Dev ops I Best Practices I NuggetHub

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Best Practices
D E V O P S

DevOps Technology4
DevOps Transition3
DevOps & Agile maturity2
DevOps Definition and Overview1
Agenda
DevOps Organization5

DevOps is an approach to combine software development and
IT operations in order to increase development speed
DevOps Definition
Application Performance
DEV
End User Analytics
Quality Code
Code-level Errors
Application Availability
OPS
Application Performance
End User Complaints
Performance Analytics
Decrease latency by using APM tools
Monitor end user latency and check device performance
Ensure deployments don‘t degrade performance
Lower MTTR by finding error root causes
Make sure uptime and SLAs are in order
Solve problems by correlating infrastructure and application metrics
Fix problems before end user complain
Use automatically generated baselines to focus troubleshooting
DEVOPS
DevOps is a term for a combination of various software development practices including traditional software development and
information technology operations. It shortens the systems development life cycle while delivering features, fixes, and updates. This is
ensured by frequent and close alingments with business objectives. It comprises a vast set of cultural philosophies, practices and tools
to increase an organization's ability to deliver applications and services at high velocity.

A comprehensive DevOps approach shows clear strategy and solution
components that solve challenges and can be measured
DevOps Framework
SolutionComponentsStrategyGoal
Agile/Lean Automation PlatformArchitecture
Organization
/ Culture
Time to Market Quality Production costs
 Agile
Framework
 Lean
Foundations
 Test Driven
Development/
Behavior
Driven
Development
and UX
 Business KPIs
 “Automate
everything!”
 Continuous
Design
 Cont.
Integration
 Cont. Delivery
 Cont. Testing
 Cont.
Monitoring
 Cont.
Development
 Microservices
 Cloud
Architecture
 Cloud Security
 Container
 Loose coupling
 API driven
 Standard
Catalogue
based Services
 PaaS (Platform
as a Service)
 IaaS
(Infrastructure
as a Service)
 Cross-
Functional
teams
 Development
and Ops team
as a one-team
 Autonomous
teams
(freedom and
responsibility)
 Leadership
culture
KPIs
Deployment
Frequency & Speed
of Deployment
No. of Business
Functionalities
delivered
Deployment Success
Rate
Cycle time Dev to
Prod environment
% of Build and Unit
Test Failures
Mean Time to
Restore Services
% Time spent on
unplanned changes
Defect Rate
Challenges
KeySuccessfactors

DevOps principles follow key phrases and a defined loop of
continuous integration, delivery, deployment and monitoring
DevOps Principles
(Automated Build, Automated Functional Testing, CI
Servers)
Continuous Integration
(Automated Smoke Testing, Feature Toggles, Artifact
Repository)
Continuous Delivery
(Infrastructure Management, Provisioning Cloud Deployments, Release
Management)
Continuous Deployment
(Application/System/Log
Monitoring,Metrics,Notifications)
Monitoring
Through integrated toolchains to automate continuous delivery
approaches (e.g. agile) DevOps can demonstrate >40% cost
savings in Deployment/ Operations
Endless possibilities: DevOps can create an infinite loop of
release and feedback for all your code and development targets

At most companies implemented DevOps principles bring many
benefits such as the increase of speed for deployments
DevOps Benefits
+40% -76% +15% -1day -20%
Applications
in production
Overall time
spent on
deployments
Productivity
Increase
Outages per
year
Cost for
Infrastructure

At most companies implemented DevOps principles bring many
benefits such as the increase of speed for deployments
DevOps Automation Overview
Lean Management Practices
Continuous Software Flow & Deployment
Tools
Architecture & Guidelines
Continuous Need
Collection & Analysis
Continuous
Design
Continuous
Integration
Continuous
Delivery
Continuous
Release
Continuous
Deployment
Agile Operations

An agile DevOps loop combines agile project management artifacts
with DevOps toolchain components and continuous feedback phases
Agile DevOps loop

DevOps Technology4
DevOps Transition3
Agenda

A DevOps assessment should help to evaluate the speed of software
development from a technological, processual and people dimension
DevOps Assessment I
Client Server,
SoA, & COTS
Faster
Architecture
Build &
Deployment
Automation
Provisioning
Automation
Infra-as-a-
Service
Infrastructure/
Platform
Technology
Virtual Team w/
Product Lead
Infra-as-Code &
Automation
Org
Skills &
Capabilities
Provisioning & Dep.
Automation
(Cont. Integration)
Click-to-
Provision
PeopleProcess
Automation
Provisioning
Microservices &
Decoupled
Components
Fastest
Platform-as-a-
Service
Auto Scale
Auto Heal
Auto Deploy
Auto Build
Feature Teams /
DevOps Teams
Cloud Native
Design
Full stack & E2E
Automation
(Cont. Deploy.)
Commit-to-
Provision
Extreme AgileAgile
Legacy &
Mainframe
Fast
SCM of Scripts
Some
Automation
Traditional
Infrastructure
Traditional Siloes
w/
delivery KPIs
Modern Coding
Best Practices
Light Automation
Traditional Build
with some
automation
Waterfall
Project
Delivery
Leverage Points
Barriers to Value
A chart will indicate leverage points
– even if the capability is not fully
built out
A chart will indicate barriers, even
if the capability has been built out.
A flash assessment seeks to identify capabilities between
App1 and App2 that can be leveraged or barriers to be
overcome. The source of the information is based on
interviews and a preliminary review of materials.
The objective of this preliminary output is to drive
discussion on the potential target future state. And to align
on focus areas to unlock value. The assessment may
change in the final report out.
The approach has been generous in assessing the levers and
high level in identifying the barriers. Next steps
recommended to finalize the capability assessment will be
team workshops.

A phased assessment approach helps clients ascertain their readiness
and maturity in the progress towards continuous delivery
DevOps Assessment II: Approach
 Align detailed scope
 Identify projects and
stakeholders
 Define future state continuous
delivery ambition through
workshops
 Adapt assessment tool to suit
client specific requirements
 Communication planning, status
and steering committee
meetings
 Detailed scope
 Kick-off meeting
 Future state ambition
 Governance
 Client-specific questionnaire
 Scheduled interviews
 Initial mapping of information
sources
 Conduct assessment
workshops and interviews with
project stakeholders
 Review current processes,
technical practices and
documentation
 Research industry benchmarks
and NuggetHub best practices
 Templates for data gathering
 Interview documentation
 Consolidated report of
gathered data
 Information gap overview
 Compiled and validated
assessment of data according
to agreed scope
 Gap analysis based on
assessment data
 Develop maturity radar
 Identify quick win opportunities
 Recommend and prioritise
initiatives
 Maturity Radar
 Prioritised initiatives/areas
 Quick Wins
 Roadmap to achieve ambition
Define RecommendDiscover
ActivitiesPhaseDeliverables

The define phase involves preliminary stakeholder interviews and
workshops to arrive at scope and ambitions of the project
DevOps Assessment II: Key actions
 Identify organizational units and
projects within scope of this
assessment
 Business goals & expectations:
Establish goals and expectations
with business sponsor and key
stakeholders
Scope and Boundaries  Direct Stakeholders: Owners – Lead
Architect, Business Analyst
 Indirect Stakeholders: Other Areas
which are linked to Delivery - Data
Engineering etc.
 Client Dependency: Strategic
projects/stakeholders for project
focus needs to be identified and
aligned
Stakeholders
 Adapt assessment tool to suit client
specific requirements identified in scoping
and ambition discussions with sponsor and
key stakeholders
 Finalize mode of administration of
assessment questionnaire depending on
structure and geographical location of
team
Assessment Tool Adaptation
 Week wise and day wise rollout
plan preparation
 Communication launch to
participating stakeholders
 Interviews/workshops for
assessment
Assessment Rollout Plan

Diagnosis model is based on six underlying parameters that
characterize end to end product development to release value stream
DevOps Assessment II: Measurements
Delivery Processes
Tooling
Continuous Integration
Continuous Testing
Continuous Delivery
Monitoring and Control
Basicv 0-1
No Automation, No end to end Traceability, No
continuous Integration
Emerging 1.1-2
Limited automation; Build and Release
management done; No CI and TA; No end to end
traceability
Coordinated 2.1-3
CI in place; No End to End Traceability; No Test
Automation, No code movement
Enhanced 3.1-4
Project defined well matured processes; partially
meeting DevOps principles; DevOps can be
achieved by meeting few Gaps
Top Level 4.1-5
Continuous Integration, Development, Testing,
Deployment, CLM; DevOps principle followed
The DevOps Maturity shows an evaluation of the
DevOps delivery and operations
DevOps Maturity
DevOps Maturity Assessment Score
Measurement Parameters

The DevOps & Agile maturity quadrant helps us chart a course towards
continuous delivery and is the basis for recommendations
DevOps Assessment II: Assessment model
 Based on assessment scores for agile
and DevOps maturity, the entity is
located on the quadrant
 High Agile maturity implies faster
development cycles followed by
batched deployments
 High DevOps maturity implies
continuous releases powered by
automated testing & release
processes
OptimisingQuantitatively
measured
ConsistentRepeatableRegressive
Basic Emerging Coordinated Enhanced Top level
Siloed traditional
organization
Continuous
delivery
organization
Agile team
practices
Automated
testing,
integration &
deployment
A
B
Agilematurity
DEV ops maturity
Driven by a proprietary assessment model
for DevOps & Agile
A B To- Be StateAs-is State
Key levers to enhance maturity
Process &
Practice
Tools &
Technology
People & Culture
DevOps & Agile Maturity Quadrant

The DevOps & Agile maturity quadrant enables decision makers to
identify appropriate interventions in their pursuit for continuous delivery
DevOps Assessment II: Maturity Model StagesAgilematurity
DEV ops maturity
 One backlog per
team
 Agile methodology
 API management
 Library
management
 Polling builds
 Builds are stored
 Automated end-to-
end testing with
service
virtualisation
 Enhanced
Regression testing
 Traceability
Agile Team Practices
 Cross functional
Teams
 No Rollbacks
 Continuous
Improve
 Infrastructure as
code
 Full component
based architecture
 Zero touch
continuous
 Continuous
Improvement of
automation
 Dynamic graphing
 Cross silo analysis
Continuous Delivery Organisation
 Extended
collaboration
 Component
ownership
 Dedicated tools
team
 Automated
versioning
 Automated bulk of
DB
 Zero downtime
deploys
 Full automatic DB
 Full automatic
acceptance tests
 Automated
functional testing
 Graphing as a
service
 Dynamic test
coverage
Automated Testing, Integration & Deployment
 Prioritise work
 Documented
process
 Consolidated
platform and
technology
 Versioned code
base
 Scripted builds
 Baseline metrics
 Manual Reporting
 Manual Regression
testing with
standard data sets
Siloed Traditional Organisation
Process TechnologyPeople Process TechnologyPeople
Process TechnologyPeople Process TechnologyPeople

DevOps Technology4
DevOps Transition3
Agenda

A DevOps transformation should follow structures that consist of
agile and ransformation teams and align with other organizational parts
DevOps Transformation Approach Structures
This structure is a response to prevent a
disconnect between management, agile teams,
wider organisation
The transformation team is to guard the
coherence during the transformation
The transformation has three directions:
• Top => Down;
• Bottom up;
• Middle out

A transformation towards DevOps can be organized with serial waves
starting with a core team and expanding it incrementally
Transition 1: DevOps transformation methodology
coach
Cc
Agile coach
Client
Agile coach
Kick
off
Do
Involve
Retrospective
Suggestion
Analys &
evaluate
DecideMeasure
Adjust
Do
Involve
Retrospective
Suggestion
Analys &
evaluate
DecideMeasure
Adjust
Consult&advice
Leadership&
Management
Management
Behaviour and
coaching
Team training and
coaching
Provide insights from
common practices
Insights from
daily
operations
Solve
impediments
Apply in
education &
coaching
+ Activate Core Team
+ Transformation Vision
+ Framework: agile delivery (projects)
+ Team maturity dashboard WoW
+ Define and Responsibility DevOps
+ Performance metrics
+ Build Transformation Canvas
+ Framework: scaled agile delivery
+ Design Value streams/product teams
+ Partnerships & Agile contracting
+ Performance dashboards
+ Value tracking framework
+ DevOps team in Flow
+ Agile portfolio management
+ FAT & GAT with business approval
+ Value based decision making
+ Go Live approval in teams
+ Value chain live monitoring
+ Performance embedded in HR
Transformation self-propelling
Engagement 1
Turn
Over
Do
Involve
Retrospective
Suggestion
Analys &
evaluate
DecideMeasure
Adjust
Wave 4 : transform./ transact.
9 Teams + All coaches client side
Wave 3: transformational
9 Teams: 3 mature and 3 self improving
Wave 2: interactional / transformational
6 Teams of which 3 mature in Agile
Wave 1: preparation / interactional
3 Teams , trained and maturing
Q 3Q 2 Q 4 Y+1Q 1
Do
Involve
Retrospective
Suggestion
Analys &
evaluate
DecideMeasure
Adjust
Do
Involve
Retrospective
Suggestion
Analys &
evaluate
DecideMeasure
Adjust
Do
Involve
Retrospective
Suggestion
Analys &
evaluate
DecideMeasure
Adjust
Do
Involve
Retrospective
Suggestion
Analys &
evaluate
DecideMeasure
Adjust
Engagement 2 Engagement 3 Engagement ends
Core
team
+ Intake: Pipelines, NFR, CI/CD
maturity
+ CI/CD Roadmap + Value-Cost
monitor
+ Architecture for CI/CD, explore Cloud
+ Maturity dashboard CI/CD
+ CD stack/platform and CI/CD support
+ Source control @ enterprise pipelines
+ Centralized &rolling builds cross
teams
+ Pipeline support team activated & SLA
+ Regression test frameworks /
toolstack
+ FAT & UAT environments per team
+ Coordinated test data management
+ Autom. deploy @ enterprise pipeline
+ Release process defined and Lean
+ Function and tech. Monitoring Fmk
+ Centralized Dev dashboarding
+ Self propelling CI CD maturity with
core team & guilds
+ “One click” environment provisioning
+ Automated Security, Risk testing
+ Automated deployment Production
Technology&
architecture
coach
coach coach
coach coach
Cc
Cc
coach
Cc coach
Cc
Cc
coach
Cc
coach
Cc
Cc
Cc
Cc
Cc Cc
Cc
coach
Cc
Cc
Cc
Cc
Cc
Cc
StartingLegend Mature Self improving

Another approach towards DevOps would be to phase out some
steps starting from mobilization towards analysis and planning
Transition 2: Phase planning
Phase Activities and Techniques Tools & Deliverables
Mobilize
Take input and agree scope
Agree on DevOps principles
Identify Current Challenges
Understanding of costs
Workshops Priority matrix *
Phase 1
Scope
Discover
Gather data on current Process,
Infrastructure, Application and Tools using
tools, interviews, workshops and surveys
Perform Value Stream mapping
Value
Stream mapping
Phase 2
Plan
Create DevOps Blueprint and
Implementation plan with prioritized
depiction of recommendations along with
timelines and business case
DevOps
Blueprint
DevOps Adoption
Roadmap
ROI
Analysis
Phase 4
Analyze
DevOps Maturity Assessment
App and Infra Complexity Assessment
DevOps Tools Coverage Assessment
Conduct Value stream, Timeline and
System Waste Analysis
Phase 3
DevOps Maturity
Assessment
DevOps Complexity
Scorecard
DevOps
Tools Chain
Survey
Questionnaires
DMA
Data Summary
Pilot Mobilization

With a very low level blue printing of the pilot the risks during
implementation and execution can be reduced
Transition 2: Phase planning - Pilot Mobilization: Low Level Blue Printing
• Validation of the name and location of every in scope software and hardware component for both pilots
• Validation of every attribute required to report on KPI metrics
• Validation of ALM tool chaining
31 To do
1 Done
14
Not in scope
for Pilot
16 Priority 1
11 Priority 2
5 Priority 3
10
Needs follow
up
1 Question
11
Manual
Process
31
Automated
Process
3
Capgemini
Responsibility
2
Other SI
Responsibility
Symbol Count Description
DevOps Blueprint
Legend
1
3
Development
Environment
Eclipse IDE (Keplar)
Check style, PMD,
Findbugs, JUnit
Source Control
Management
(SCM)
GIT/Stash
Introduce KPI
Management,
Version Control
Build
Management
Jenkins
Maven Goals
Requirements
Management
IBM Blue Print
Defect
Management
HP Quality Center
Application
Lifecycle
Management
Rally
Bidirection Sync:
Bugs, Stories, Reqs
Portfolio
Management
Clarity
Manage All
Applications, Report
Metrics
Static Code
Quality
KPI’s & Monitoring
Find bug, Cobertura
Unit Testing
Eclipse IDE
Junit based on Test
Driven Design
Continuous
Integration
Jenkins
Code Checked in
before Scheduled
Daily build
Automated Build
Jenkins
Nexus, Artefactory
Automated
Deploy
Jenkins
Testing
Environment &
Functional Hardening
Test Data
Management
CA Lisa
Move Snapshot Data
to targeted
Environment
Automated
Testing
Selenium
Functional
Testing
HP QC
Unit Testing
Jenkins
Junit launched and
monitored on
targeted Env
Application
Performance
Monitoring
AppDynamics
Instrument & Monitor
Top 10 Biz Scenarios
for each Module
Performance
Testing
HP Load Runner
Stress & Load
Testing withJMeter
and APM guidance
Regression
Testing
Selenium
Automated
Environment
Provisioning
IaaS
Infrastructure
Provisioning
VM Provisioning
AEP
Containerization:
Docker
OS Installation
AEP
Infra Provisioninig:
Vagrant
User/Group
Management
AEP
Puppet
OS Configuration
AEP
Configuration
Management: Puppet
Software
Installation
AEP
Vagrant
Software
Configuration
AEP
Consul: Discover/
Configure Services in
Infra
Environment
Deployment
AEP
Packer: Creates and
manages prebaked
machine images
Service Manager
Remedy
Service Manager
Accelerator
Incident
Management
Remedy
Service Manager
Accelerator
Infrastructure
Monitoring
Remedy
APM & Service
Manager
3
1
1
2
2 2
2
2
2
2
1
1
1
1
1
1
3
2
3
3
2
1
1
1
1
1
1
1
2
14
18
Cloud Abstraction
AEP
Terraform: Provisions
scripts across Cloud
Providers
2
High level Blueprint (Inclusive of CI/CD
and Automated Provisioning)

For the initialization pilot inception objectives, activities and
deliverables should be clear
Transition 2: Phase planning - Pilot Mobilization: Inception
Inception Objectives
• Know what to build
• Understand the Vision,
Risks, and Key
Requirements
• Establish the team
• Create the working
environment
• Train, Educate, Knowledge
Transfer
• Create and prioritize the
product backlog.
• Plan out CI/CD Delivery
Inception Activities
• Knowledge Transfer, Educate, Training
• Walkthrough of Business domain and
architecture
• Validate firewall and connectivity requirements
• Acquire LCL server infrastructure environment
pipeline: Client, DEV, TEST, PRD
• Validate IDEs and check-in/check-out procedures
• Validate Immediate Infrastructure Configuration
• Design workshop - get feedback from the team.
• Product Backlog creation
• Agree responsibilities
• Setup environments, automated testing, tooling, CI,
source control.
• Agree to a minimal viable DevOps product
• Release planning session
• Identify Risk
Inception Deliverables
• Working Immediate CI/CD Framework
• Prioritized and sized product backlog
• Risk register
• Working team environment (Inc. tool
chaining)
• Definition of Done
• Definition of minimal viable release
• Release Management Plan

Team construction, training and the right methodology are critical
success factors that should be considered during pilot mobilization
Transition 2: Phase planning - Pilot Mobilization: Critical Success Factors
Critical Success Factors for Agile DevOps
• Adopt and implement all standard Agile ceremonies (Daily Stand Up, Sprint Retrospective, etc.). By the end of the
pilot all of these ceremonies run as planned, ensuring that they do not go off track and stay within the time boxed
limits
• All documents utilized within a project are reviewed for value and any redundant information and documentation is
consolidated
• All new Agile KPIs are baselined for the individual teams and embraced throughout the organization
Methodology
• Team constructed quickly and on-boarded at the start of Sprint 0
• All members go through the Agile Foundations and Delivery training courses together
• Team works in an Agile manner throughout the entire pilot
• Executives champion the new way of working throughout the pilot teams, providing resources as needed
• Roles are clearly defined and the team takes on a “blue culture” way of working, focusing on collaboration and team
success
Team Construct
• All training courses are delivered at the times scheduled
• All team members attend the trainings
• LCL Agile Coaches develop the knowledge and skillsets to be able to coach the pilot team and future teams
• Scrum Masters during the pilot phase become “go to” experts to provide coaching for future Scrum Masters
Training

For a pilot mobilization project clear assumptions should be made
Transition 2: Phase planning - Pilot Mobilization: Assumptions
• DevOps CI/CD configuration should be based on consulting accelerators. All other
licenses and tools will be provided by the client
• A consulting team should be at site for 2 weeks working onsite with the teams, all
other work will be completed remotely
• Agile methods will be used for the deployment of the CI/CD framework
• LCL coaching goals will be collaboratively defined at the start of the pilot and
aligned with their managers expected outcomes for success
• Environment access will be provided 24X7 and all machines provisioned prior to
the agreed timeframe
• Information request will be fulfilled within 24 hours. All team members will be
included in Rally to monitor the request and complete the request within the
needed 24 hour timeframe
• All SCRUM team resources are 100% dedicated to the Pilots
• The client will provide a dedicated room for the duration of the project and list of
all contacts for this project with a single point of contact
Assumptions

A specified RACI-matrix should be elaborated during the pilot
mobilization phase
Transition 2: Phase planning - Pilot Mobilization: RACI

A consistent DevOps transition roadmap can last several months
Transition 2: Phase planning - Pilot Mobilization: Milestones/Roadmap

Many risks that evolve from mobilizing the pilot can be
mitigated with low level blue printing and more executive support
Transition 2: Phase planning - Pilot Mobilization: Risks
Risk Mitigation
1
The team need to provide details of all in scope servers, DBs,
tool/technology stacks for BI and eClientele
Perform Low Level Blue printing activities to mitigate
2
Any other tool chain than the specified frameworks
supporting tools may cause additional effort
Perform Low Level Blue printing activities to mitigate
3
Full cooperation from all supporting teams e.g. Architecture,
Support, etc.
Provide full Executive Level support for FAST-IT
throughout the organization
4 Potential vacation schedules for the pilot teams
Validate schedules during Sprint 0 and each of the
planning phases for future sprints
5 Team availability 100% for the duration of the pilot Executive support
6 Openness to adopt a new way of working
Coach and Executive Support – mechanism used –
contract coaching
7 Maintaining dedicated resources Executive Support
8 Project blockages Executive sponsorship and process champions
9 Collaboration of different vendors
During sprint 0, with help of Agile program, we need to
bring all the teams together and may need executive
support
All Risk items will be logged
on the RAID log managed
by PMO

A possible transition can also start with a detailed analysis phase
that takes up to 5-6 weeks and assesses the current state in detail
 Alignment of strategic guidelines and
requirements
 Identification of relevant stakeholders
 Analysis of existing documents
 Conduct of interviews
 Conduct of DevOps maturity assessment
 Comparison with best practices
 Identification of pain points and action fields
 Documentation of analysis in factbook
 Creation of possible measures (high-level)
 Early start of pilot for selected field of action
 Development of high-level transformation
roadmap
 Development of target pictures in
all relevant areas
⁻ Organization/culture
⁻ Architecture
⁻ Agile/Lean
⁻ Automation
⁻ Platforms
 Conception of detailed measures
 Support for implementation of
quick-wins
 Prioritization of measures
 Identification of required know-
how and resources
 Outlining of a structured change
management approach
 Detailing of cost / budget planning
 Conception of a detailed
transformation roadmap
⁻ Master plan
⁻ Implementation activities
(sprints for tranches)
⁻ Duration scenarios
 Interview and data analysis regarding current state of client IT
(factbook)
 Client IT DevOps maturity assessment
 Consolidated pain points
 Fields of action and high-level measures
 High-level transformation plan
 Clearly defined and aligned target
pictures as basis for the
development of measures
 Aligned measures to achieve the
target pictures
 Time and resource plan for a
transparent transformation
planning
 Detailed change management
approach for a targeted
implementation of required
changes
Measures
Trans-
formationAnalysis
5-6 weeks TBD
Kick-Off Mgmt. Approval
Target Picture and Measures
Mgmt. Approval
Roadmap
Focus Interviews
Roadmap
ActivitiesDeliverables
8
5-6 weeks
Roadmap
Workshop
Organization /
Culture
Architecture
Agile/Lean
Automation
Platforms
Target Picture
Workshop
In scope of proposal Not in scope of proposal

The data analysis, conduct of interviews and best practice
comparison are the basis for the identification of action fields and pain points
Transition 3: Phase planning: Analysis phase – overview
Preparation
 Alignment of strategic guidelines and requirements
 Identification of stakeholders (e.g. delivery units / agile
products)
Document & Data Analysis
 Review of current processes and documentation
 Review of skill map and training need overview
Interview and questionnaire based assessment
 Conduct of focus interviews with relevant stakeholders
 Assessment of DevOps Maturity based on questionnaire
Best practice comparison
 Comparison of current state with best practices
 Evaluation of DevOps maturity level
 Identification of action fields and pain points
 Documentation of analysis results in factbook
Measures and Roadmap (first iteration)
 Development of high-level measures for improvement
 Development of high-level transformation roadmap
 Identification of potential quick-wins for implementation
Getting Started with a Pilot
 Early start of pilot for selected field of action
Core elements of the approach
Document and data review
 Review of existing documents and reports (including skill map
and training need analysis)
Focus Interview
 Interview Guideline for internal evaluation of transformation
 Number of interviews: ca. 5-12 interviews (1 participant each)
 Extent/Duration: 15-20 pages, about 60-90 minutes
DevOps Maturity Questionnaire
 Delivery Processes
 Tooling
 Continuous Integration
 Continuous Testing
 Continuous Delivery
 Monitoring and Control
Methods
 Factbook with interview and data analysis documentation, incl.
 IT DevOps maturity assessment
 Consolidated pain points and fields of action
 High-level measures and high-level transformation plan
Key deliverables

Another very short-termed approach sees business problem
exploring and solutioning before planning for delivery
 Briefing by initiative sponsors (leverage
your business case)
 Recent customer and stakeholder
experience
 To-be customer experience workshop
 Creating the mission statement
 Success criteria definition
 In-scope and out-of-scope
brainstorming
 Stakeholder management workshop
 Prioritization scheme discussion
 Risk, issues, dependencies to be
identified and mitigated
Part I: Explore the business
problem (2 days)
Part II: Solutioning
(3 days)
Part III: Planning for delivery
(5 days)
 High-level process design
 High-level technical architecture to
support to-be design
 Breaking the scope up into features
 Identification of minimum viable product
(MVP)
 Selected deep dives into technologies and
processes
 Agile training (if required)
 Team structure definition
 Estimation of scope
 High-level roadmapping
 Technical preparation (environment,
quality, configuration management
strategies)
 Setting up delivery governance
 Social contract
 Prepping the backlog
 Discovery showcase to the organization
 Planning workshop (PI planning when
using SAFe)

DevOps Technology4
DevOps Transition3
Agenda

Option 1 can deploy applications automatically into environments
(either cloud or on premises)
Option 1: Continuous delivery
Dev
Teams
SCM
Work
Mgmt.
Process
App
Environment
Configuration
Automation Orchestration
2. Deploying the Application
Check-in,
Store in SCM
Identify code changes,
Compile & package
Code review
3. Testing the
Application
Asset
Mgmt.
Test
Data
Dev
Test
Prod
DeploymentApp
Tailor to Env.
Autotest
Persistent
Environment
4. Visualizing
the delivery
process
Dashboards
1. Creating the Application

Option 2 deploys applications automatically after provisioning a new
environment from the cloud or data center
Option 2: Cloud-enabled delivery
Dev
Teams
SCM
Work
Mgmt.
Process
App
3. Deploying the Application
Check-in,
Store in SCM
Compile & package
QA
2. Creating
the
environment
Asset
Mgmt.
(app)
Env
Env
Env
Push from Jenkins or Deployment tool
Autotest
Persistent
Environment
5. Visualizing
the delivery
process
Dashboards
Libraries
Asset
Mgmt.
(infra)
Pull from Puppet
4. Testing the
application
Test env
Automation
Orchestration

Option 3 deploys applications as a set of container into one or more
hosts that are dynamically created
Option 3: Container-enabled delivery
Dev
Teams
SCM
Work
Mgmt.
Process
App
2. Creating the
app container
Check-in,
Store in SCM
Compile & package
QA
3. Creating host VM/OS
Asset
Mgmt.
(app)
Env
Env
Env
Build containers
from Docker file
Autotest
5. Testing the
app
Dashboards
Libraries
Docker
repository
4. Container
deployment
Test env
Automation
Orchestration
Asset
Mgmt.
(infra)
Host VM
6. Visualizing the delivery process
Dashboards

In order to build initial capabilities for DevOps organization definition,
DevOps infrastructure setup and technical configuration should be build
Activities to initially build of capabilites
Define organization, operating model and
dependencies, and measure the baseline
• Operationalize the new organization and operating
model (including process redesign)
• Operationalize the company DevOps standards
• Operationalize the DevOps governance
• Create DevOps measures
DevOps infrastructure setup
• Set up the environment for the DevOps platform
• Install and integrate the toolkit
• Empty run of toolkit
• Create test automation framework
• Create regression test
Building the capabilities and wave 1
implementation
• Restructure software configuration management
• Integrate IDE and dev processes
• Automate build
• Automate deployment (per app)
• Implement asset management
• Automate first app setup
• Integrate test automation
• Train developers on new processes

Several DevOps tools help to build and leverage capabilities fast
Tools for DevOps

Integration platforms can be a starting point to bootstrap DevOps
technology and underlying processes
Exemplary core technology – Integration Platform as a Service (iPaaS)
An open-source based cloud agnostic platform for
building, integrating, managing and running all types of
application.
Why to use:
• Gain market advantage by leveraging market innovations
• Make cloud the primary way of delivering and consuming IT
• Orchestrate SaaS and On-Prem Services
• Consolidate IT
• Manage Access, Identity and Security
• Drive insight from data
• Unlock data via reusable APIs
• Cultural change by supporting a shift to Continuous Delivery
enabled by DevOps and Agile Delivery
It can be consumed as a prebuilt platform adapted to a
clients needs and deployed to any of the major cloud
providers.
Public Cloud Private Cloud
Operational
Business
Services
Common
Data
Services
Business
Support
Services
Identity&AccessManagement
ServiceManagement
Application Lifecycle Management
Automated Provisioning (cloud abstraction layer)
Integration
API Management (external)
API Management (internal)
App App App App App
Cloud Foundry | Apollo | Virtual Machines | Docker Containers

The core components for an iPaaS are API gateways,
integration layers, IAM services and general service management
Exemplary core technology – Integration Platform as a Service (iPaaS)
Components
Integration
API Management
Identity and Access Mng
Service Management
Automated Provisioning
Application Lifecycle Mng
Identity&AccessManagement
(IAM)
Project/Task
Management
Configuration
Management
Collaboration
(Wiki, Forums,
Video, etc..)
Continuous
Delivery
Automated
Testing
Reporting
Requirements
Management
ApplicationLifecycleManagement
Delivery Team
Store
Publisher
APIPortal
Policies
Billing
API Gateway
Digital
Services
ServiceManagement
ID
Store
Built by In-house/ISV/SI
Business Interaction
API Calls
Product Interconnect
Existing System
SQL
No SQL
API
Portal
(Internal)
Integration
Internal
Strategic
Internal
Orgs
Internal
Legacy
Internal Systems
etc..
Users / Employees / Business
Partners / 3rd Parties
Automated
Provisioning
ID
Store
API Gateway (Internal)

DevOps Technology4
DevOps Transition3
Agenda

The DevOps delivery organization consists of standard governance
functions as well as agile release and platform teams
Delivery Organization
Agile
Governance
Function
Test Automation COE
DevOps
Governance
Function
Quality
Assurance
Agile
Team
Agile Release Team
Agile
Team
Agile
Team
Platform Team
Test
Automation
Automated
App Release
Environment
Provisioning

Agile DevOps team can be organized by location, function or
technology
Agile Team Scenarios
Scenario 1 Scenario 2 Scenario 3
Multiple
Technologies
Multiple
Delivery Vendors
Single Location
Multiple
Technologies
Single Delivery
Vendor
Distributed
Multiple
Technologies
Multiple
Delivery Vendors
Distributed
Team by Location Team by Function Team by Technology
Work with single onshore or offshore captive where
multiple vendors can work in the same location
Basing teams around the function and allowing for multiple
technologies can work if a single vendor is responsible
across all technologies
Build teams by technology. This then makes them one
vendor, allowing for distributed location, but requires
additional overhead to facilitate business outcomes.

Several core building blocks should help to define and develop
a consistent DevOps culture and transformation
DevOps Culture and Transformation
Open Communication
DevOps Culture
Incentive and Responsibility Alignment
Debate and discuss about product lifecycles, features, schedules
and resources very openly
People who are empowered to directly make improvements
should be alerted to defects
Respect
Trust
Everyone respects everyone. Widespread cross-recognition of
contributions
Operations and development to be integrated and trusted in
both directins
DevOps Transformation
Analysis
Reasoning
Analyze underlying as-is status of the devops adoption through
an assessment
Analyze primary business goals for a devops transformation
Technical Leadership
Pilot Projects
Introduce evangalists and subject matter experts that drive the
transformation
Start with small initial projects to build out the DevOps portfolio
Executive Sponsorship
Increase management buy-in at a high level enough to make
changes that can be facilitated without battles
Set Goals
Choose the goals that make most sense for the individual
projects

Dev ops I Best Practices I NuggetHub

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Dev ops I Best Practices I NuggetHub