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Mobile to Mainframe
The Challenges and Best Practices of Enterprise DevOps
Sanjeev Sharma
IBM Worldwide Lead – DevOps Technical Sales
Executive IT Specialist, IBM Software Group
sanjeev.sharma@us.ibm.com
@sd_architect
Author:
DevOps for Dummies – http://ibm.biz/devopsfordummies

© 2013 IBM Corporation
© 2013 IBM Corporation
Agenda

•
•
•

A Level set on DevOps
DevOps – Lean Principles
DevOps and the Enterprise
o
o

•

DevOps for Mobile Apps
DevOps for the Mainframe

Adopting DevOps in The Enterprise
o
o
o

People
Process
Technology

© 2013 IBM Corporation
Agenda

•
•
•

A Level set on DevOps
DevOps – Lean Principles
DevOps and the Enterprise
o
o

•

DevOps for Mobile Apps
DevOps for the Mainframe

Adopting DevOps in The Enterprise
o
o
o

People
Process
Technology

© 2013 IBM Corporation
Market trends and expected client business outcomes
Dependent on rapid Software Innovation and Delivery
Rapidly deliver
differentiating
digital content,
applications and
services to grow
revenues & obtain
new customers

Systems of Interaction
Systems of Engagement

SAP

Cloud-based
Services

Internet of Things

Leverage cloud
to enable flexibility and offer
new services
4

HR

DB

Continuous
client experience

Provide
differentiating client
experience to meet
the needs of
empowered users

Systems of Record

Integrate, evolve
and maintain
stability of services
and comply with
any regulations

ERP

Partner value
chain

Enable a software
supply chain

Deliver software based innovation
to enable machine to machine
interactions

© 2013 IBM Corporation
Mobile and Cloud is changing the way information
are developed & used…
Information developed using
multiple platforms and
transformed into
web services

Information developed
and controlled by users
for mobile devices

Information restricted and
developed in the data center
JAVA

“<Almost 70% of> Business and IT leaders find mobile access to existing business
apps and data is important to competitiveness, and will add significant business value”
– Saugatuck Technology, Inc.
© 2013 IBM Corporation
Organizations that effectively leverage software innovation
outperform their competitors... yet few are able to deliver it
effectively

86

%

of companies believe software delivery
is important or critical
But only…

25

%

of those who
leverage software
delivery today

69

%

outperform
those who don’t

leverage software delivery effectively today

6

Source: “The Software Edge: How effective software development drives competitive advantage,” IBM Institute of Business Value, March 2013

© 2013 IBM Corporation
And a lack of continuous delivery impacts the entire business
CHALLENGES
CHALLENGES
Costly, error prone
manual processes and
efforts to deliver software
across an enterprise

Customers

Software glitch costs
trading firm Knight
Capital $440 million
in 45 minutes

7

Slow deployment
to development and test
environments leave teams
waiting and unproductive

Business
Owners

Upgrade risk due to
managing multiple application
configurations and versions
across servers

Development/
Test

New Zealand’s biggest phone company,
Telecom paid out $2.7 million to some
47,000 customers who were
overcharged after a software glitch

Operations/
Production

A bad software upgrade
at RBS Bank left
millions unable to access
money for four days

© 2013 IBM Corporation
Agenda

•
•
•

A Level set on DevOps
DevOps – Lean Principles
DevOps and the Enterprise
o
o

•

DevOps for Mobile Apps
DevOps for the Mainframe

Adopting DevOps in The Enterprise
o
o
o

People
Process
Technology

© 2013 IBM Corporation
DevOps is a Philosophy

Source: http://virtualplatosacademy.blogspot.com/p/great-philosophers.html

© 2013 IBM Corporation
DevOps definition
DevOps (a portmanteau of development and operations) is a
software development method that stresses communication,
collaboration and integration between software developers and
Information Technology(IT) professionals. DevOps is a response
to the interdependence of software development and IT
operations. It aims to help an organization rapidly produce
software products and services.
-- Wikipedia

© 2013 IBM Corporation
Deming Cycle
 William Deming – American statistician
 Major influencer of Japanese manufacturing and
business
 Famous for Plan-Do-Check-Act cycle (Deming
Cycle)
– I like “Adjust” versus “Act”

 PDCA cycles found in DevOps

William Edwards
Deming
11

© 2013 IBM Corporation
DevOps
Enterprise capability for continuous software delivery that enables clients
to seize market opportunities and reduce time to customer feedback
DevOps Lifecycle
Customers

Business
Owners

Development/
Test

Operations/
Production

Continuous Innovation, Feedback and Improvements

Accelerate Software Delivery
Balance speed, cost, quality and risk
Reduce time to customer feedback

12

© 2013 IBM Corporation
DevOps approach: Apply Lean principles to software innovation and
delivery to create a continuous feedback loop with customers
1

1. Get ideas into production fast
2. Get people to use it
3. Get feedback
2

Line-ofbusiness
Customer

Adopt DevOps approach to continuously
manage changes, obtain feedback and ,
deliver changes to users

3

Eliminate any activity
that is not necessary
for learning what
customers want

© 2013 IBM Corporation
Agenda

•
•
•

A Level set on DevOps
DevOps – Lean Principles
DevOps and the Enterprise
o
o

•

DevOps for Mobile Apps
DevOps for the Mainframe

Adopting DevOps in The Enterprise
o
o
o

People
Process
Technology

© 2013 IBM Corporation
DevOps in the Enterprise
 Heterogeneous Environments
 Multi-technology, multi-vendor
 Silo-ed development and deployment
 Dev – Ops segregation
 Distributed Teams

Mobile App

Public Cloud
Private Cloud
Routing
Service

Content
Providers

Collaboration

 Supply Chain model

Third-party
Services

Archives

EJB

Business Partners
Shared
Services

Portals
Messaging
Services

 Partners and Suppliers

File
systems
Directory
Identity

 Water-SCRUM-fall model
Data Warehouse

Mainframe

Enterprise Service
Bus

Heterogeneous Environments

15

© 2013 IBM Corporation
Agenda

•
•
•

A Level set on DevOps
DevOps – Lean Principles
DevOps and the Enterprise
o
o

•

DevOps for Mobile Apps
DevOps for the Mainframe

Adopting DevOps in The Enterprise
o
o
o

People
Process
Technology

© 2013 IBM Corporation
DevOps for Mobile - Challenges
 Mobile Apps are the front-end to a
complex(enterprise) back-end
system
– Mobile Apps are rapidly becoming a
critical user interface to enterprise
systems

Mobile App

Public Cloud
Routing
Service

– But they are just one part of a multi-tier,
multi-component application “eco-system”

Content
Providers

Collaboration
Third-party
Services

Business
Partners

EJB

Archives

Shared
Services

Portals
Messaging
Services

File
systems
Directory
Identity

Data Warehouse

– Developing and delivering mobile apps
requires coordination across that whole
eco-system

Private Cloud

Mainframe

Enterprise
Service Bus

Heterogeneous Environments

© 2013 IBM Corporation
DevOps for Mobile - Challenges
 Fragmented Platforms
– Multiple mobile operating
systems
– Multiple devices & form factors
– Multiple implementation
technology choices

 Frequently a mix of technology is
involved for mobile app
implementation
 API and Provisioning Keys need to
be governed
 App stores add additional
asynchronous deployment step

© 2013 IBM Corporation
Mobile Application Architecture: LinkedIn

http://engineering.linkedin.com/testing/continuous-integration-mobile
© 2013 IBM Corporation
Multi-tier mobile apps present specific challenges to DevOps

Client Tier Devices
Mobile-specific
challenges:
 Lots of device targets
 Provisioning rules
and artifacts
 Curated App Stores
 Dependent upon
backend service
versions

Middle Tier Server

Back-end Data & Services

The Mobile-specific challenge in DevOps is mainly:
1. Dealing with the specific issues in the Mobile Client tier
2. And subsequently coordinating separate pipelines for
each tier:
 Mobile Client
 Middleware
 Back-end data and services

© 2013 IBM Corporation
DevOps for Mobile
Accelerate Delivery focusing on quality and user experience

Build

Deploy

Functional
Test

Acceptance
Test

App Store

One-star ratings kill companies. A fickle user base with
many competing options makes reacting to feedback
essential. Continuous Feedback and Optimization using
Tealeaf helps monitor user sentiment and usage, letting
teams react to poor feedback before it spirals

© 2013 IBM Corporation
Agenda

•
•
•

A Level set on DevOps
DevOps – Lean Principles
DevOps and the Enterprise
o
o

•

DevOps for Mobile Apps
DevOps for the Mainframe

Adopting DevOps in The Enterprise
o
o
o

People
Process
Technology

© 2013 IBM Corporation
Mainframe Delivery Pains…

 Multiple teams working across
 Too much bad code going into test
restricted dev and test capacity lead and production causes crit sits and
to conflict, delays, or bad test
emergency fixes
results in shared environments

 Complex and manual management
and configuration tasks result in
 Bottlenecks due to inefficient
errors and delays
communications between disparate
platforms and teams (Dev/Test System Programmers; mobile –
distributed-mainframe)

© 2013 IBM Corporation
Typical z/OS Testing Architecture
Organized by project team, vertically scaled, sharing resources, limited automation

z/OS

Problems Encountered

Test LPAR
Project
Team
[April Maintain]

App

1.Shared resources combined
with overlapping schedules can
elicit conflicts, impede
innovation and slow code
delivery

App

2.Coordination of environmental
changes and releases cause
bottlenecks, delays and
additional overhead

Project
Team
[Prototype SOA]

Project
Team
[June New Func]

3.Shared test data is difficult to
manage and can lead to over
testing or incorrect test results

…
Project
Team
[Dec Sys Upgrade]

24

Test
Data

App

24
© 2013 IBM Corporation
Agenda

•
•
•

An Level set on DevOps
DevOps – Lean Principles
DevOps and the Enterprise
o
o

•

DevOps for Mobile Apps
DevOps for the Mainframe

Adopting DevOps in The Enterprise
o
o
o

People
Process
Technology

© 2013 IBM Corporation
Lifecycle Integration for DevOps
People

Culture
Collaboration
Communication
Process

Management
Accountability
Integration
Technology
Dev
Tools

Development
Models, Assets,
Data and Stores

Ops
Tools

Automation
Integration
Visibility

Operational
Models,
Assets, Data
© 2013 IBM Corporation
and Stores
Agenda

•
•
•

An Level set on DevOps
DevOps – Lean Principles
DevOps and the Enterprise
o
o

•

DevOps for Mobile Apps
DevOps for the Mainframe

Adopting DevOps in The Enterprise
o
o
o

People
Process
Technology

© 2013 IBM Corporation
Adopting DevOps in the Enterprise: People/Culture
• Common Business Objectives
• Vision Statement

• Common measures of Success

Team
Member

Users

External
System Team

Domain
Experts

Team Lead
Auditors

Product
Owner

Team
Member
28

Senior
Executives

Team
Member

Operations
Staff

Gold Owner
Support Staff

© 2013 IBM Corporation
Adopting DevOps in the Enterprise: People/Culture
• The case for and against „DevOps Team‟
• The DevOps Liaison Team

• No overlay layer of bureaucracy

29

© 2013 IBM Corporation
Adopting DevOps in the Enterprise: People/Culture
• Building a DevOps Culture
• There is no Silver Bullet

• Right People are needed

Team
Member

Users

External
System Team

Domain
Experts

Team Lead
Auditors

Product
Owner
Team
Member
30

Senior
Executives

Team
Member

Operations
Staff

Gold Owner

Support Staff

© 2013 IBM Corporation
Adopting DevOps in the Enterprise: People/Culture
• Organizational Change

„Shift Left‟ – Operational Concerns
Build „Application aware‟ Environments
Environment Sprints

© 2013 IBM Corporation
Agenda

•
•
•

An Level set on DevOps
DevOps – Lean Principles
DevOps and the Enterprise
o
o

•

DevOps for Mobile Apps
DevOps for the Mainframe

Adopting DevOps in The Enterprise
o
o
o

People
Process
Technology

© 2013 IBM Corporation
Adopting DevOps in the Enterprise: Process
• DevOps as a Business Process
• A Process to get Capabilities from Ideation to Value

• Apply Lean Thinking to Processes

33

© 2013 IBM Corporation
Adopting DevOps in the Enterprise: Process
Key Capabilities
1. Collaborative Development & Continuous
Integration
2. Continuous Business Planning
3. Continuous Release and Deploy
4. Continuous Testing
5. Continuous Feedback

© 2013 IBM Corporation
Adopting DevOps in the Enterprise: Process
1. Collaborative Development and Continuous Integration
Mobile App
Developent
Teams

Enterprise
Services
Developent
Teams

http://bit.ly/PRQ4a7
© 2013 IBM Corporation
Adopting DevOps in the Enterprise: Process

2. Continuous Business Planning
3. Continuous Release and Deploy
4. Continuous Testing
5. Continuous Feedback

http://bit.ly/PRQ4a7
© 2013 IBM Corporation
Agenda

•
•
•

An Level set on DevOps
DevOps – Lean Principles
DevOps and the Enterprise
o
o

•

DevOps for Mobile Apps
DevOps for the Mainframe

Adopting DevOps in The Enterprise
o
o
o

People
Process
Technology

© 2013 IBM Corporation
Adopting DevOps in the Enterprise: Technology
/* REXX */
/* REXX BIND processor sample */
trace o
Arg PACKAGE DBRM
rcode = 0

• Infrastructure as Code/Software
Defined Environments

/* Set BIND options */
SYSTEM = 'DSN9'
i = Pos('(', DBRM)
len = Length(DBRM)
LIBRARY = Substr(DBRM, 1, i - 1)
MEMBER = Substr(DBRM, i + 1, len - i - 1)
OWNER = 'DEVDBA'
ACTION = 'REPLACE'
VALIDATE = 'RUN'
ISOLATION = 'CS'
EXPLAIN = 'NO'
QUALIFIER = 'DEVDBA'
Call Bind_it
Exit rcode
Bind_it:
/* Create a bind control statement as a single long line. Then */
/* queue that into a FIFO stack */
DB2_Line = "BIND PACKAGE("PACKAGE")" ||,
" LIBRARY('"LIBRARY"')" ||,
" MEMBER("MEMBER")" ||,
" OWNER("OWNER")" ||,
" ACTION("ACTION")" ||,
" VALIDATE("VALIDATE")" ||,
" ISOLATION("ISOLATION")" ||,
" EXPLAIN("EXPLAIN")" ||,
" QUALIFIER("QUALIFIER")"

package "apache2" do
package_name node['apache']['package']
end
service "apache2" do
case node['platform_family']
when "rhel", "fedora", "suse"
service_name "httpd"
# If restarted/reloaded too quickly httpd has a
habit of failing.
# This may happen with multiple recipes
notifying apache to restart - like
# during the initial bootstrap.
restart_command "/sbin/service httpd restart &&
sleep 1"
reload_command "/sbin/service httpd reload &&
sleep 1"

/* Write the bind control statement to the data queue and execute */
/* DB2I to perform the bind. */
queue DB2_Line
queue "End"
Address TSO "DSN SYSTEM("SYSTEM")"
rcode = RC
Return

© 2013 IBM Corporation
Adopting DevOps in the Enterprise: Technology
• Common Collaboration Tools
• Common Work Item Management Tool
• Dashboards to show status/progress

39

© 2013 IBM Corporation
New DevOps solutions for Systems of Interaction
Activities across multi-tier app delivery moving at different pace need to be carefully coordinated

Rapid deployments

Develop

Test

AppStore

Release

Systems of Engagement

Frequent deployments

Develop

Test

Release

Integration

Production
Environment

Cloud

Few deployments

Transactional systems or packaged apps
Systems of Record

© 2013 IBM Corporation
UrbanCode: premier Release and Deploy Automation Solution
Enabling clients to more rapidly deliver mobile, cloud, big data and traditional
applications with high quality and low risk

IBM UrbanCode Release

IBM UrbanCode Deploy

•
•
•
•
•

41

Simplifies deployment automation for
applications
Manage configurations across
environments
Intelligent deployment artifact tracking
Higher quality with repeatable, reliable,
and governed processes
Technology plugins supported out of the
box

•
•
•
•
•

Define, manage, and coordinate
operational releases
Aggregates applications into single
release
Phases to support quality and geo
dispersed deployments
Coordinate manual and automated tasks
Replaces manual spreadsheets and
documents
© 2013 IBM Corporation
UrbanCode Deploy automates deployments for mobile apps
iOS

Worklight Studio

Android

HTML5, Hybrid,
and Native Coding

Integrated Device
SDKs

Blackberry
Build Engine

Optimization
Framework

1

Windows
Phone

Development Team Provisioning
Enterprise App Provisioning
and Governance

Windows 8

App Feedback Management

Device Runtime

Server Integration
Framework
Encrypted and
Syncable Storage
Runtime Skinning

Mobile Web

Public App Stores

Desktop Web

User authentication and
mobile trust

Adapter Library for
backend connectivity

5

Client-Side
App Resources

Stats Aggregation

JSON Translation

Reporting for Statistics
and Diagnostics

4

Worklight Server

Mashups and service
composition

3

Cross-Platform
Compatibility Layer

Java ME

3rd Party Library
Integration

Enterprise Backend Systems &
Cloud Services

2

Worklight Application
Center

Application Code

SDKs

Worklight Console
Direct Update
Mobile
Web Apps

Reporting and
Analytics

App Version
Management

Push /SMS
Management
Unified Push
Notifications

© 2013 IBM Corporation
Rational Development and Test Environment for System z
Continuous build and test of distributed systems

DevOps Lifecycle
Customers

Business Owners

Development/Test

Operations/Production

Continuous Feedback and Improvements
IBM Continuous Integration
Solutions
for System Z

COBOL, PL/I, C++, Java, EGL, Batch,
Assembler, Debug Tool

IMS

DB2
CICS

IBM Application Deploy

WAS

MQ

z/OS
x86 PC running Linux
IBM Rational Test
Workbench

Note: This Program is licensed only for development and test of applications that run on IBM z/OS. The Program may not be used to run production workloads of any kind, nor more
robust development workloads including without limitation production module builds, pre-production testing, stress testing, or performance testing.

43
© 2013 IBM Corporation
What is Service Simulation and Test Virtualization?
Public Cloud

Private Cloud

Third-party
Services

Archives
Portals

Directory
Identity
Data Warehouse

File
systems

Mainframe

EJB

Business
Partners
Shared
Services

Messaging
Services

Enterprise
Service Bus

Capture
& Model

App Under Test
App Under Test
Routing
Content
Service Collaboration
Providers

Databases

Mainframe
applications

Third-party
Services

Packaged apps, messaging services, etc.

Virtual Services

Heterogeneous Environments

System dependencies are a key challenge in
setting up test environments:
Unavailable/inaccessible: Testing is constrained
due to production schedules, security restrictions,
contention between teams, or because they are still
under development
Costly 3rd party access fees: Developing or testing
against Cloud-based or other shared services can
result in costly usage fees
Impractical hardware-based virtualization:
Systems are either too difficult (mainframes) or remote
(third-party services) to replicate via traditional
hardware-based virtualization approaches
44

Test Virtualization enables to create “virtual
services”:
–Virtual Services simulate the behavior of an
entire application or system during testing
–Virtual Services can run on commodity hardware,
private cloud, public cloud
–Each developer, tester can easily have their
own test environment

–Developer and testers continue to use their
testing tools (Manual, Web performance, UI test
automation)
© 2013 IBM Corporation
Starting Point: Release and Deploy
Case Study: WebMD
Accelerate delivery of usable
increments for continuous
outside-in feedback
Provide a continuous delivery
pipeline that automates deployments
to test and production environments
Reduce overhead with push-button
deployments

Quantify change stability and
measure transparently for
compliance

“Before it took 2 days to deploy
a build, with uDeploy and our new
processes, it takes us
less than 60 seconds.”
Matthew Wilson
Director, Consumer Web Operations

© 2013 IBM Corporation
DevOps for Dummies – available now!

46

http://ibm.co/devopsfordummies

© 2013 IBM Corporation
www.ibm.com/software/rational

© 2013 IBM Corporation
www.ibm.com/software/rational
© Copyright IBM Corporation 2012. All rights reserved. The information contained in these materials is provided for informational purposes only, and is provided AS IS without warranty of any kind,
express or implied. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, these materials. Nothing contained in these materials is intended to, nor shall have
the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBM
software. References in these materials to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product release dates and/or capabilities
referenced in these materials may change at any time at IBM‟s sole discretion based on market opportunities or other factors, and are not intended to be a commitment to future product or feature
availability in any way. IBM, the IBM logo, Rational, the Rational logo, Telelogic, the Telelogic logo, and other IBM products and services are trademarks of the International Business Machines
Corporation, in the United States, other countries or both. Other company, product, or service names may be trademarks or service marks of others.
© 2013 IBM Corporation
Acknowledgements and Disclaimers:
Availability. References in this presentation to IBM products, programs, or services do not imply that they will be available in all
countries in which IBM operates.
The workshops, sessions and materials have been prepared by IBM or the session speakers and reflect their own views. They are
provided for informational purposes only, and are neither intended to, nor shall have the effect of being, legal or other guidance or
advice to any participant. While efforts were made to verify the completeness and accuracy of the information contained in this
presentation, it is provided AS-IS without warranty of any kind, express or implied. IBM shall not be responsible for any damages
arising out of the use of, or otherwise related to, this presentation or any other materials. Nothing contained in this presentation is
intended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering
the terms and conditions of the applicable license agreement governing the use of IBM software.
All customer examples described are presented as illustrations of how those customers have used IBM products and the results they
may have achieved. Actual environmental costs and performance characteristics may vary by customer. Nothing contained in these
materials is intended to, nor shall have the effect of, stating or implying that any activities undertaken by you will result in any specific
sales, revenue growth or other results.
© Copyright IBM Corporation 2013. All rights reserved.



U.S. Government Users Restricted Rights - Use, duplication or disclosure restricted by GSA ADP Schedule
Contract with IBM Corp.

IBM, the IBM logo, ibm.com,WebSphere, Rational, and IBM Mobile Enterrise are trademarks or registered trademarks of International
Business Machines Corporation in the United States, other countries, or both. If these and other IBM trademarked terms are marked
on their first occurrence in this information with a trademark symbol (® or ™), these symbols indicate U.S. registered or common law
trademarks owned by IBM at the time this information was published. Such trademarks may also be registered or common law
trademarks in other countries. A current list of IBM trademarks is available on the Web at “Copyright and trademark information” at
www.ibm.com/legal/copytrade.shtml
Other company, product, or service names may be trademarks or service marks of others.

© 2013 IBM Corporation
50

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Mobile to mainframe - Enterprise DevOps - MoDevEast Slides

  • 1. Mobile to Mainframe The Challenges and Best Practices of Enterprise DevOps Sanjeev Sharma IBM Worldwide Lead – DevOps Technical Sales Executive IT Specialist, IBM Software Group sanjeev.sharma@us.ibm.com @sd_architect Author: DevOps for Dummies – http://ibm.biz/devopsfordummies © 2013 IBM Corporation © 2013 IBM Corporation
  • 2. Agenda • • • A Level set on DevOps DevOps – Lean Principles DevOps and the Enterprise o o • DevOps for Mobile Apps DevOps for the Mainframe Adopting DevOps in The Enterprise o o o People Process Technology © 2013 IBM Corporation
  • 3. Agenda • • • A Level set on DevOps DevOps – Lean Principles DevOps and the Enterprise o o • DevOps for Mobile Apps DevOps for the Mainframe Adopting DevOps in The Enterprise o o o People Process Technology © 2013 IBM Corporation
  • 4. Market trends and expected client business outcomes Dependent on rapid Software Innovation and Delivery Rapidly deliver differentiating digital content, applications and services to grow revenues & obtain new customers Systems of Interaction Systems of Engagement SAP Cloud-based Services Internet of Things Leverage cloud to enable flexibility and offer new services 4 HR DB Continuous client experience Provide differentiating client experience to meet the needs of empowered users Systems of Record Integrate, evolve and maintain stability of services and comply with any regulations ERP Partner value chain Enable a software supply chain Deliver software based innovation to enable machine to machine interactions © 2013 IBM Corporation
  • 5. Mobile and Cloud is changing the way information are developed & used… Information developed using multiple platforms and transformed into web services Information developed and controlled by users for mobile devices Information restricted and developed in the data center JAVA “<Almost 70% of> Business and IT leaders find mobile access to existing business apps and data is important to competitiveness, and will add significant business value” – Saugatuck Technology, Inc. © 2013 IBM Corporation
  • 6. Organizations that effectively leverage software innovation outperform their competitors... yet few are able to deliver it effectively 86 % of companies believe software delivery is important or critical But only… 25 % of those who leverage software delivery today 69 % outperform those who don’t leverage software delivery effectively today 6 Source: “The Software Edge: How effective software development drives competitive advantage,” IBM Institute of Business Value, March 2013 © 2013 IBM Corporation
  • 7. And a lack of continuous delivery impacts the entire business CHALLENGES CHALLENGES Costly, error prone manual processes and efforts to deliver software across an enterprise Customers Software glitch costs trading firm Knight Capital $440 million in 45 minutes 7 Slow deployment to development and test environments leave teams waiting and unproductive Business Owners Upgrade risk due to managing multiple application configurations and versions across servers Development/ Test New Zealand’s biggest phone company, Telecom paid out $2.7 million to some 47,000 customers who were overcharged after a software glitch Operations/ Production A bad software upgrade at RBS Bank left millions unable to access money for four days © 2013 IBM Corporation
  • 8. Agenda • • • A Level set on DevOps DevOps – Lean Principles DevOps and the Enterprise o o • DevOps for Mobile Apps DevOps for the Mainframe Adopting DevOps in The Enterprise o o o People Process Technology © 2013 IBM Corporation
  • 9. DevOps is a Philosophy Source: http://virtualplatosacademy.blogspot.com/p/great-philosophers.html © 2013 IBM Corporation
  • 10. DevOps definition DevOps (a portmanteau of development and operations) is a software development method that stresses communication, collaboration and integration between software developers and Information Technology(IT) professionals. DevOps is a response to the interdependence of software development and IT operations. It aims to help an organization rapidly produce software products and services. -- Wikipedia © 2013 IBM Corporation
  • 11. Deming Cycle  William Deming – American statistician  Major influencer of Japanese manufacturing and business  Famous for Plan-Do-Check-Act cycle (Deming Cycle) – I like “Adjust” versus “Act”  PDCA cycles found in DevOps William Edwards Deming 11 © 2013 IBM Corporation
  • 12. DevOps Enterprise capability for continuous software delivery that enables clients to seize market opportunities and reduce time to customer feedback DevOps Lifecycle Customers Business Owners Development/ Test Operations/ Production Continuous Innovation, Feedback and Improvements Accelerate Software Delivery Balance speed, cost, quality and risk Reduce time to customer feedback 12 © 2013 IBM Corporation
  • 13. DevOps approach: Apply Lean principles to software innovation and delivery to create a continuous feedback loop with customers 1 1. Get ideas into production fast 2. Get people to use it 3. Get feedback 2 Line-ofbusiness Customer Adopt DevOps approach to continuously manage changes, obtain feedback and , deliver changes to users 3 Eliminate any activity that is not necessary for learning what customers want © 2013 IBM Corporation
  • 14. Agenda • • • A Level set on DevOps DevOps – Lean Principles DevOps and the Enterprise o o • DevOps for Mobile Apps DevOps for the Mainframe Adopting DevOps in The Enterprise o o o People Process Technology © 2013 IBM Corporation
  • 15. DevOps in the Enterprise  Heterogeneous Environments  Multi-technology, multi-vendor  Silo-ed development and deployment  Dev – Ops segregation  Distributed Teams Mobile App Public Cloud Private Cloud Routing Service Content Providers Collaboration  Supply Chain model Third-party Services Archives EJB Business Partners Shared Services Portals Messaging Services  Partners and Suppliers File systems Directory Identity  Water-SCRUM-fall model Data Warehouse Mainframe Enterprise Service Bus Heterogeneous Environments 15 © 2013 IBM Corporation
  • 16. Agenda • • • A Level set on DevOps DevOps – Lean Principles DevOps and the Enterprise o o • DevOps for Mobile Apps DevOps for the Mainframe Adopting DevOps in The Enterprise o o o People Process Technology © 2013 IBM Corporation
  • 17. DevOps for Mobile - Challenges  Mobile Apps are the front-end to a complex(enterprise) back-end system – Mobile Apps are rapidly becoming a critical user interface to enterprise systems Mobile App Public Cloud Routing Service – But they are just one part of a multi-tier, multi-component application “eco-system” Content Providers Collaboration Third-party Services Business Partners EJB Archives Shared Services Portals Messaging Services File systems Directory Identity Data Warehouse – Developing and delivering mobile apps requires coordination across that whole eco-system Private Cloud Mainframe Enterprise Service Bus Heterogeneous Environments © 2013 IBM Corporation
  • 18. DevOps for Mobile - Challenges  Fragmented Platforms – Multiple mobile operating systems – Multiple devices & form factors – Multiple implementation technology choices  Frequently a mix of technology is involved for mobile app implementation  API and Provisioning Keys need to be governed  App stores add additional asynchronous deployment step © 2013 IBM Corporation
  • 19. Mobile Application Architecture: LinkedIn http://engineering.linkedin.com/testing/continuous-integration-mobile © 2013 IBM Corporation
  • 20. Multi-tier mobile apps present specific challenges to DevOps Client Tier Devices Mobile-specific challenges:  Lots of device targets  Provisioning rules and artifacts  Curated App Stores  Dependent upon backend service versions Middle Tier Server Back-end Data & Services The Mobile-specific challenge in DevOps is mainly: 1. Dealing with the specific issues in the Mobile Client tier 2. And subsequently coordinating separate pipelines for each tier:  Mobile Client  Middleware  Back-end data and services © 2013 IBM Corporation
  • 21. DevOps for Mobile Accelerate Delivery focusing on quality and user experience Build Deploy Functional Test Acceptance Test App Store One-star ratings kill companies. A fickle user base with many competing options makes reacting to feedback essential. Continuous Feedback and Optimization using Tealeaf helps monitor user sentiment and usage, letting teams react to poor feedback before it spirals © 2013 IBM Corporation
  • 22. Agenda • • • A Level set on DevOps DevOps – Lean Principles DevOps and the Enterprise o o • DevOps for Mobile Apps DevOps for the Mainframe Adopting DevOps in The Enterprise o o o People Process Technology © 2013 IBM Corporation
  • 23. Mainframe Delivery Pains…  Multiple teams working across  Too much bad code going into test restricted dev and test capacity lead and production causes crit sits and to conflict, delays, or bad test emergency fixes results in shared environments  Complex and manual management and configuration tasks result in  Bottlenecks due to inefficient errors and delays communications between disparate platforms and teams (Dev/Test System Programmers; mobile – distributed-mainframe) © 2013 IBM Corporation
  • 24. Typical z/OS Testing Architecture Organized by project team, vertically scaled, sharing resources, limited automation z/OS Problems Encountered Test LPAR Project Team [April Maintain] App 1.Shared resources combined with overlapping schedules can elicit conflicts, impede innovation and slow code delivery App 2.Coordination of environmental changes and releases cause bottlenecks, delays and additional overhead Project Team [Prototype SOA] Project Team [June New Func] 3.Shared test data is difficult to manage and can lead to over testing or incorrect test results … Project Team [Dec Sys Upgrade] 24 Test Data App 24 © 2013 IBM Corporation
  • 25. Agenda • • • An Level set on DevOps DevOps – Lean Principles DevOps and the Enterprise o o • DevOps for Mobile Apps DevOps for the Mainframe Adopting DevOps in The Enterprise o o o People Process Technology © 2013 IBM Corporation
  • 26. Lifecycle Integration for DevOps People Culture Collaboration Communication Process Management Accountability Integration Technology Dev Tools Development Models, Assets, Data and Stores Ops Tools Automation Integration Visibility Operational Models, Assets, Data © 2013 IBM Corporation and Stores
  • 27. Agenda • • • An Level set on DevOps DevOps – Lean Principles DevOps and the Enterprise o o • DevOps for Mobile Apps DevOps for the Mainframe Adopting DevOps in The Enterprise o o o People Process Technology © 2013 IBM Corporation
  • 28. Adopting DevOps in the Enterprise: People/Culture • Common Business Objectives • Vision Statement • Common measures of Success Team Member Users External System Team Domain Experts Team Lead Auditors Product Owner Team Member 28 Senior Executives Team Member Operations Staff Gold Owner Support Staff © 2013 IBM Corporation
  • 29. Adopting DevOps in the Enterprise: People/Culture • The case for and against „DevOps Team‟ • The DevOps Liaison Team • No overlay layer of bureaucracy 29 © 2013 IBM Corporation
  • 30. Adopting DevOps in the Enterprise: People/Culture • Building a DevOps Culture • There is no Silver Bullet • Right People are needed Team Member Users External System Team Domain Experts Team Lead Auditors Product Owner Team Member 30 Senior Executives Team Member Operations Staff Gold Owner Support Staff © 2013 IBM Corporation
  • 31. Adopting DevOps in the Enterprise: People/Culture • Organizational Change „Shift Left‟ – Operational Concerns Build „Application aware‟ Environments Environment Sprints © 2013 IBM Corporation
  • 32. Agenda • • • An Level set on DevOps DevOps – Lean Principles DevOps and the Enterprise o o • DevOps for Mobile Apps DevOps for the Mainframe Adopting DevOps in The Enterprise o o o People Process Technology © 2013 IBM Corporation
  • 33. Adopting DevOps in the Enterprise: Process • DevOps as a Business Process • A Process to get Capabilities from Ideation to Value • Apply Lean Thinking to Processes 33 © 2013 IBM Corporation
  • 34. Adopting DevOps in the Enterprise: Process Key Capabilities 1. Collaborative Development & Continuous Integration 2. Continuous Business Planning 3. Continuous Release and Deploy 4. Continuous Testing 5. Continuous Feedback © 2013 IBM Corporation
  • 35. Adopting DevOps in the Enterprise: Process 1. Collaborative Development and Continuous Integration Mobile App Developent Teams Enterprise Services Developent Teams http://bit.ly/PRQ4a7 © 2013 IBM Corporation
  • 36. Adopting DevOps in the Enterprise: Process 2. Continuous Business Planning 3. Continuous Release and Deploy 4. Continuous Testing 5. Continuous Feedback http://bit.ly/PRQ4a7 © 2013 IBM Corporation
  • 37. Agenda • • • An Level set on DevOps DevOps – Lean Principles DevOps and the Enterprise o o • DevOps for Mobile Apps DevOps for the Mainframe Adopting DevOps in The Enterprise o o o People Process Technology © 2013 IBM Corporation
  • 38. Adopting DevOps in the Enterprise: Technology /* REXX */ /* REXX BIND processor sample */ trace o Arg PACKAGE DBRM rcode = 0 • Infrastructure as Code/Software Defined Environments /* Set BIND options */ SYSTEM = 'DSN9' i = Pos('(', DBRM) len = Length(DBRM) LIBRARY = Substr(DBRM, 1, i - 1) MEMBER = Substr(DBRM, i + 1, len - i - 1) OWNER = 'DEVDBA' ACTION = 'REPLACE' VALIDATE = 'RUN' ISOLATION = 'CS' EXPLAIN = 'NO' QUALIFIER = 'DEVDBA' Call Bind_it Exit rcode Bind_it: /* Create a bind control statement as a single long line. Then */ /* queue that into a FIFO stack */ DB2_Line = "BIND PACKAGE("PACKAGE")" ||, " LIBRARY('"LIBRARY"')" ||, " MEMBER("MEMBER")" ||, " OWNER("OWNER")" ||, " ACTION("ACTION")" ||, " VALIDATE("VALIDATE")" ||, " ISOLATION("ISOLATION")" ||, " EXPLAIN("EXPLAIN")" ||, " QUALIFIER("QUALIFIER")" package "apache2" do package_name node['apache']['package'] end service "apache2" do case node['platform_family'] when "rhel", "fedora", "suse" service_name "httpd" # If restarted/reloaded too quickly httpd has a habit of failing. # This may happen with multiple recipes notifying apache to restart - like # during the initial bootstrap. restart_command "/sbin/service httpd restart && sleep 1" reload_command "/sbin/service httpd reload && sleep 1" /* Write the bind control statement to the data queue and execute */ /* DB2I to perform the bind. */ queue DB2_Line queue "End" Address TSO "DSN SYSTEM("SYSTEM")" rcode = RC Return © 2013 IBM Corporation
  • 39. Adopting DevOps in the Enterprise: Technology • Common Collaboration Tools • Common Work Item Management Tool • Dashboards to show status/progress 39 © 2013 IBM Corporation
  • 40. New DevOps solutions for Systems of Interaction Activities across multi-tier app delivery moving at different pace need to be carefully coordinated Rapid deployments Develop Test AppStore Release Systems of Engagement Frequent deployments Develop Test Release Integration Production Environment Cloud Few deployments Transactional systems or packaged apps Systems of Record © 2013 IBM Corporation
  • 41. UrbanCode: premier Release and Deploy Automation Solution Enabling clients to more rapidly deliver mobile, cloud, big data and traditional applications with high quality and low risk IBM UrbanCode Release IBM UrbanCode Deploy • • • • • 41 Simplifies deployment automation for applications Manage configurations across environments Intelligent deployment artifact tracking Higher quality with repeatable, reliable, and governed processes Technology plugins supported out of the box • • • • • Define, manage, and coordinate operational releases Aggregates applications into single release Phases to support quality and geo dispersed deployments Coordinate manual and automated tasks Replaces manual spreadsheets and documents © 2013 IBM Corporation
  • 42. UrbanCode Deploy automates deployments for mobile apps iOS Worklight Studio Android HTML5, Hybrid, and Native Coding Integrated Device SDKs Blackberry Build Engine Optimization Framework 1 Windows Phone Development Team Provisioning Enterprise App Provisioning and Governance Windows 8 App Feedback Management Device Runtime Server Integration Framework Encrypted and Syncable Storage Runtime Skinning Mobile Web Public App Stores Desktop Web User authentication and mobile trust Adapter Library for backend connectivity 5 Client-Side App Resources Stats Aggregation JSON Translation Reporting for Statistics and Diagnostics 4 Worklight Server Mashups and service composition 3 Cross-Platform Compatibility Layer Java ME 3rd Party Library Integration Enterprise Backend Systems & Cloud Services 2 Worklight Application Center Application Code SDKs Worklight Console Direct Update Mobile Web Apps Reporting and Analytics App Version Management Push /SMS Management Unified Push Notifications © 2013 IBM Corporation
  • 43. Rational Development and Test Environment for System z Continuous build and test of distributed systems DevOps Lifecycle Customers Business Owners Development/Test Operations/Production Continuous Feedback and Improvements IBM Continuous Integration Solutions for System Z COBOL, PL/I, C++, Java, EGL, Batch, Assembler, Debug Tool IMS DB2 CICS IBM Application Deploy WAS MQ z/OS x86 PC running Linux IBM Rational Test Workbench Note: This Program is licensed only for development and test of applications that run on IBM z/OS. The Program may not be used to run production workloads of any kind, nor more robust development workloads including without limitation production module builds, pre-production testing, stress testing, or performance testing. 43 © 2013 IBM Corporation
  • 44. What is Service Simulation and Test Virtualization? Public Cloud Private Cloud Third-party Services Archives Portals Directory Identity Data Warehouse File systems Mainframe EJB Business Partners Shared Services Messaging Services Enterprise Service Bus Capture & Model App Under Test App Under Test Routing Content Service Collaboration Providers Databases Mainframe applications Third-party Services Packaged apps, messaging services, etc. Virtual Services Heterogeneous Environments System dependencies are a key challenge in setting up test environments: Unavailable/inaccessible: Testing is constrained due to production schedules, security restrictions, contention between teams, or because they are still under development Costly 3rd party access fees: Developing or testing against Cloud-based or other shared services can result in costly usage fees Impractical hardware-based virtualization: Systems are either too difficult (mainframes) or remote (third-party services) to replicate via traditional hardware-based virtualization approaches 44 Test Virtualization enables to create “virtual services”: –Virtual Services simulate the behavior of an entire application or system during testing –Virtual Services can run on commodity hardware, private cloud, public cloud –Each developer, tester can easily have their own test environment –Developer and testers continue to use their testing tools (Manual, Web performance, UI test automation) © 2013 IBM Corporation
  • 45. Starting Point: Release and Deploy Case Study: WebMD Accelerate delivery of usable increments for continuous outside-in feedback Provide a continuous delivery pipeline that automates deployments to test and production environments Reduce overhead with push-button deployments Quantify change stability and measure transparently for compliance “Before it took 2 days to deploy a build, with uDeploy and our new processes, it takes us less than 60 seconds.” Matthew Wilson Director, Consumer Web Operations © 2013 IBM Corporation
  • 46. DevOps for Dummies – available now! 46 http://ibm.co/devopsfordummies © 2013 IBM Corporation
  • 48. www.ibm.com/software/rational © Copyright IBM Corporation 2012. All rights reserved. The information contained in these materials is provided for informational purposes only, and is provided AS IS without warranty of any kind, express or implied. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, these materials. Nothing contained in these materials is intended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBM software. References in these materials to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product release dates and/or capabilities referenced in these materials may change at any time at IBM‟s sole discretion based on market opportunities or other factors, and are not intended to be a commitment to future product or feature availability in any way. IBM, the IBM logo, Rational, the Rational logo, Telelogic, the Telelogic logo, and other IBM products and services are trademarks of the International Business Machines Corporation, in the United States, other countries or both. Other company, product, or service names may be trademarks or service marks of others. © 2013 IBM Corporation
  • 49. Acknowledgements and Disclaimers: Availability. References in this presentation to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. The workshops, sessions and materials have been prepared by IBM or the session speakers and reflect their own views. They are provided for informational purposes only, and are neither intended to, nor shall have the effect of being, legal or other guidance or advice to any participant. While efforts were made to verify the completeness and accuracy of the information contained in this presentation, it is provided AS-IS without warranty of any kind, express or implied. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, this presentation or any other materials. Nothing contained in this presentation is intended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBM software. All customer examples described are presented as illustrations of how those customers have used IBM products and the results they may have achieved. Actual environmental costs and performance characteristics may vary by customer. Nothing contained in these materials is intended to, nor shall have the effect of, stating or implying that any activities undertaken by you will result in any specific sales, revenue growth or other results. © Copyright IBM Corporation 2013. All rights reserved.  U.S. Government Users Restricted Rights - Use, duplication or disclosure restricted by GSA ADP Schedule Contract with IBM Corp. IBM, the IBM logo, ibm.com,WebSphere, Rational, and IBM Mobile Enterrise are trademarks or registered trademarks of International Business Machines Corporation in the United States, other countries, or both. If these and other IBM trademarked terms are marked on their first occurrence in this information with a trademark symbol (® or ™), these symbols indicate U.S. registered or common law trademarks owned by IBM at the time this information was published. Such trademarks may also be registered or common law trademarks in other countries. A current list of IBM trademarks is available on the Web at “Copyright and trademark information” at www.ibm.com/legal/copytrade.shtml Other company, product, or service names may be trademarks or service marks of others. © 2013 IBM Corporation
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Editor's Notes

  1. Main Point: We know organizations have a gap between the software delivery capabilities they need to succeed and the ones they have in house currently. Successful organizations know that when they improve their abilities in this area, they increase their success. In fact a recent IBV study where organizations self-reported that... Insights from 435 executives in 58 countries, spanning 18 industries85% realize and reported it is important to criticalOnly 25% say they are able to fully leverage software delivery effectively So there is a gap -- but when companies that can close the resulting execution gap stand to benefit. Almost 70 percent of the companies currently leveraging software development for competitive advantage outperform their peers from a profitability standpointTRANSITION – so there is a huge opportunity for our clients to close that gap…let’s move to the next slide and talk about how--------------------------------------------------------------------------------------------------Note: Outperformers were determined by a self-assessment of profitability against peers in the industry, ranging from 1 (Significant underperformers) to 5 (Significant outperformers) Significant outperformers were ranked as a 5, Average performers a 3-4 and Underperformers 1-2new Rational/WebSphere IBV Study &quot;The Software Edge - How effective software development drives competitive advantage&quot; This study examined the correlation between software delivery competency and industry competitive advantageInsights from 435 executives in 58 countries, spanning 18 industriesRoles included executives at director level and above in IT and other software organizationsSoftware delivery refers to all areas of development, operations, and support within IT and other development / engineering organizations“There was 54% of the companies who said they believe software is critical and 32 percent who called it moderately important – so that’s 86 percent of the respondents say software is either critical or moderately important and that points to the need for better tooling for software development and delivery.” said Randy Newell, director of capabilities marketing for IBM Software Group with a focus on the Rational brand.
  2. Industry pattern is to target a subset of devices and progressively roll out – Facebook, Mailbox
  3. Main point: Dependencies across teams, tools, processes and platforms, increases the need for coordination, collaboration and transparency even more.-----------------------------------------------------------------------------------------------------------------------------------------------------------In a typical IT shop, mobile apps are typically not stand alone apps. They have very little business logic on the mobile device itself and serve more as front-ends to a multiple web-tier and back-office applications already in use by the enterprise. These enterprise applications may range from mission-critical transaction processing systems to employee portals to packaged applications. The coordination of release plan, development, test, release processes which are all moving at different rate can be quite time consuming and often done manually and ad-hoc communications, leading to some of the challenges we discussed earlier. For example the Mobile team is pushing out code a lot faster than let’s say a back-office team would and as dependencies across these sub-systems grows, managing the end-to-end delivery process becomes even more critical.
  4. Developers and testers use StudioApp StoreYour app includes the WL runtimeServer handles secure mediation