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Automating for Digital Transformation: Tools-driven DevOps and Continuous Software Delivery
The webinar led by Julie Craig discusses the findings of a 2015 survey on digital transformation, revealing that over 80% of companies are engaged in such initiatives, with devops and continuous delivery becoming mainstream. Respondents identified key challenges like organizational silos and lack of customer satisfaction metrics while emphasizing the correlation between devops quality and revenue growth. The report highlights an increased frequency in code delivery and the related impact on customer satisfaction, agility, and operational challenges.
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Automating for Digital Transformation: Tools-driven DevOps and Continuous Software Delivery
- 1. Julie Craig Research Director,Application Management Enterprise Management Associates Twitter: @julie_craig Automating for Digital Transformation: Tools-driven DevOps and Continuous Software Delivery March 18, 2016
- 2. Featured Speaker Slide 2© 2015 Enterprise Management Associates, Inc. Julie Craig – Research Director, EMA Julie has over 20 years of experience in software engineering, IT infrastructure engineering, and enterprise management. At EMA, Julie’s focus areas include DevOps, application performance and availability management, Application Discovery and Dependency Mapping, software development, and software as a service.
- 3. Logistics for Today’sWebinar Slide 3 © 2015 Enterprise Management Associates, Inc. An archived version of the event recording will be available at www.enterprisemanagement.com • Log questions in the Q&A panel located on the lower right corner of your screen • Questions will be addressed during the Q&A session of the event Questions Event recording
- 4. Julie Craig Research Director,Application Management Enterprise Management Associates Twitter: @julie_craig Automating for Digital Transformation: Tools-driven DevOps and Continuous Software Delivery March 18, 2016
- 5. Sponsors Slide 5 ©2015 Enterprise Management Associates, Inc.
- 6. • Background andmethodology • Digital Transformation • DevOps and Cross-functional practices • Continuous Delivery • Tools • Summary and wrap-up Slide 6 © 2015 Enterprise Management Associates, Inc. Agenda
- 7. Background and highlevel summary • Revised repeat of 2014 research on DevOps/Continuous Delivery • This year’s study reveals, at a high level, that: • More than 80% of companies are engaged in “Digital Transformation” initiatives • Cross-functional DevOps is now mainstream, accepted best practice at companies of all sizes • Continuous Delivery has hit mainstream • Links definitely do exist between both Ops and continuous delivery and revenue growth Slide 7 © 2015 Enterprise Management Associates, Inc.
- 8. • Survey conductedduring month of October, 2015 by EMA survey team • 400+ respondents • 38% executives (Directors, VPs, or C level), 34% middle management (including architects), 28% line staff • 14% from companies with less than 1000 employees, 50% from mid-sized companies (defined as 1000 to 9,999 employees), 36% from companies with 10,000 or more employees Slide 8 © 2015 Enterprise Management Associates, Inc. Survey Methodology
- 9. • Background andmethodology • Digital Transformation • DevOps and Cross-functional practices • Continuous Delivery • Tools • Summary and wrap-up Slide 9 © 2015 Enterprise Management Associates, Inc. Agenda
- 10. 85% of respondentsstate their companies are engaged in Digital Transformation initiatives Slide 10 © 2015 Enterprise Management Associates, Inc. 85% 15% Yes No In your opinion, is your company actively engaged in Digital Transformation activities?
- 11. Digital Transformation: Topfocus areas Slide 11 © 2015 Enterprise Management Associates, Inc. 42% 42% 39% 38% 36% 36% 35% 33% Compressed delivery time frames for IT services Improvements in quality of the services delivered to IT and business Improvements in IT-business alignment Organizational shifts in IT focus from silo and technology-based to customer- and business-aligned Cost reduction associated with delivery of IT services Agility in terms of "time to innovation", i.e. time required to transform ideas into full-blown… Customer satisfaction (external customers) Customer satisfaction (internal customers) From the organizational perspective, which of the following are the top focus areas for your Digital Transformation initiatives?
- 12. Digital Transformation: Toptechnology-related initiatives Slide 12 © 2015 Enterprise Management Associates, Inc. 55% 40% 39% 36% 36% 34% 34% 18% 9% Automation supporting the Continuous Delivery process Automation and technologies supporting sensor networks, "Internets of Things" Automation and technologies supporting mobile access to your company's IT systems Automation supporting digital interactions with partners and customers Improved software development/testing initiatives to improve quality of code delivered to production Streamlining and accelerating the end-to-end software lifecycle Automation supporting Agile software development Improvements in customer satisfaction measurements and metrics Improvements in end user experience measurements and metrics Which of the following do you see as the top technology-related initiatives supporting your Digital Transformation initiatives?
- 13. Digital Transformation: Topchallenges Slide 13 © 2015 Enterprise Management Associates, Inc. 57% 36% 36% 34% 34% 32% 26% 24% 18% Organizational silos make it difficult to cross-functionally execute transformation initiatives Lack of customer satisfaction metrics Lack of executive vision Lack of end user experience metrics Lack of skills within IT Slow delivery of development-related code and features Lack of direction on steps to take to "Digitally Transform" our business Slow fulfillment of IT service requests Difficulty accelerating "Continuous Delivery" into production Which of the following are the top challenges your company is encountering in terms of implementing your Digital Transformation initiatives?
- 14. • Background andmethodology • Digital Transformation • DevOps and Cross-functional practices • Continuous Delivery • Tools • Summary and wrap-up Slide 14 © 2015 Enterprise Management Associates, Inc. Agenda
- 15. Slide 15 ©2015 Enterprise Management Associates, Inc. 97% of respondent companies leveraging DevOps practices, defined as teams with “cross-functional” skill sets 97% 3% Yes No Does your company utilize a team of IT specialists with cross- functional development and operations-related skill sets to support the application delivery and/or management function?
- 16. 60% have “permanent”DevOps groups, 40% ad hoc Slide 16 © 2015 Enterprise Management Associates, Inc. 39% 61% Ad-hoc Dedicated Is this an "ad-hoc" team that comes together only when problems arise, or is it a dedicated team?
- 17. In turnaround from2014, 25% actually call these “DevOps” teams Slide 17 © 2015 Enterprise Management Associates, Inc. 29% 26% 19% 8% 8% 4% 4% 2% Application Management/Support DevOps Infrastructure Services Service Level Management Center of excellence Architecture group System Reliability Engineering Other Which of the following names does this team go by in your company?
- 18. Slide 18 ©2015 Enterprise Management Associates, Inc. Most commonly funded by “multiple departments” HOWEVER big change is that 15% now funded by LOB 23% 21% 20% 18% 15% 1% Multiple departments within IT Operations budget/management CIO office Development budget/management Line of Business (LOB) Multiple departments within Line of Business How is this team funded and managed?
- 19. Slide 19 ©2015 Enterprise Management Associates, Inc. DevOps drives cross-organizational, versus silo-based, tools planning 38% 30% 14% 11% 4% We are doing more cross-functional, versus silo- based, tools planning Created a need for troubleshooting/root cause analysis -focused toolsets such as Application Management Platforms and Suites Minimal impact, tools planning is primarily silo- based Created a need for integrations across the management toolset Created a need for Change Control tools How has DevOps impacted your company's management tools planning, requirements, and strategy?
- 20. “Modified” packaged applications presentthe biggest DevOps challenges Slide 20 © 2015 Enterprise Management Associates, Inc. 35% 31% 29% 27% 25% 25% 24% 24% 23% 21% 17% 17% Additions/modifications to packaged… Java/.NET code Application Program Interfaces (APIs) Web-based mobile applications Web services Mainframe-hosted applications and/or… Traditional web applications HTTP/HTTPS code Native mobile applications Monolithic applications Componentized or distributed custom applications Microservices Which of the following application types present the biggest DevOps- related challenges at your organization?
- 21. Deployment complexity is#1 challenge cited Slide 21 © 2015 Enterprise Management Associates, Inc. 49% 43% 39% 38% 35% 34% 32% 28% Complexity creates deployment challenges Difficulty collaborating across silos Multiple development workstreams never seem to stay in sync Frequent performance or availability issues compared to other application types Adverse impact of change Lack in-house skills or knowledge in this area Lack of adequate tools to manage the application type Lack of visibility to topologies showing how components connect and interact What is the nature of these challenges?
- 22. Quality of Dev/Opsinteractions directly correlates with revenue growth, for the 2nd year in a row Slide 22 © 2015 Enterprise Management Associates, Inc. 92% 8% 75% 25% DevOps Excellent or Above Average DevOps Average or Poor Q1: How would you describe the quality of the overall day to day interaction between Development and Operations generally at your company? Q2: What was the percentage increase or decrease of your organization's annual revenue Revenue increased by 10% or more Revenue increased less than 10%/Same/Decreased 11.5X
- 23. Agenda Slide 23 ©2015 Enterprise Management Associates, Inc. • Background and methodology • Digital Transformation • DevOps and Cross-functional practices • Continuous Delivery • Tools • Summary and wrap-up
- 24. 92% of respondentcompanies engaged in Continuous Delivery Slide 24 © 2015 Enterprise Management Associates, Inc. 92% 8% Yes No Is your company engaged in Continuous Delivery of application code?
- 25. Top 4 CDdrivers are business- and customer-related Slide 25 © 2015 Enterprise Management Associates, Inc. 42% 40% 39% 34% 33% 31% 30% 29% 22% Business demands for new products or services Customer demands for better application quality Customer demands for new products or services Business demands to better compete against… Agile development practices CIO-driven requirements for increased… Executive-driven desire to rapidly implement… Regulatory or compliance requirements/changes Industry vertical specific changes Which of the following are the top drivers for the Continuous Delivery initiative at your company?
- 26. 40% believe Agileaccelerates Continuous Delivery; 30% see Continuous Delivery as a bottleneck Slide 26 © 2015 Enterprise Management Associates, Inc. 39% 29% 16% 11% 5% In general, as Agile iterations accelerate, Continuous Delivery accelerates as well In general, Agile development iterates more quickly; actual Continuous Delivery is a bottleneck In general, Continuous Delivery is fast and efficient, development is a bottleneck In general, Continuous Delivery is fast and efficient, pre-deployment testing is a bottleneck Not at all: the two are unrelated and disconnected How do your company's Agile practices relate to your Continuous Delivery practices?
- 27. 65% deliver codeat least weekly, almost 15% multiple times daily Slide 27 © 2015 Enterprise Management Associates, Inc. 22% 20% 14% 14% 11% 8% 7% 3% Multiple times per week Weekly Multiple times per day Multiple times per month Monthly Daily, but not multiple times per day Quarterly At intervals greater than quarterly As a rule, how frequently does your organization deploy new code to production?
- 28. Accelerated delivery frequencyimpacts customer satisfaction, promotes agility in competitive differentiation Slide 28 © 2015 Enterprise Management Associates, Inc. 49% 44% 41% 35% 33% Higher levels of customer satisfaction Faster revenue growth Minimal business impact We are more agile in competing within our industry Less negative fallout on social media How has this increase in frequency of code delivery impacted the business as a whole?
- 29. Delivery frequency alsodirectly correlates with revenue growth, for the 2nd year in a row Slide 29 © 2015 Enterprise Management Associates, Inc. 71% 29% 32% 68% Delivery freq increased by 10% or more Delivery freq increased less than 10%/Same/Decreased How does your organization’s frequency of code delivery today compare to that of 12 months ago? What was the percentage increase or decrease of your organization's annual revenue from last year to this year? Revenue increased by 10% or more Revenue increased less than 10%/Same/Decreased 2.5X
- 30. Almost 70% haveaccelerated delivery frequency in past year; top 10% have increased by 50% or more Slide 30 © 2015 Enterprise Management Associates, Inc. 5% 4% 17% 21% 21% 25% 1% 3% 1% Increased more than 75% Increased between 50% and 75% Increased between 25% and 50% Increased between 10% and 25% Increased less than 10% Stayed the same Decreased less than 10% Decreased between 10% and 25% Decreased between 25% and 50% How does your organizations frequency of code delivery today compare to that of 12 months ago?
- 31. Key takeaway: BUTmore than half say faster delivery creates production-related challenges for Dev and Ops Slide 31 © 2015 Enterprise Management Associates, Inc. 52% 48% 45% 36% 31% Operations is spending more time on production troubleshooting Development is drawn into production troubleshooting more often Service levels have degraded as rates of change increased We are experiencing a higher number of performance and/or availability problems Minimal production impact How has this increase in frequency of code delivery impacted production environments?
- 32. Production support feelingthe impact of accelerated rates of change Slide 32 © 2015 Enterprise Management Associates, Inc. Dev spends as much time supporting production as it does developing new apps Ops spends more time on application support than on infrastructure support
- 33. • Background andmethodology • DevOps • Continuous Delivery • Digital Transformation • Cross-functional processes/organization • Tools • Summary and wrap-up Slide 33 © 2015 Enterprise Management Associates, Inc. Agenda
- 34. Slide 34 ©2015 Enterprise Management Associates, Inc. 44% say manual troubleshooting is slowing down Continuous Delivery pipeline 44% 37% 37% 37% 36% 34% 27% 24% 23% Manual troubleshooting processes dealing with problems arising from production changes Time spent testing code Manual processes supporting package builds and production deployment Fear/risk related to adverse production impacts of new code Time spent creating code Manual processes supporting code movement through lifecycle stages Lack of testing/QA personnel Lack of testing facilities, developers and/or QA must "wait their turn" to test Lack of workflow/automation tools to drive the Continuous Delivery pipeline Which of the following factors are the biggest "bottlenecks" slowing down your Continuous Delivery pipeline?
- 35. Slide 35 ©2015 Enterprise Management Associates, Inc. “Continuous Delivery” still top focus area for tools investments: #1 in 2014 as well 35% 32% 30% 29% 22% 21% 20% 19% 19% 17% 15% Deployment/Release Automation supporting Continuous Delivery Application Management platform or suite solution supporting DevOps & troubleshooting Workflow automation supporting DevOps and Continuous Delivery processes Tools supporting visibility to App Lifecycle underlying Continuous Delivery processes Process/workflow automation Change control "Service virtualization" supporting software integration & regression testing "Start to finish" Continuous Delivery workstream Requirements management API development API delivery If you were in charge of your organization's management tools budget, which of the following areas would you be most likely to invest in during the next 12 months?
- 36. • Background andmethodology • DevOps • Continuous Delivery • Digital Transformation • Cross-functional processes/organization • Tools • Summary and wrap-up Slide 36 © 2015 Enterprise Management Associates, Inc. Agenda
- 37. Top trends • Agile,DevOps now mainstream • Continuous Delivery widespread, but some companies still struggling to “get it right” • Standard toolsets (Project management, development-related tools) are still strategic • However “deployment/release automation” tools top 2016 wish lists • “Application management” platforms and suites are #2 on wish lists • Accelerated software delivery, quality of Dev and Ops interactions confirmed as having direct impact on revenue growth Slide 37 © 2015 Enterprise Management Associates, Inc.
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