Application Lifecycle Management (ALM), by Marco Silva
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Marco Silva, an Architect of Microsoft, share his oversight about Modern ALM (application lifecycle management) and its processes, what means Continuous Value Delivery, giving some notes on tools that can help implement these processes, namely VSTS and how it can help you get there faster.
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Application Lifecycle Management (ALM), by Marco Silva
- 5. Building Software was a bit diferente back then…
- 12. ALM - Definition In summary, ALM is a set of pre-defined processes that start somewhere in the business as an idea, a need, a challenge or a risk and then pass through different development phases such as Requirements definition, design, development, testing, deployment, release and maintenance spanning across an entire lifecycle of a product. Throughout the ALM process, each of these steps is closely monitored and controlled, followed by proper tracking and documentation of any changes to the application. Source: https://en.wikipedia.org/wiki/Application_lifecycle_management
- 13. ALM Competency Matrix Velocity Team work Quality Agility Plan Develop Release Operate Process and Control Overall
- 14. DevOps flavors
- 15. Application Lifecycle Management (ALM) for the modern enterprise Heterogeneous Apps Adapt toward a world of different applications and systems Multi App Platforms Develop and deliver seamlessly across multiple platforms Hybrid Infrastructure Use internal and cloud resources to scale and increase agility Delivery Agility Deliver value, receive feedback, learn, and prioritize for your next set of investments Manage complexities, adapt, and respond quickly with agility, quality, and scale
- 16. “Time-to-market pressure is driving the application development lifecycle management market to evolve and expand.” Gartner, Inc, Magic Quadrant for Application Development Life Cycle Management, T. E. Murphy et. al., 19 November 2013 “By 2016, more than 50 percent of application modernization efforts will address business demand for enhanced functionality to legacy applications, not cost reduction.” Gartner, Inc, Predicts 2013: Business Impact of Technology Drives the Future Application Services Market, Allie Young et. Al., 6 March 2013 ALM lifecycles must evolve in order to stay competitive Gartner does not endorse any vendor, product, or service depicted in its research publications, and does not advise technology users to select only those vendors with the highest ratings. Gartner research publications consist of the opinions of Gartner's research organization and should not be construed as statements of fact. Gartner disclaims all warranties, expressed or implied, with respect to this research, including any warranties of merchantability or fitness for a particular purpose.
- 17. Software development delays have a real cost to the business Source: CA/Coleman Parkes Research, 2012
- 18. The solution 19 Deliver value faster.
- 19. Provide value delivery with agility and quality Increase business value Shorten cycle times Reduce rework costs Increase collaboration
- 20. The Modern ALM provides continuous delivery Plan Develop ReleaseOperate
- 21. The Modern ALM – deliver faster and smarter, continuously REQUIREMENTS BACKLOG ProductionDevelopment Collaboration
- 23. Enterprise versus Modern ALM Enterprise ALM Modern ALM Stability Large scale Capability maturity model integration Change control boards Compliance Architectural design board Database administrator team QA group Deployment approval Lifecycle cooperation Pride in craftsmanship Closely connected teams Shared responsibility Short delivery cycles Minimal viable product Team support training Automation Short feedback loops structured, formal, long delivery cycle iterative, connected teams, regular cadence Faster time to business value
- 24. Why Agile and Continuous Value Delivery? Agile: Increases Return on Investment DevOps: To succeed in making both developers’ and IT operations’ lives easier. Agile: Broad agreement in industry that application quality increased. Agile: Productivity increases
- 27. All Developers, All Languages, and All Platforms • mobile first, cloud first Openness and Cross-Platform Examples: • Build Agent written in NodeJS and open-sourced • IDE Plug-ins open-sourced, most are Java • REST APIs / Service Hooks extensibility • Extensions Marketplace
- 29. Not Integrated Development Environments (IDEs)
- 30. Team Services and TFS are essentially the same product Team Services is our SaaS offering in the cloud while Team Foundation Server (TFS) is our on-premise (aka on-prem) offering
- 31. Integrated Suite of modular software development tools supporting application lifecycle management (ALM) • version control / code repository (e.g. Git) • bug tracking and backlog/story management • agile processes (e.g. Kanban boards) • software build process and coordination (incl. CI) • manual and automated testing • package and artifact management • release and deployment (incl. CD)
- 32. Integrated suite of tools Single development stack
- 33. Support your IDE and OS of choice Goal: Stay in your IDE 75-80% of the time
- 34. Version Control support Compatible with any Git client Git Credential Manager for Windows, Mac & Linux Jenkins Git (and TFVC) support
- 36. Conversational code reviews Enforcement of your configurable policies - Can require certain # of reviewers - Can require a successful build
- 37. Integrated agile tools suite
- 38. Cross-platform CI / build
- 39. Artifact Management • CocoaPods • NPM • NuGet • Artifactory
- 41. Eclipse plug-in
- 42. Eclipse Che (by Codenvy)
- 43. IntelliJ plug-in
- 44. VS Code
- 45. Ant, Maven and Gradle build support and CI
- 47. JaCoCo and Cobertura code coverage results
- 49. SonarQube, PMD and CheckStyle integrations for static analysis
- 50. Jenkins Integration From within Team Services: • Queue remote PR and CI Jenkins Jobs • View build results interactively • Support for Jenkins pipelines • Pull and store Jenkins artifacts • Use Jenkins for build and/or deploy Bi-Directional traceability for Jenkins jobs to commits, work items and PRs via the Jenkins Team Services plug-in
- 51. Java Cross-Platform CD Capabilities Deploy via: • SSH • FTP/s • Tomcat manager • Cloud Foundry Server support for: • Tomcat • Glassfish • JBoss • WebSphere / UrbanCode
- 52. Options for deploying to multiple stages / pipelines for Azure WebApps, Linux VMs, Tomcat instances, AWS…
- 53. Options for building and deploying Android apps Automate builds for CI Release to GooglePlay and HockeyApp
- 54. Integrated with popular tools
- 55. Write custom extensions using public REST APIs Example (list of projects): https://{account}.VisualStudio.com/DefaultCollection/_apis/projects?api-version=2.0 Use service hooks to integrate with other systems on these events Build Completed Git Code pushed Pull request created Pull request updated Team room Message posted Version Control Code checked in Work item tracking Created Updated Deleted Restored Commented on
- 56. ALM framework ProductionDevelopment Operate + learnPlan Develop + test Release Requirements Collaboration
Notas del editor
- [Slide goal] Introduce and define DevOps styles or flavors [Talk track] We observe three DevOps ‘flavors’: WebOps: Companies and teams that have high levels of automation and deliver value incrementally and very frequently (often hourly). XBOX Live or Bing are good internal examples. Facebook is arguably the poster child of WebOps. Some people refer to these organizations as ‘unicorns’. NoOps: Small teams quite often have no dedicated operations function. In such teams, it is frequently the developers whom perform operational work. It is common to see this pattern in startup internet companies. Enterprise DevOps: Larger IT organizations, with separate and dedicated operations and development teams, focus on collaboration and sharing resources as well as artifacts in order to achieve higher value throughput, without sacrificing governance.
- Key goal of slide: You need modern, capable, adaptable IT, focused on delivering value to both your external and internal customers. Competitive enterprise companies are able to manage complexities and adapt and respond fast to new dynamics and challenges with agility, quality, and scale. Slide talk track: To take advantage of these new business opportunities, you need a comprehensive application lifecycle management (ALM) that allows you to adapt toward these heterogeneous models: apps, platforms, and team configurations – an end-to-end solution that allows you to orchestrate and deliver complex software seamlessly through your enterprise in hybrid environments and across platforms. Hybrid IT capabilities allow companies to manage and use their internal infrastructure as well as the elasticity and cost efficiencies of cloud resources to scale and increase agility as needed (faster provisioning, pay-as-you-use models, highly available environments, and optimizing operational costs). Heterogeneous apps Enterprises have different applications. Internal system of records (LOB applications) and external-facing systems of engagement focus on customers or consumers and engaging with them (modern apps). Modern ALM capabilities are necessary to respond to changes in the market quickly by changing both types of application with the same pace as the business demands. Delivery agility is the ability for a company to constantly deliver value, get feedback, learn, and prioritize the next set of investments for their systems of records and their systems of engagements, emphasizing investments that provide a competitive advantage.
- Key goal of slide: The quotes emphasize the need of IT organizations to evolve and change their ALM lifecycle constantly to stay ahead of the competition. Slide talk track: Today, every company is a software company. Software runs the critical infrastructure of nearly every modern business, and for the best companies, software is a key competitive differentiator. Modernizing software investments and striking the balance between agility, quality, and scale in delivering value with software is a competitive differentiator worldwide and across industries, and an enabler of business agility. The time of big plan-driven projects is over. Business agility is key to respond to changes in the marketplace quickly.
- Key goal of slide: Software development is business critical – delays have a real cost to the business. Arriving too late means you miss opportunities.
- Key goal of slide: Modern ALM practices help teams to support a continuous delivery cadence that balances agility and quality, while removing the traditional silos separating developers from operations and business stakeholders, improving communication and collaboration within development teams, and driving connections between applications and business outcomes. An ALM approach focused on Continuous Value Delivery can help you deliver quality products to your customers frequently, meeting customer demand. Slide talk track: We see three key metrics that are critical to an organization’s ability to enable continuous value delivery with agility and quality. First, the flow of business value must be measured and improved constantly. Understanding what provides business value, and delivering those features on a sustained, regular cadence is key. Second is having the ability to identify and remove bottlenecks to shorten cycle times for delivering those business values. It is not enough to simply deliver regularly, we must also deliver efficiently. Third, identify and reduce sources of rework, such as bugs, incorrectly specified features, and so on. We know that issues will happen. It is important to measure and try to reduce the meantime to repair as a team. Last, building, maintaining, and operating software is a team effort. Removing the traditional silos separating developers from operations and business stakeholders, improving communication and collaboration within development teams, and driving connections between applications and business outcomes helps the organization to respond rapidly to change. The ALM assessment focuses on those abilities: Modern ALM KPIs, Agility, Quality, Velocity, and Team Work.
- Key goal of slide: Modern ALM practices help teams to support a continuous delivery by practicing a build, measure, and learn process. Emphasize that removing the traditional silos separating developers from operations and business stakeholders, improving communication and collaboration within development teams, and driving connections between applications and business outcomes is key. Slide talk track: Modern ALM entails planning for, developing, releasing, and operating software. These steps repeat to become what is called Continuous Delivery. Within the cycle of Continuous Delivery, we build software, measure its effectiveness or its intended goal, and try to learn from its observed behavior, both to improve the software as well as to sharpen the business goals associated with it. Optimizing the process is a new philosophy called DevOps.
- Key goal of slide: So what are the solutions to these challenges? Slide talk track: Applying agile and DevOps practices to develop Modern Apps holds great promise when executed properly: Faster and more frequent delivery Higher quality Increased stakeholder satisfaction Higher ROI – continuous delivery of value Note the roles engaged in each of the phases, and that the whole team should be aligned and should collaborate throughout the lifecycle.
- Key goal of slide: Continuous Value Delivery is about delivering business value on a continual basis by deploying high-quality solutions frequently. There are four key “continuous” practices that should be looked at when implementing continuous delivery. Slide talk track: Continuous Value Delivery entails the concept of delivering software to customers in a continuous manner. It consists of continuously integrating various components during development to reduce potential for issues with combining them to form the functionality sought to be delivered, continuously deploying assets for both testing and production, and gathering feedback through external measurements using products such as System Center such as instrumentation Continuous delivery: delivering business value on a continual basis by deploying high-quality solutions frequently. Continuous integration: integrating different parts of the solution in a continuous fashion ensures predictable delivery of a working product and enables you to quickly discover and correct issues. Continuous deployment: automating and streamlining the software build process to deploy solutions automatically into the appropriate software environment each time a build succeeds. Continuous Feedback: listening to any and all feedback provided by stakeholders, customers, development, and operations personnel to improve the effectiveness of the software solution. In addition to human feedback, gathering information through external measurements using products such as System Center Global Service Monitor, and through instrumentation is key to continuously improving the application. Continuous improvement: taking the input from Continuous Feedback and using it to improve the software solution, enabling an agile approach to changing market circumstances, and staying in tune with the needs of customers.
- Key goal of slide: Present the main differences between Enterprise ALM and Modern ALM. Slide talk track: Enterprise ALM has a structured methodology, standardized, formalized, long feedback loops, separate groups for many tasks, individual responsibilities, and long delivery cycles. When business demand is increasing, these characteristics lead to the impediments the ALM lifecycle. The Assessment for Continuous Value Delivery wants to take away these impediments. Modern ALM has iterative developement, shared responsibility, short feedback loops, automation, and connected teams. By applying the Agile approach and striving toward Continuous Value Delivery, organizations are able to deliver business on a sustained, regular cadence.
- Key goal of slide: Some metrics of gains achieved by applying Agile and DevOps practices. Slide talk track: What the industry is indicating about DevOps and Agile. Sources: http://www.ca.com/us/~/media/Files/whitepapers/techinsights-report-what-smart-businesses-know-about-devops.pdf http://davidfrico.com/rico08b.pdf
- [Slide goal] Introduce and define ALM [Talk track] Modern application lifecycle management practices enable teams to support a continuous delivery cadence that balances agility and quality, while removing the traditional silos separating developers from operations and business stakeholders. This improves communication and collaboration within development teams, and drives connections between application and business outcomes. We see three key metrics that are critical to an organization’s ability to enable value delivery with agility and quality. First, the flow of business value must be measured and improved. Understanding what provides business value, and delivering those features on a sustained, regular cadence is key. The second is having the ability to identify and remove bottlenecks to shorten cycle times for delivering those business values. It’s not enough to simply deliver regularly, but also efficiently. And finally, identify and reduce sources of rework, such as bugs, incorrectly specified features, etc.
- [Slide goal] Introduce and define DevOps from the perspective of a key imperative driving the adoption of modern software lifecycle management practices: Increase the flow of value delivery. [Talk track] To transform to an accelerated and continuous cadence of value delivery, an organization needs to adopt modern ALM practices. IT organizations need to adopt an agile mindset and team structure across the board, while focusing un quality. Modern ALM practices will extend throughout the full development lifecycle - from planning, through developing and testing, to releasing and operating in production. Continuous learning also needs to occur throughout, to constantly refine and improve both the development process and the applications being delivered. By employing integrated development and operational tools, an organization will be enabled to operate in continuous build-measure-learn cycles. DevOps makes increasing the flow of value possible by focusing on: Shortening cycle times Optimizing resources Improving quality and availability Enabling continuous learning and hypothesis validation