© 2015 IBM Corporation

Using Lean Thinking to Identify and Address Delivery Pipeline Bottlenecks

Who’s that guy?

Eric Minick

DevOps Evangelist

eminick@us.ibm.com

@EricMinick

Background as a

developer, tester and tools

guy

Helping clients implement

build, deploy & release

tooling for the past 10

years

Systems of Record

Systems of Interaction

Continuous client experience

Partner value chain

Cloud-based Services

Systems of Engagement

Inefficient software delivery impacts the entire business

of customers experience

production delays

>45%

of outsourced projects fail to meet

objectives

>50%

of budgets devoted to maintenance and

operations

>70%

to deliver even minor application changes to

customers

4-6 weeks

DEVELOPMENT/TEST

Speed mismatch between faster moving front office and slower

moving back office systems, delaying time to obtain feedback

SUPPLIERS

Delivery in the context of agile

OPERATIONS

Rapid app releases impact system stability and

compliance

LINE-OF-BUSINESS

Takes too long to introduce or make changes to

mobile apps and services

CRM HR

DB ERP

4

Customers now control the pace of technology adoption cycles

Days

<10%

Quarters

35%

Months

40%

Weeks

15%

6-12 Month Delivery Cycles Are Still the Norm

Delivery cycle profile across 600 business enterprises

Feedback cycles

Source—Forrester: “The New Software Imperative: Fast Delivery with Quality”

Moving from Months to Weeks is a challenge

Relatively small practice changes required to go

from 18 month cycles to 3 month

Huge practice changes require to go from

months to weeks or days

Speed is a Capability

7 Source: Forrester report, “The New Software Imperative: Fast Delivery with Quality” Oct 2014

DevOps approach: Apply Lean principles accelerate feedback and improve time to value

Line-of-

business

Customer

1

3

2

1. Get ideas into production fast

2. Get people to use it

3. Get feedback

Non-Value-added waste Value-added production work

Lean

Transformation

http://ibm.co/devopsfordummies

IBM DevOps Adoption Model Practices, tools and services to plan and execute a staged adoption of DevOps to improve business outcomes

Feedback

Cycles

Productive Waste

Efficiency

Steer Product-based

Agile

Automated

Collaborative

Optimizing

More

Predictable

More

Transparent

More

Continuous

Process-based

Process-heavy

Manual

Silo-ed

Develop/Test

Deploy

Operate

Inefficient Leaner Leaner and Smarter

10

The Big Sources of Wasted Efforts: Find the Hidden Factory

Type of Waste Create Feature Deliver Feature

Unnecessary

Overhead

Communicating ideas/knowledge Communicating between development

and operations

Unnecessary

Re-work

Tasks assigned back to developers

from testing and usage

Tasks assigned back to developers from

production rollbacks

Over-production

Unnecessary functionality produced Unnecessary hardware, data center,

personnel

Non-Value-added waste Value-added production work

Lean

Transformation

What is Overhead? vs What is Productive?

Fat efforts to minimize

Waiting

Training

Reporting

Traceability

Late rework

Duplicate efforts

Metrics collection

Regression testing

Change propagation

Document generation

Meetings/Checkpoints

System administration

Resource accounting

Human inspections

Streamline or automate

More valuable efforts to improve

Scoping

Learning

Feedback

Refactoring

Designing

Teaming

Coding

Testing

Planning

Engineering

Empowering

Prediction

Deciding

Steering

Facilitate or smarten

Priorities of Indian Global System Integrators

Fat efforts to minimize

Late rework

Waiting

Regression testing

Duplicate efforts

Reporting

Document generation

Training

Metrics collection

Change propagation

Traceability

Human inspections

Meetings/Checkpoints

System administration

Resource accounting

Streamline or automate

More Valuable efforts to improve

Scoping

Designing

Planning

Testing

Reusing

Deciding

Steering

Feedback

Coding

Prediction

Engineering

Learning

Teaming

Refactoring

Facilitate or smarten

Eight DevOps Macro Practices

1. Deliver in small increments of functionality.

2. Form dedicated, cross-functional teams.

3. Use loose coupling between applications.

4. Automate environment provisioning.

5. Continuously integrate code.

6. Continuously test.

7. Continuously fund.

8. Provide real-time transparency.

Throughput of each process must be the equal in order to avoid backlogs.

When preceding process is upgraded to a higher throughput, subsequent

processes must be upgraded to the same higher throughput in order to maintain

balance.

Optimize pipeline with an even flow end to end

Steer the Product Pipelines

IBM Confidential

Value accrues as product artifacts evolve, NOT by effort

expended or by progress in supporting artifacts

Ideas

Tradeoffs

Delivered

Simple Instrumentation: Time: Volume: Cycle time Batch size Change speed Queue size Queue time Throughput

• Minimize waiting in backlog queues • Optimize work in progress • Adjust capacity and flow

Validate

Build

Proposed

Understood

Verified

Certified

Use spaghetti diagrams show flow of work

1. PM emails Dev manager

2. Dev Manager emails PM

3. PM emails QA Manager

4. QA Manager emails PM

5. PM emails Operations

6. Operations emails PM

Value stream map shows delays

---

30

30

30

30

30

1

1

1

1

1

1

Waiting

Working

150

6

1. PM Dev

2. PM Dev

3. PM QA

4. PM QA

5. PM Ops

6. PM Ops

Value stream map after process change

---

---

30

---

30

30

1

---

1

---

1

1

Waiting

Working

90

4

1. PM Dev

2. ----------

3. Dev QA

4. ----------

5. QA Ops

6. Ops PM

19

Stop and Go Deeper

Map your Bottlenecks

Idea/Feature/Bug Fix/

Enhancement Production

Development Build QA SIT UAT Prod

PMO

Requirements/

Analyst

Developer

Customers Line of Business

Build

Engineer

QA Team Integration Tester User/Tester Operations

Artifact Repository

Deployment Engineer

Release Management

Code Repository

Deploy

Get Feedback

Infrastructure as Code/

Cloud Patterns

Feedback

Customer or

Customer Surrogate

Metrics - Reporting/Dashboarding

Tasks

Artifacts

Map your Bottlenecks

Idea/Feature/Bug Fix/

Enhancement Production

Development Build QA SIT UAT Prod

PMO

Requirements/

Analyst

Developer

Customers Line of Business

Build

Engineer

QA Team Integration Tester User/Tester Operations

Artifact Repository

Deployment Engineer

Release Management

Code Repository

Deploy

Get Feedback

Infrastructure as Code/

Cloud Patterns

Feedback

Customer or

Customer Surrogate

Metrics - Reporting/Dashboarding

Tasks

Artifacts

The adoption of DevOps ==

increased velocity of application

delivery

Puts pressure on the

infrastructure to respond more

quickly

Software Defined Environments

enable you to capture

infrastructure as a software

artifact

Deploying Infrastructure is the biggest bottleneck for the Delivery Pipeline

Application

Changes

Infrastructure

Changes

Deployment Automation

Blueprint

Application Resource

Template

Continuous Delivery to Cloud

Capture cloud pattern to be used for creating an Environment

Incremental deployment of application builds to cloud environments

Map the application to multiple cloud patterns

The freedom to provision a version of a full stack or incrementally deploy an

application version into an already provisioned environment

Environments | Processes | Configurations

Create env

from pattern

Deploy app

QA PROD DEV DEV DEV DEV

Utilize Cloud

Environment

pattern

Cloud Platform

24

Building a DevOps Culture

• Everyone is responsible for Delivery

• Common measures of Success

• Right People are needed

Product Owner

Team Member

Team Lead

Team Member

Team Member

Senior Executives

Users Domain Experts

Auditors

Gold Owner

Support Staff

External System Team

Operations Staff

Above all - it’s all about the People/Culture

Culture:

The words we use and how we behave

Tools impact behavior and vocab

25

Lifecycle Measurements 2008 2010 2012 – 2014 Total

Improvement

Project Initiation 30 days 10 days 2 days 28 days

Groomed Backlog 90 days 45 days On-going 89 days

Overall Time To Development 120 days 55 days 3 days 117 days

Composite Build Time 36 hours 12 hours 5 hours 700 %

BVT Availability N / A 18 hours < 1hour 17 hours

Iteration Test Time 5 days 2 days 14 hours 4 days

Total Deployment Time 2 days 8 hours 4 hours -> 20

minutes

2 days

Overall Time To Production 9 days 3 days 2 days 7 days

Time Between Releases 12 Months 12 Months 3 Months 9 Months

Innovation / Maintenance 58% / 42% 64% / 36% 78% / 22% +20% / -20%

Double-digit revenue growth, increased client adoption, improved client satisfaction

26

How IBM Rational Cloud Hosted Products have improved!

Summary

Look for Queues (there are measures to help)

Check for how Downstream Processes change when something is fixed

Question the real business value of overhead processes like approvals

Use tools to help nudge culture

27

Additional Resources

Visit UrbanCode Solutions on the Web:

– https://developer.ibm.com/urbancode/

Learn about IBM DevOps:

– http://www.ibm.com/ibm/devops/us/en/

28

ibm.co/ARDfordummies

IBM UrbanCode Deploy ROI Calculator

https://ibm.biz/sdepaper

29 © 2015 IBM Corporation

© Copyright IBM Corporation 2014. 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, 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.

www.ibm.com/devops