prioritize if possible)
  • 9. 9IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale. What is Value Stream Mapping? Why Use VSM § Visibility problem – no end to end focus § Lack of metrics What Is VSM § Lean techniques to help understand flow § Identify areas of waste (and its impact) § Common language § Creates a framework for future state design
  • 10. 10IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale. Idea/Feature/Bug Fix/ Enhancement Production Development Build QA SIT UAT Prod PPM Requirements/ Analyst Developer Customers LOB Build Engineer QA Team Integration Tester User/Tester Operations Deployment Engineer Release Management Deploy Get Feedback Feedback Customer or Customer Surrogate Tasks Artifacts Value stream analysis:A value stream exercise maps the current software delivery lifecycle and helps identify bottlenecks Bottlenecks
  • 11. 11IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale. How to do a Value Stream Mapping Exercise 1. Identify the customer 2. Determine final objective 3. Identify the supplier(s) 4. Document current process steps 5. Map the work within / between the process steps 6. Gather data (end to end cycle time, wait time, processing time, in processing wait time etc.) 7. Record on a time line & calculate
  • 12. 12IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale. Key metrics to collect during a Value Stream Mapping Exercise Lean Metric Definition Wait Time § Wait time before the next step of process activity begins. § E.g Betty gets the post at 9am but doesn’t sort it out until 10am, so the waiting time for one cheque which is in that day’s post is one hour. ProcessingTime § ‘Touch time’ i.e. the time that is spent actually touching the unit, carrying out process activity. § E.g. time taken to key in the data is 30 seconds per payment. This should not include waiting time within the process activity. In Process Wait Time § The time for all the process activity within this step, plus any waiting time within the step, like waiting for a system response or an approval email. § E.g. if it takes 30 seconds to key in the data (‘touch time’), and 10 seconds for the system to respond and save the order, then the IPLT is 40 seconds. End-to-end Cycle Time § The total time it takes for all the process activity, including waiting, to be completed.
  • 13. 13IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale. Exercise 2: Getting A Testing Environment (Part A) Using the value stream framework, documenthow long it takes for a tester within your organization to get a complete environment ready to go for testing Answer the following questions § Estimate how long it takes (end to end cycle time) to get an environment for a tester to be productive § Estimate how much is productive (processing time) vs. waste (wait time) § Document the process steps only § Stop, take a break, there is a lot more to come
  • 14. 14IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale. Value stream analysis: More formal notation Inventory Item name Process step name Manual Movement Automated Movement Active Time = N mins Inactive Time = N mins Human Actor
  • 15. 15IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale. Build and QA Test Automation Pipeline Example Test System QA Test 10 min build time Broken build can be 60 min to debug Build master Test Definition Functional Test Driver External API Access .jars,.wars Integration Build QA Tester 2 days to provision test system External APIs may take days to configure 1 day to compete test Wrong API versions or missing Service can delay test 4-8 hours Ops Engineer
  • 16. 16IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale. Exercise 2: Getting A Testing Environment (Part B) Answer the following questions § Document the various lean metrics – Wait times between steps – Process Time – In Process Wait Time – Who is doing the work – Rework % § Map them on a timeline § Compare metrics with original assumptions § Stop, take a break, there is a lot more to come
  • 17. 17IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale. Exercise 2: Getting A Testing Environment (Part C) Answer the following questions § Develop a future state solution with the goal to reduce cycle time by 50% § Share…..
  • 18. 18IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale. Value Stream Mapping Best Practices
  • 19. 19IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale. Idea/Feature/Bug Fix/ Enhancement Production Development Build QA SIT UAT Prod PPM Requirements/ Analyst Developer Customers LOB Build Engineer QA Team Integration Tester User/Tester Operations Deployment Engineer Release Management Deploy Get Feedback Feedback Customer or Customer Surrogate Tasks Artifacts Follow a similar process to map your current End To End Software Delivery Lifecycle
  • 20. 20IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale. Value Stream Mapping Exercise Best Practices § Select a sponsor § Do it with a cross functional team § Determine the boundaries of your process § Collect data § Identify / prioritize the Bottlenecks § Map out future state § Create implementation plan § Don’t forget about the metrics § Validate periodically
  • 21. 21IBM Innovate. Disrupt. Transform. Fast. @Enterprise Scale. Lorem Ipsum dolor sit, to amet consectetur irare a adispicing elit done et ectals tempus. Quote “ “ Author, Secondary Information September 16, 2015PresentationTitle Thank You! ©2015 IBM Corporation December 1, 2015 29