devops in banking

www.ranger4.com DevOpstastic

Helen Beal

DevOps in Banking

WEBCAST


Agenda

• Digital disruption

• Particular challenges in

Banking

• What the leaders are doing

• How we can help


DIGITALDISRUPTION


• According to Gartner and IDC, by 2018, banks and financial institutions’ clients will access and contact their banks mainly through mobile devices

• Banks and financial institutions CIOs’ main concern to 2017 and beyond is what will be done with their companies’ branches

• According to the 2016 MX Consumer Survey, clients find it more important to have an easy digital banking experience (67 percent) rather than a friendly teller or staff (33 percent) when choosing where to open an account

• According to the 2016 MX Consumer Survey, banks and financial Institutions clients are now more likely to access their banks in a more impersonal way, and only 19 percent use a personal method (branch or call center)


How banking IT executives listed their

3 main priorities for 2017:


PARTICULAR CHALLENGES IN

BANKING


LEGACY


REGULATIONS


WHAT THE LEADERS ARE DOING


Topo Pal,Director & Platform Engineering Fellow

“Tools are a big part of today's Agile and DevOps methodologies. A typical project deals with Agile Project Management tool, Source Control, Continuous Integration (CI) tool, Testing tools, Static Code Analysis and Security Scanning tools, Deployment and Monitoring tools to name a few. Large enterprises and complex systems sometimes use multiple CI, Testing and Scanning tools. Each of these has nice dashboards to present key information stored in it. But what is lacking is a single, comprehensive end-to-end view of the state of a delivery pipeline in near real time.

At Capital One, we believe that while tools, automation and collaboration are very

important, a continuous feedback loop is critical to DevOps success.”

Benefits

• 100s of code commits per day

• Integration from once a month to every 15 minutes

• QA from once per month to 4 times per day

• Deployment from manual to completely automated

• Production release from monthly/quarterly to once per sprint

“Driven by “data,

technology, and data

science.”


Ron van Kemenade,CIO

“We wanted to establish a culture and environment where building, testing and releasing software can happen rapidly, frequently and more reliably. When beginning this journey we started with what matters most: people.

There was a beginning to this journey, but there will be no end. An end would put a stop to the transformation, while in fact you always need to make sure you keep getting better for the customer.”

Benefits

• Transformed from risk averse organisation to agile powerhouse

• Improved time to market from 13 weeks to less than 1 week

• More automated processes

• A sharp reduction of handovers

• A collaborative performance culture

“IT has become the

beating heart of the

bank.”


Carlos Gonsalves, Global Chief Technology

“The return on investment (ROI) of the

effort is extremely important for others in

the organization.”

“It’s important to establish two sets of indicators. The first is the transformation itself. In other words, you

need to measure how fast you’re moving towards the transformation. The second indicator is about the

business value—what is the time to market from idea to production, including sprint velocity and quality?”

Benefits

• Transitioned from a high-workload, waterfall-based approach

• Turned around an unsatisfied user base

• Continuous Delivery has seen:

– 45% reduction in time-to-market

– 10% savings in their (very considerable) operating budget


Dave Corlett, Head of Application Lifecycle

Management

Benefits

• 9 – 18 month deployment cycles reduced to weekly

• Customer outage time dropped by 90%

• Delivery twice as much value

• Cross functional teams drive customer value

“We didn’t need to spend money on transformation. It was based upon improved efficiency. Value only occurs in the heads of customers. A measure of ‘structural efficiency’ is how much of every dollar invested goes to customer value. Mainframe people can move just as fast as anybody - it was just process slowing them down. We used to have meetings of managers - the wrong people were in the room We don’t do projects – we now have a model of standing capacity. We work with the business to prioritize work.”

“It started with a question: ‘what

would a great day at work feel like?.”


The Beal-Hedemark Golden Square

Cost Time

Quality Delight

With DevOps you CAN have it

all!


“One way to enable market-oriented outcomes is for Operations to create a set of centralized platforms and tooling services that any Dev team can use to become more productive…a platform that provides a shared version control repository with pre-blessed security libraries, a deployment pipeline that automatically runs code quality and security scanning tools, which deploys our applications into known, good environments that already have production monitoring tools installed on them.”

The DevOps Handbook

22


HOW WE CAN HELP


The Emerging DevOps Superpattern

DevOps


RealisationIdea

Value Stream


How insurers need to evolve with DevOps

BE AGILE

Most organisations have embarked on an Agile journey but few are doing it well. Keep the focus on

the organisational why.

EXPLOIT THE CLOUD

Don’t look to the Cloud for productivity savings but rather for ways to improve time to value –

the ability to adapt and scale.

IT AS INNOVATOR

It’s not IT aligning with the business, it’s not IT integrating with the business – it’s IT IS the

business.

MEASURE IT VALUE

Being able to measure from ideation to realisation is essential

to DevOps – how much is that change worth in £/$ NOW?

FOCUS ON FLOW

Where is the waste in your organisation? How can you get delight into the hands of your customers at optimum speed.

PLATFORM CONSOLIDATION

Fragmentation equals fragility and waste. It also means it’s hard to

move fast and increases the risk of trailing the competition.


DevOps BenefitsVALUE REALISATION

What value does your application deliver, and can you quantify it?

How much revenue will it generate every hour? What if you deliver it

earlier?

REWORK

How much of your development, quality assurance, and operations time do you spend just finding and

fixing things?

DOWNTIME

How many outages and disruptions have you had in

production in the last year? What’s the value of the applications

affected?

AUTOMATION

How much extra capacity will you gain as you implement automation across the DevOps delivery chain? How will you use that capacity to produce greater business value?

COMPETITIVE RISK

What if your competitor goes to market first with a new feature that takes away your business's

market share? How much revenue will it cost while you catch up?

GO LEANHow much waste is there in your

value stream? What are the productivity gains and the value

realisation opportunities?


E3

EXPLORE

EDUCATE

EVOLVE

Discovery & Diagnosis

Physical Assessment Virtual Assessment

DevOps Foundation

The Phoenix Project Game

Value Stream Mapping

Agile & Agile Service Management

DevOps Test & DevSecOps Engineering

Continuous Delivery & Leadership

The DevOps LoopTM

DevOps LiftOff Workshop

Coaching & Workshops


Be DevOpstastic