The document discusses the concept of "ShadowOps", which refers to when business units circumvent central IT organizations to rapidly deploy new capabilities using public cloud infrastructure. This can occur when central IT is slow to respond to business needs. The document outlines some examples of ShadowOps activities and notes potential risks. It argues that central IT needs to adopt DevOps techniques to streamline delivery processes and provide reusable services in order to compete with ShadowOps approaches and better support business innovation.
2. Please note
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will achieve results similar to those stated here.
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3. DevOps vs. ShadowOps
How do business challenges motivate behavior?
What do we mean by “Shadow Ops”?
How do you enable DevOps to be more attractive than
ShadowOps?
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4. How do business challenges motivate behavior?
Adapt or Disappear
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4
5. IT leaders are leveraging the transformational
power of cloud to balance optimization of existing
systems and innovation
IT Innovation
Optimization
• Improve agility & dexterity of • Enable mobile, intelligent
business infrastructure, rapid
development
• Deliver secure IT without Cloud
• Speed delivery of new
boundaries
products & services
• Reduce Risk
• Drive new business models &
client relationships
Processes New models of
client engagement
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5
7. 10 years ago - Then and Now
Web sites augmented Web, Mobile, & Social
business revenue, but platforms differentiate,
brick and mortar still engage, and permeate the
dominated customer relationship
Borders (Bookstore) had Borders (Bookstore)
revenue of $3.39bln2 doesn’t exist1
– But Amazon still has
great deals!
Facebook is moving to
Web sites could be
release to production twice
released over a period of
a day3
months
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8. Motivating Use Cases
• LOB need for new solutions to “..get closer to their customers…”
INSURANCE • Address millennial generation of customers and interaction models (social, mobile)
• Enhance current Sales System with a multi-channel integration system that provides for sales (quoting) and
service of all products to Agents, Call Centers and direct to Policyholders
• LOB need for new solutions to engage customers in-store and over web channels
RETAIL • Address customer acquisition, customer retention, customers interaction in-store (coupons, promotions) and metrics
such as average revenue per user (social, mobile, analytics)
• Enhance current retail systems with a multi-channel interaction
• New solutions to engage citizens driven by Smarter Cities & Government
GOVERNMENT
• Address citizen interaction with local government resources (social, mobile, analytics)
& PUBLIC
• Integrate current systems (e.g. work order management systems) with a multi-channel interaction leveraging GPS, GIS and
SECTOR mobile devices
• Making the work environment for sellers & sales managers simpler, social, more integrated, and insightful…”
IBM Social • Applications that utilize CRM tools and integrates IBM Sales tools to deliver an integrated solution
Business • Enhanced with social network mapping and expertise location (e.g. LinkedIn)
• Integrating CRM applications with social, mobile and analytical capabilities
• LOB capabilities for short-term marketing campaigns aligned to events (e.g. sporting events)
MARKETING • Dynamic engagement of customers and end-users (e.g. ASICS “Support Your Marathoner” multimedia campaign at the ING
& SALES NY City marathon)
• Rapid creation of applications and integration with variable demands leveraging social, mobile, multi-media and analytical
capabilities
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9. Line of Business Expectations
Search Algorithm Release Process at Google
Release Process at Wealthfront
Release Automation at Etsy
Release Automation at flipkart
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10. What is “Shadow Ops”?
Circumventing Central IT
Regardless of Risk
10
10
11. Ops
Safe
Enterprise
Traditional IT DevOps
Developer
Slow Fast
Public Cloud
“End Around”
Risky
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12. Problem: Disparate notions of quality
Ops Developer
Did deployment succeed? Did the app compile?
Are transactions succeeding? Did unit tests pass?
Is performance OK? Did the app get packaged OK?
Any new errors in the logs?
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13. Shadow Op 1: Public Infrastructure as a Svc
Use Case Potential Risks
LOB wants to deliver a new end Is the remote dev environment
user capability and fast secured?
Work Request to IT returned with Has a VPN tunnel been opened
long estimate to stand up OS back into the company network?
LOB opens account with cloud
Who handles the outage?
platform
Do the images in use meet company
LOB leverages public cloud to
deliver new capability firewall requirements?
Causes Our Point of View
Image catalog improves time to Provide a reusable image catalog of
delivery is faster than Work Request compliant OSes to enable
to IT innovation internally
Leverage configuration scripts to Support on-demand requests for
automate deployment cloud patterns
LOB uses OpEx instead of CapEx to Apply automation to provide re-
control budgets short-term usable services without waiting for
people
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14. Shadow Op 2: Public Platform as a Svc
Use Case Potential Risks
LOB wants to deliver a new analytic Is customer data properly secured?
capability capability Was any security testing done
LOB wants to leverage Hadoop to against the architecture?
look for user buying trends in Will we have a bad PR experience
customer data in the event of a breech?
Developer builds a prototype
leveraging Platform as a Service
on top of Hadoop
Causes Our Point of View
LOB needs to deliver more revenue Provide a catalog of services to
this quarter provide specific capabilities based
Not delivering may mean a new GM on business need: Hadoop, Web
next quarter Containers, etc
Developers unfamiliar with how to Where it makes sense, ensure any
setup the platform, but know SPI data externally is obfuscated
programming model
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15. Shadow Op 3: Public Software as a Svc
Use Case Potential Risks
LOB has low survey results from Is this consistent with the internal
customer interactions CRM solution? (If there was one
Need a better CRM solution to before this)
improve sales results Are all SOX-404 rules met w.r.t SPI
Sign contract with a SaaS CRM Are other LOBs doing similar
provider things? Same contract terms?
Causes Our Point of View
Long lead time to evaluate, Apply rigorous automation to help
purchase, and roll out CRM solution roll out new capabilities faster
We need to drive better results this Evaluate whether a public SaaS
quarter, not just this year option makes sense for the overall
business and Central IT strategy
and set policies around it
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16. Shadow Op 4…n: Your Use Case
Use Case Potential Risks
What use cases have you What risks did you encounter?
observed?
Causes Our Point of View
What were the motivating factors? Central IT must adopt techniques to
How much was business driven vs. streamline the delivery process;
technology driven? without these improvements, LOB
will continue doing more “end-
arounds” to meet the business
pressure
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17. How can you compete with “Shadow Ops”?
Software Defined Environment
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17
18. Enabling DevOps from Central IT
Capabilities and User Experience Today Emerging
Primary Workload Types Transactional Transactional +
Big Data, Analytics, Mobile/Social Channels
Delivery Model Planned Incremental (DevOps)
Development and Operations
Team Sizes 100s and Costly 10s with built-in DevOps automation
Release Frequency Months to Years Days to Weeks, based on business opportunity
Integration Frequency Weeks Continuous
Infrastructure Deployment Days Minutes
Time to Value Planned Opportunistic
Built in to application, Recovery Oriented
Operational Model Systems Management Computing, Continuous Availability
Consume and Assemble
Service Sourcing Develop (Public and Private) 18
19. Streamline Delivery
Apply changes to deliverables (code, config, patterns, workflows)
Best Practice
Deliver Changes Workflow
Automation
Test
Automation
Production
Configuration
(Code/Scripts)
Virtual Patterns
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19
20. Streamline Delivery
Manage Deliverables in a Definitive Media Library
Best Practice
Deliver Changes Workflow
Automation
Test
Automation Manage
Manage
Deliverables
Deliverables
Repository
Production
Configuration
(Code/Scripts)
Virtual Patterns
20
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27. Traditional Hand-off – Written Instructions
Installation Instructions
RedHat Linux
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laborum.
Apache Web Server
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doloremque laudantium, totam rem aperiam, eaque ipsa quae ab illo inventore
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Python
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28. Provisioning using a Software Defined Environment
.jsp .html
Infrastructure
.java as Code
.sh chef
recipes
Source Artifacts
Source Control
Management
28
31. Conclusion
Central IT must adapt in order to support business needs
X as a Service (Infrastructure, Platform, Software etc)
provides greater flexibility to support rapid prototyping and
delivery
We’re on this journey together
31
Time Magazine cites lateness to the web as a key factor in Borders demise . http://business.time.com/2011/07/19/5-reasons-borders-went-out-of-business-and-what-will-take-its-place/ http://www.wikinvest.com/stock/Borders_Group_(BGP)/Data/Revenue/2002 http://www.insidefacebook.com/2012/08/06/facebook-to-push-new-code-twice-a-day-on-web-update-android-every-4-6-weeks/
Talk about the downside of trying to optimize for only one of these extremes. E.g. you can bludgeon dev with a bunch of processes and checklists to ensure nothing bad ever happens but it could cause you to miss opportunities. Likewise if you go too fast without considering process, you could open security vulnerabilities, experience severe outages, etc. Tie back to previous slide (emerging importance of cloud) and acknowledgign the “Public Cloud End Around” problem where dev teams use their corporate card to deploy to the public cloud, stepping around the operations organization.
Another cultural and process gap is that operational orgs and development orgs have very different notions of what it means to be “done, with quality”. Some of these different concerns are described in the text under the ops and dev people above.
Next: Code/Cloud
Next: Delivery Pipeline
IBM IOD 2011 04/08/13 Prensenter name here.ppt 04/08/13 01:13