Breaking the triangle between Cost, Risk and Time. Andrew Phillips and Sander Ettema discuss: Create a culture of innovation and adapt your IT organization for rapid change. Deliver on customer expectations by modernizing your IT software delivery landscape with an open platform for Continuous Delivery. Get started quickly and leverage your existing IT infrastructure for rapid results and understand the key metrics to watch along the way. Lead an IT transformation in the highly regulated environment of financial services.

1. Continuous Delivery & DevOps
@ Rabobank

2. 2
Your Presenters
Andrew Phillips
VP Products for
XebiaLabs
▪ Lots of enterprise software development on high-
performance systems
▪ Been on both sides of the “Dev…Ops” fence
▪ Active open source contributor and committer
▪ Regular meetup, conference etc. presenter
Sander Ettema
Manager Linux/Unix
Infrastructure Services
for Rabobank
▪ Linux/Unix/Appliances Hosting
▪ Continuous Delivery services for Java
▪ Log management services
▪ Member of DevOps workgroup

3. 3
Agenda
▪ Housekeeping
▪ About Rabobank
▪ Rabobank’s Challenge
▪ Continuous Delivery & DevOps @ Rabobank
▪ Questions

4. 4 Copyright 2015. Confidential – Distribution prohibited without permission
Housekeeping
▪ This webinar is being recorded
▪ Links to the slides and the recording will be made
available after the presentation
▪ You can post questions via the GoToWebinar Control
Panel

5. Breaking theTriangle Between Cost, Risk andTime
Continuous Delivery & DevOps @ Rabobank

6. Rabobank
A brief introduction

7. We do not have shareholders
7
Rabobank is a cooperation…
• We have two million members
• They are involved in the bank's
strategic decision-making
with agricultural roots
• Founded by a group of farmers in the
end of the 19th century
• By far the largest food & agri bank in
the Netherlands

8. We are one of the largest IT
employers in the Netherlands
8
Personnel
• 3500+ IT employees
IT volume
• 3500WindowsVMs
• 1700 LinuxVMs
• 420 AIX LPARs
• 700 Java EE app servers

9. We have a challenge
Why we need to change, fast!

10. My usual question:
Who has been inside a bank in the last month?
…and for something other then a mortgage?
10

11. Almost nobody
11
Physical
Virtual0
50
100
150
200
250
300
350
400
450
1980 1985 1990 1995 2000 2005 2008
Customer contacts per year x 1.000.000

12. Everything is available online

13. We need to change
• Rabobank moves from a concept of one physical bank per city to a
virtual bank on every device.

14. Goal: virtualizing the bank by 2016
This means:
• Renewing 40 years of IT legacy/heritage
• Implementing new channels and online functionality
• Straight through processing
Challenges:
• Cost must be reduced by 1 billion per year
• Service disruption is not accepted
• Time to market must improve dramatically
Cost
Risk Time

15. Continuous Delivery & DevOps

16. Starting at the bottom: agile
16
• We implemented an agile way of
working, mostly based on Scrum
• Major consequences:
• Move from fixed scope to fixed
time/funding
• From command & control to
responsibility and ownership
• From “release at the end” to “release
often”

17. Agile
17

18. Complaint: too much process administration
18
Characteristics
• Manual configuration (or stateful scripts)
• 2 releases per year
• High risk and impact
Lead time 6-8 weeks 1 week 3 weeks
Environment Dev Test
Regression
Test accept
Pre-
prod
Prod
Frequency Daily Daily 6-8 weeks 2 x year 2 x year 2 x year
Time 1-2 hour 1-2 hour 4 hours 2-4 workdays 1 workday 2 workdays

19. Continuous Integration
19
Trigger
Commit
Checkout
Build,
verify
Store
Use
Test
Accept
Pre-Prod
PROD
Use
deployment
artifact
Test

20. Present: Continuous Delivery
20
• The process is always
the same
• The software is placed
in the process
• (Almost) no written
documentation
• No manual processes
T1D A2 PT2 a1

21. Near future: Continuous Delivery
21
1) Repeatable infrastructure
2) Repeatable application
deployment
3) Generic D ->T -> A -> P process &
facilities
4) Facts / measurements
At this moment: creating one
standard
T1D A2 PT2 a1

22. We are building one Java Pipeline
Source
Control
Release
Unit test UAT LST
Integration
test
Smoke testBuild LST

23. What’s in it for us?
23
Benefits
• Higher productivity (less “waste”)
• Lower costs
• Better time to market
• Traceability and SOx-compliancy
• Explicit separation of responsibilities
• Better cooperation
• Elimination of human error

24. The issues that need attention
24
Learning
• Change management (HR)
• Onboarding is an investment in
quality
• Automating = letting go
• Going live often requires
faith/courage
• In an automated environment you
need an other type of IT specialist
Repeatability is a key feature!

25. Quantitative benefits
25
Without XL Deploy With XL Deploy
Deployment D/T 2 hours 5 minutes
Deployment PAT 2 hours 10 minutes
Deployment PROD 4 hours 20 minutes
Total productivity benefit (one application)
• 1288 hours
Not calculated
• Reduced preparation time
• Improved communication between Dev and Ops
• Capability to deploy more often

26. Ambition
26
Working on
• Centralized log management to facilitate feedback loops
• Closed link from code commit to application deployment
• .NET, Powercenter, Oracle middleware
Planned
• Deployment triggers new virtual infra
• Deploying to an external cloud provider
Dream
• Fully automated pipeline from code commit to deploy in Production

27. 27
Learn more about XebiaLabs
Tools to support enterprise Continuous Delivery & DevOps at scale.
xebialabs.com/products
xebialabs.com/solutions/continuous-delivery

28. 28
Questions?
Type them in now using your control panel or reach out to us directly anytime.
Sander Ettema
https://nl.linkedin.com/in/sanderettema
Andrew Phillips
https://www.linkedin.com/pub/andrew-
phillips/31/911/49b

29. Thank You!