Margie Semilof submitted a great report from Gartner’s IT Operations Strategies & Solutions Summit. Semilof reported that IT architects from a variety of established companies agreed that slow application development cycles don’t cut it in a world where immediacy is valued, and they are taking steps to address their own transformation.
Enterprises have unique demands that include government regulation, established cultures, and legacy baggage—not to mention that it’s tough to sell DevOps, in which the notion of “fail fast” is part of the process.
“You can’t ask companies where failure is not an option to fail, whether it’s fast, slow or otherwise,” said David Paul Williams, a Gartner research vice president.
Nevertheless, reported Semilof, cutting application delivery times is desirable, however it may appear. One of the nation’s best-known insurers, Prudential Financial Inc., has begun an enthusiastic revamp of seven applications from its life policies group. Jason Berkowitz, Director of Infrastructure at the 140-year-old insurance company, advises starting small.
Prudential took its first steps using open source software, such as Jenkins, for orchestration; SonarQube, a quality management platform; and Apache ZooKeeper, a configuration management tool. The project still cost $4 million in labor, “all proof of concept,” he said. His next step is to evaluate and choose licensed tools.
For Berkowitz, DevOps adoption is a long-term goal.
“Today, companies have to string it all together, pick the right tools and keep up with it all,” he said. “That’s an art.”
One of Western Canada’s largest regional banks has undergone an even more extensive update of its financial and legacy application development process, which will likely take more than three years to complete. The bank, which has about 6,500 employees in roughly 170 locations, began reorganizing its IT and development teams into a responsive solutions group just over a year ago.
The effort was initiated by the CIO, who was inspired by Gartner’s bimodal IT development process, the descriptive term the consultancy uses to describe how enterprises should overlap management of traditional processes with exploratory technologies.
The bank’s board of directors endorsed the transformation, which the IT infrastructure director said will pave their way to a DevOps work style—DevOps defined by the bank, not as agile project management, but a catchall term for how the development and operations process is managed.
“All organizations will take what works for them from the plethora of options,” said the IT infrastructure director, who declined to be identified. “Agile is extreme programming. We are more agile than waterfall, but for us it will depend on the team or the application.”
For him, it means that instead of having a year-long application release cycle, it might be every quarter or every month.
Though the bank may be more aggressive than many enterprises, Gartner’s Williams said he has noticed a definite uptick in enterprise IT’s willingness to adopt DevOps initiatives during the past year or so –though we likely won’t see an across-the-board adoption of these practices.
“Enterprise IT sees the value in it,” Williams said. “They are trying to wrestle what part of that value they can apply to their app/dev lifecycle” ‘Where do I start? What tools do I need? And what sort of practice can I sell to the business community that has to get behind this?'”