Inefficient software delivery impacts the entire business, from line of business units, to operations, to development and test, and the variety of suppliers. Wastes in your processes are causing bottlenecks. Join Eric Minick, IBM DevOps Evangelist (and UrbanCode guy), as he explores how ‘Lean Thinking’ techniques can be leveraged to help identify ‘bottlenecks’ in your delivery pipeline that can be addressed by adopting DevOps.

1. © 2015 IBM Corporation
Using Lean Thinking to Identify
and Address Delivery Pipeline
Bottlenecks

2. 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

3. 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. 4
Customers now control the pace of technology adoption
cycles

5. 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”

6. 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

7. Speed is a Capability
7 Source: Forrester report, “The New Software Imperative: Fast Delivery with Quality” Oct 2014

8. 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

9. 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. 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

11. 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

12. 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

13. 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.

14.  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

15. 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

16. 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

17. 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

18. 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. 19
Stop and Go Deeper

20. Map your Bottlenecks
Idea/Feature/Bug Fix/
Enhancement
Production
Development Build QA SIT UAT Prod
PMO
Requirements/
Analyst
Developer
CustomersLine 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

21. Map your Bottlenecks
Idea/Feature/Bug Fix/
Enhancement
Production
Development Build QA SIT UAT Prod
PMO
Requirements/
Analyst
Developer
CustomersLine 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

22.  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

23. 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
DEVDEVDEVDEV
Utilize Cloud
Environment
pattern
Cloud Platform

24. 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

25. Culture:
The words we use and how we behave
Tools impact behavior and vocab
25

26. 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!

27. 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

28. 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. 29 © 2015 IBM Corporation
© Copyright IBM Corporation 2014. All rights reserved.
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www.ibm.com/devops