Pedro Britto IBM Software, Rational

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1 Pedro Britto IBM Software, Rational
IBM DevOps Visão Geral Author Notes: This is the IBM Rational standard template for internal and external Rational presentations. It was created in Microsoft PowerPoint Standard Edition This template is also converted and provided in Lotus Symphony v3.0. Additional IBM Rational presentation assets and resources can be found on Rational’s Managing the Brand W3 Intranet site: IBM Rational Brand Overview slides, as well as other important brand messaging assets, can be found on the Rational Brand Content Page: If internal presentations are confidential, please add: “IBM Confidential” to the slide masters Select: View / Master / Slide Master and add “IBM Confidential” to both the title master and slide master Use sentence case capitalization for presentation titles, slide titles, category labels and bullets: Format / Change Case / Sentence Case. Initial capitalization is limited to our products and offerings. Applying this template to your existing presentation Task Pane needs to be viewable: Select View / Task Pane Select Slide Design - Design Templates from the Task Pane pull-down menu Select “Browse” at the bottom, and find “Rational_Standard_Template.pot” on your hardrive and click Apply Please note that not all slides will reformat appropriately once template is applied. Some reformatting will be necessary Printing your presentation on a black and white printer Prior to printing your presentation, view the slides in grayscale mode: Select View / Color/Grayscale / Grayscale Select problem graphics or text and right-click and select Grayscale Setting Select the grayscale setting that displays the problem graphic/text the best Note: Changing the greyscale setting does not affect the color view Return to Normal View by selecting View / Color/Grayscale / Color Pedro Britto IBM Software, Rational 1

2 Inovação nos negócios é, cada vez mais, entregue via software O ritmo de mudanças nos negócios exige agilidade Sistemas de cirurgias robóticas possuem a capacidade computacional de 7 laptops Software responde por quase 80% das inovações funcionais da indústria automotiva Até % das transações nos EUA serão sem dinheiro A380 tem mais que 100 milhões de linhas de código Tecnologia é a principal força impactando os negócios atualmente As necessidades dos negócios estão cada vez mais associadas às experiências do cliente From the Agenda: Business innovation is increasingly being delivered via software. The rapid pace of market changes is driving the need for business agility. Digitization of business and customer experience are now at the fore-front and businesses must rapidly adapt to changing market expectations. This reality is made more challenging by three shifts... VALUE CREATION IN EVERY INDUSTRY… Without a doubt, software innovation is driving business innovation in all industries. Let’s take two examples that also directly impact people’s lives Software enables mobile devices to perform banking transactions: scan a check and then deposit it into your account, pay your bills online, transfer funds Faster delivery, high expectations. Engaging applications, robust backend systems Machines like the DaVinci surgical robotic system would not work without millions of lines of software code- assist the surgeon and her team to deliver better outcomes for the patient Achieving this level of business innovation would not be possible without innovation in software development and delivery. Software drives almost 80 percent of the automotive industry’s functional innovation Source: Jürgen Mössinger (2010) "Software in Automotive Systems," IEEE Software, vol. 27, no. 2, pp , Mar./Apr. 2010, doi: /MS Software in A&D has increased dramatically - F-35 will use 5.6 million lines of code. Source: The Australian Software Acquisition Management Course, Defense Systems Management College, March 2000. Robotic surgical systems contain 1.4 million lines of code, computational capacity of 7 laptops. Source: 90% of financial transactions in the U.S. will be cashless by the year 2020. Source: 2 2

3 O mundo mudou

4 O mundo agora é multi-screen
Comércio contextualizado a partir da mobilidade e de análises dos dados representará $85Bi em transações em 2015 Gartner “Análises pervasivas, uma máquina de marketing operando em tempo real e integração multi-canal avançada pode mais que dobrar as taxas de conversão” Accenture 67% dos compradores online usam mais de um canal para suas compras Source: Google, “The New Multi-screen World: Understanding Cross-platform Consumer Behavior, Aug 2012 Gartner: Context-Aware Computing Industry Heat Map 3/11 Accenture, “Banking 2016”, 2012

5 Entre os que alavancam a entrega de software
Empresas que efetivamente inovam nos softwares superam seus concorrentes... mas, poucas são capazes de entrega-la 86% Das empresas acreditam que a entrega de software é importante ou crítica 69% Superam os que não usam Entre os que alavancam a entrega de software Mas apenas… 25% 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 industries 85% realize and reported it is important to critical Only 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 standpoint TRANSITION – 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 1-2 new Rational/WebSphere IBV Study "The Software Edge - How effective software development drives competitive advantage" This study examined the correlation between software delivery competency and industry competitive advantage Insights from 435 executives in 58 countries, spanning 18 industries Roles included executives at director level and above in IT and other software organizations Software 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. Entregam software efetivamente 5 Source: “The Software Edge: How effective software development drives competitive advantage,” IBM Institute of Business Value, March 2013 5

6 Desenvolvimento de Software & Produtos Operações/ Manufatura & Suporte
O ciclo de vida do software requer uma perspectiva mais ampla Melhor gerenciamento afetam criatividade individual, produtividade do time e o bottom line da empresa Desafios CHALLENGES Processos manuais, duplicados, custam caro geram erros, atrasam a inovação e impactam a competitividade Implementações lentas nos ambientes de desenvolvimento e testes deixam os times parados e improdutivos Riscos de instabilidade derivados da gestão de múltiplas configurações e versões Main Point: When complexity affects quality, if affects the entire business. This costs your organization real bottom line cost, damage to your reputation and customer relationships and their loyalty, and then there is the risk of managing multiple applications that can cause product recalls – also damaging to the business. There are few examples here of major issues resulting from these challenges… Software glitch costs trading firm Knight Capital $440 million in 45 minutes – terrifying New Zealand’s biggest phone company, Telecom paid out $2.7 million to some 47,000 customers who were overcharged after a software glitch Software failures were behind 24% of all medical device recalls last year TRANSITION … so what can organizations about these challenges?... Next slide REFERENCE DOCUMENTATION Gerentes de Produtos Desenvolvimento de Software & Produtos Operações/ Manufatura & Suporte Clientes 6 6

7 Tendências tecnológicas
Mudanças de mercado exigem uma mudança drástica na forma como as empresas tratam do ciclo de desenvolvimento de software Mobile Cloud Intelligent/ Connected Systems  Social Big Data Instrumented Products Tendências tecnológicas Drive the need for agility Main Point: Market is complex and changing the way businesses approach software innovation… Shift 1: Exponential increase of empowered users and expectations for higher quality internal and external customer experience – businesses and people raising the bar every day Shift 2: An increasingly volatile economic and changing regulatory environment Shift 3: Emergence of disruptive technologies such as Cloud, Mobility, Social, Analytics and new delivery models such as Multisourcing where you focus on blending internal and external business and IT services for an optimal mix towards your business goals You need a Product and Software Innovation approach that can address and manage the shifts to your best advantage. TRANSITON… however – there are challenges – so let’s talk about those on the next page Market shift implications for sellers The above factors have resulted in shift in purchase dynamics -- developers influencing LOB buyers for entire delivery stack (cloud, mobile, middleware, tools) Market shifts are affecting how enterprise customers approach software innovation Systems of engagement (Mobile, Cloud centric Social, Big Data) workloads – are driving the need for rapid and continuous delivery environment to enable business agility Increasing and volatile regulatory environment Increasing multi -sourcing /software delivery models Emergence of new purchase dynamics Developers influencing LOB buyers for entire delivery stack : demand for accelerated delivery of new services is causing developers in LOB to initially consume services via external clouds and subsequently passing workloads back to IT to deploy on private clouds as the need for scale, robustness and compliance grows New breeds of Cloud centric providers are emerging using DevOps value prop to attract developers Neeraj Notes: Like – Role of software from efficiency to new sources of revenue in the front office – whatever systems – the reality is there is a shift that the value has fundamentally moved and impacting business models. What about systems? The extended / expanded lifecycle still apply. Multi-sourcing – make sure DOORS annc has something about software supply chain – traceability across the supply chain 3 imperatives key to an effective supply chain – bringing in business value – changed Jauguar’s mind – SCL – you can use to manage supply chain – partition requirements for different vendors – Software delivery needs a compressed time to market – agile approach has changed expectations of can be accomplished. Example: Dev can delivery weekly with an agile approach. Ops still can only release every 6 months. How do we bridge that gap? For systems – a slightly different story but still need an expanded lifecycle – Dev – the software development happens here for systems. With systems theDev – weekly – software dev happens here for systems Does not translate – so lifecycle needs to be extended to reduce waste Must have better capabilities – important stakeholders – business owners and customer feedback – internal or external. That is DevOps – Implications – have to provide new capabilities and the roles on different teams need to change – a new level of empowerment – to work across teams – and the focus has to be perceived quality – internal assessment – defects not just adequate – have to change the idea of quality More agile, more reactive, leaner 7

8 Uma abordagem para entrega contínua de inovação por software
dev·ops nome \'dev-äps\ Capacidade corporativa para entrega contínua de software, permitindo a avaliação das oportunidades de mercado e redução do tempo de reação ao feedback dos clientes DevOps Lifecycle From the Agenda: In this new normal, the most forward thinking companies will: Establish an enterprise capability for accelerated delivery of software that enables them to seize market opportunities and reduce time to customer feedback, improve governance while balancing quality and cost Gerentes de Produtos Desenvolvimento de Software & Produtos Operações/ Manufatura & Suporte Clientes Inovação, Feedback e Melhorias Contínuas Reduza o tempo para obter e responder ao feedback do cliente Equilibre velocidade, custo, qualidade e risco Acelere a entrega do software 8 8

9 Caminhos para a adoção do DevOps
DevOps Lifecycle Operações/Produção Desenvolvimento & Teste Clientes Gerentes de Produtos Inovação, Feedback e Melhorias Contínuas Main Point: How do they address the challenges of today’s complexities and get to market faster with a quality product, service or application? The most forward thinking companies will establish an enterprise capability for accelerated delivery of software that enables them to seize market opportunities and reduce time to customer feedback, improve governance while balancing quality and cost. They can do this by taking a lean and agile approach but expanded AND fully automated across an expanded lifecycle that includes customers, LOB / business owners, development / test and operations / production and really focus on achieving: Accelerate Software Delivery Expanding collaboration to include customers, LOB and others to eliminate organization silos Balance speed, cost, quality and risk Automating manual processes across delivery lifecycle to eliminate waste/delays and compliance tracking Reduce time to customer feedback Enabling a customer feedback loop for continuous improvement So let’s look at an IT team that is leveraging a DevOps approach: Customers using new apps pass requirements to the business, which clarifies customer need Business constantly passes requirements to development team, which builds, tests, and demos code Development continuously releases new apps to operations, which continuously monitors them for effectiveness TRANSITION… So this approach to DevOps is ideal but how does an organization get from where they are today to this “new normal,” Planeje e Meça Desenvolva e Teste Release e Deploy Melhores Práticas Ecossistema Monitore e Otimize Fundação DevOps Open Lifecycle and Service Management Integration Platform OSLC 9 9

10 O Mundo Depende de Software
jazz.net O Mundo Depende de Software Pedro Britto Author Note: Mandatory Rational Closing Slide (includes standard legal disclaimer). Available in English only. Obrigado © Copyright IBM Corporation 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. 10 10