the why, where and how of service virtualization adoption ...€¦ · virtualization adoption:...

Justin Vaughan-BrownGlobal Digital Transformation Lead, Corporate Marketing CA Technologies

The Why, Where and How of Service Virtualization Adoption: Introducing a Transformational Technology to Meet the Application Economy’s Demands

STRATEGY PAPER | NOVEMBER 2015

1 | THE WHY, WHERE AND HOW OF SERVICE VIRTUALIZATION ADOPTION ca.com

A World In Which Traditional Rules of Business Are Broken Daily

In today’s business climate, rapid evolution isn’t just desirable, it’s essential. In other words, the big fish no longer eat the small fish; now the fast fish eat the slow.

So how can you defend yourself against new, agile market entrants and thrive in the application economy? By adopting digital transformation. More specifically, by updating your software development lifecycle (SDLC) to include a continuous delivery model.

Continuous delivery is a software engineering approach where teams produce valuable software in short cycles so it can be reliably released at any time. This kind of agility is key in a world where the pace of change and innovation is increasing at an exponential rate.

At CA Technologies, we’ve worked with hundreds of enterprises over the past few years to successfully implement a continuous delivery methodology and break free from the limitations inherent in traditional software development.

For example, the traditional approach to software development focuses on a small number of major releases each year, with any changes waiting their turn as part of a fixed release cycle. Development teams work in isolation on projects such an ERP upgrade, a new e-commerce platform or a system migration. Meanwhile, inflexible legacy environments build up over time, diverting funds that could be spent on innovation to simply maintaining existing assets. And with people and resources locked in silos, decisions are based on subjective viewpoints and out-of-date batch data, making it impossible to have a holistic view of the innovation pathway.

The answer is to find a faster, smarter way to develop and release complex composite applications. Service Virtualization can help.

“Since 2000, 52 percent of companies in the Fortune 500 have either gone bankrupt, been acquired or simply ceased to exist.”

Constellation Research, “Research Summary: Sneak Peeks From Constellation’s Futurist Framework and 2014 Outlook on Digital Disruption,” February 2014


Why Service Virtualization?

The growing complexity of application architectures—along with globally distributed organizations—means development and testing teams face many bottlenecks and constraints on the road to delivery. These include lack of access to a mainframe partition or ERP systems, unavailable test data and expensive third-party systems. And even more constraints occur when development teams work in parallel and need access to the same environments.

CA Service Virtualization eliminates these constraints by creating simulations of essential systems and making them available throughout the SDLC. Developers, testers and performance teams work in parallel, leading to faster delivery, lower costs and higher quality of innovative new software applications.

How do you make service virtualization work in your organization? Read this paper to find out. This paper will not explain in detail what service virtualization is, but rather it will address the major questions we at CA Technologies are asked when discussing the solution, such as “Sounds great, but how do I make it work in my organization?”

“I’ve just bought CA Service Virtualization. What exactly happens next?”

Service Virtualization—A Transformation Program and “Continuous Realization of Business Value”

Adopting CA Service Virtualization isn’t just a technology update. It’s the first step on a digital transformation journey—one that can help you make the most of your IT investment.

It is essential to create strategy that revolves around people, process and technology to create sustained adoption.

Based on our experiences with several hundred customers during the last four years, transformations are typically met with resistance to change, and with service virtualization it is primarily the organizational inertia or resistance from the teams to adopt a different way of testing.

To optimize your investment, deployment should be performed progressively in a way that addresses your immediate requirements, with a focus on value realization and digital transformation. We recommend adopting our Enterprise Enablement Program methodology, which is focused on helping customers realize business value quickly by targeting high-impact applications while building your teams’ expertise so they can continue the rollout and adoption across the enterprise.

The Enterprise Enablement Program helps to establish a CA Service Virtualization Center of Enablement team within the customer organization to operationalize the processes and establish an associated governance model that is required for a sustainable growth in adoption.

A recent January 2015 survey by Voke Research, Inc. revealed that on average, developers, testers and QA specialists require access to 52 dependent elements for development or testing, yet have unrestricted access to only 23 of these. That’s 29 constraint points that are fundamentally risking an organization’s competitiveness.1

1. Source: Voke Market Snapshot™ Report: Service Virtualization, 2015


As pioneers in this field, we have identified that the evolution can be broken down into three distinct phases of adoption: Establish, Operationalize, and Scale.

The first of these phases, “Establish” is intended to create a strong foundation for future success. It encompasses the three classic “people, process and technology” areas:

People Process Technology

Establish the core team, their roles and responsibilities.

Mentor and enable the core team on the best practices around service virtualization adoption.

Gain commitment to adoption from key stakeholders.

Create a roadmap by establishing a demand-generation process (discover, prioritize and select).

Leverage the “heat map” technique to prioritize key application candidates.

Establish a quick but impactful win to help ignite adoption.

Define the engagement/implementation models and processes.

Identify key value metrics to track.

Establish the long-term strategy for SDLC integration.

Implement the technology as prioritized using the heat map to analyze a portfolio of three to five teams identified in the discovery process (value centric agile delivery methodology or value release) and tie this to a specific release where the value metrics are estimated, tracked and measured.

Define the infrastructure processes and stand up the architecture.

Identify owners for product licensing, support and maintenance.

The Heat Map

This is a key tool in determining which application to select for that all-important first service virtualiztion project.

At CA Technologies, we believe that you need to show return on your investment—but to build your team’s confidence, you also need to be successful. We use a set of criteria to score and position each app under consideration according to its complexity and expected value. The example above shows 10 different apps. On the application grid, we generally recommend starting north of the horizontal centerline in complexity and right of the vertical middle for return on investment.

Figure 1.The Heat Map

App 10

App 7

App 3

App 1

App 6

App 5

App 8

App 2

App 9App 4

Value

Com

plex

ity


Many organizations have found great success by starting with a medium-difficulty project that has a solid return on the investment. This will demonstrate value, build confidence and position the team for the next project.

“What will be the impact for my organization’s teams?”

Many departments will be involved as you adopt service virtualization, including development, testing, QA and environments.

Because CA Service Virtualization shifts attention from the classic UI test requirements to much earlier in the SDLC leads, the role of your testing teams will often evolve. Typical concerns (such as “I don’t have backend system availability”) are eliminated, and integration testing takes place much earlier. This can lead to a move toward test engineering practices as opposed to more user acceptance testing.

For successful adoption, it is important to consider service virtualization as another key component within the SDLC. In practice, this means that service virtualization should be considered as early as the project initiation and project planning phases. By involving the groups who own these phases, gaps in alignment between Dev, Test and QA can be considered and accounted for when they are initially discovered—and not after the fact. Addressing challenges and constraints proactively instead of reactively can make the difference between the success and failure of adoption. For this reason, it’s essential to involve all areas of the business in planning and discussion from the business, IT and Ops.

Some benefits to the teams involved are shown below:

“How will CA ensure success of the initial project?”

The first service virtualization project, part of the “establish” phase, follows what we call the “value centric agile delivery methodology” and is called the “value release” for short, recognizing the importance of demonstrating the clear, verifiable and measurable business value being achieved. The approach allows our customers to realize quick, tangible wins using a sequence of two-week sprints while building

Development Testing Infrastructure

Eliminate creation/maintaining stubs and mocks.

Eliminate waiting for other developers to provide “finished” services.

Work in private, on-demand environments.

Perform load tests with production-like lab environments to achieve higher-quality user acceptance testing and more predictable deployment.

Perform 100 percent of planned functional testing with better development code quality.

Eliminate system test and integration testing gridlock due to available environments.

Replace planned hardware, software, and database investments with virtual models, simulating live environments, running with low overhead (CPU, RAM, energy).

Eliminate adding complex environments (for development, test, and performance labs).

Remove the dependency on third-party infrastructure, reducing per-transaction costs as well as resource support requirements.


expertise in process and skills in parallel. This is achieved by establishing a prioritized backlog of use cases based on historical constraints and business value while implementing them through a sequence of agile sprints.

There are three phases to the Value Release:

Phase 1: Discovery

Selecting that all-important first service virtualization project can help you lay a foundation for future success. That’s why our first step in Phase 1 is to meet with up to five different application leads and their teams who are working on the apps identified by the heat map. We collect data on historical challenges (such as mainframe dev/test environment access), where the greatest constraints exist, current project lifecycle, forthcoming major projects and overarching technical architecture.

The next step is an interactive workshop and series of interview sessions conducted between a CA architect and these teams to explore the insights gained through the data. The result of all this activity is a high-level business case for virtualizing the unavailable systems that are currently slowing down release cycles of these development teams.

Phase 2: Project Prioritization and Selection

In Phase 2, we review the shortlisted target projects. We have a series of deep-dive discussions so we can scope out each project and estimate the effort involved in each. Then we prioritize the projects using an effort vs. value mapping. This analysis is shared with all major stakeholders and individual teams, who should validate the order of priority and commit to the service virtualization rollout.

Phase 3: Implementation/Rollout

Phase 3 begins with alignment of the target project testing cycle to ensure full transparency. Pre-service virtualization adoption is assessed and actual baseline metrics, such as average number of bugs caught in system integration testing, are captured.

Why Metrics Matter with Service Virtualization

There’s a management maxim, “You can’t manage what you can’t measure.” This is particularly relevant to understanding and promoting the value service virtualization can bring. There are three key categories to track before vs. after:

Speed: How is data setup lead time reduced?

Quality/Risks: Which defects were found earlier in the build stage (where they cost less to remedy)?

Costs: Which backend test environment resource costs were avoided?


Next, the CA solution assets to be consumed in the release are delivered and customer leads are mentored. Post-service virtualization metrics are gathered and the overall savings across the “speed,”

“costs” and “quality” groups calculated. As service virtualization is not a point solution or a one-off project-specific fix, it’s important to create reusable processes and assets that can be leveraged by other business units, development teams and geographies. As part of the wrap-up stage, we include a

“business value assessment” and a return on investment (ROI) calculation that summarizes the case for expanded adoption of service virtualization. A detailed overview of the value release methodology–based plan is shown below:

Set of focused integrated actions that accelerate realization of business value:

Key Activities

• Install & configure software.

• Understand the use case scenarios around the SUT better.

• Connect to system under test.

• Create technical design document.

• Create project plan & charter.

• Measure baseline metrics around efficiency, quality and infrastructure.

• Measure baseline metrics around efficiency, quality and infrastructure.

• Align with release cycle.

• Put virtual models in action.

• Evaluate model results.

• Review model and make modifications.

• Re-run test case against live system.

• Validate consistency of results.

• Measure value delivered around efficiency, quality and infrastructure.

• Wrap-up

• Evaluate the testing process and business benefits.

• Document.

• Create executive documentation.

SampleDeliverables

• Installed software

• Technical design document

• Project plan

• Project charter

• Metrics baseline

• Virtual service models

• Automated tests (if applicable)

• Deployed virtual services

• Evaluation of the test model results

• Process alignment

• New metrics to compare with baseline

• Skills assessment

• Lessons learned

• Knowledge transfer document

• Wrap-up presentation & business value review

• Evaluation of testing benefits to the business

Requirements & Design

Configure& BuildBaseline Measure EvaluateDeploy

Figure 2, above, shows what takes place at key stages of the Value Release plan and examples of deliverables to be shared at each stage.

Figure 2.Value Release Plan


Example: Business Value Scorecard from a Value Release Implementation

MeasurePlanned (Before)

Actual (Before)

Planned (After)

Actual (After)

% Improvement /Savings Total

Speed

ST/SIT Testing—Dev Team 15 days 27 days 15 days 15 days 44%

Acceptance Testing Shakeout (ATS )—ETS Team 10 days 10 days 5 days 4 days 60%

AT Pass 1—Time 20 days 20 days 15 days 18 days 10%

AT Pass 1—% Testing Complete 75% 54% 75% 75% 40%

AT Pass 1—% Testing/Day 3.8% 2.7% 5.0% 5.8% 114% 114%

Performance Testing 6 weeks early

Calendar Time Savings (Time) Burn rate: $80,000 per week 2 weeks $160,000

Quality

Average number of bugs caught in ST/IST 8 31 388% $133,000

Costs

Infrastructure Cost Reduction AMdocs and other backend systems $80,000

Total $ Savings $378,000

Soft Benefits Faster TTM

Figure 3, above, shows a sample Business Value Scorecard, a summary of key metrics captured both before and after CA Service Virtualization was implemented. Note: These are sample numbers only.

Figure 3.Business Value Scorecard


What happens after the initial release?

Our robust, proven methodology includes clearly defined phases that map out our customer’s journey toward creating a world-class software engineering function. This Enterprise Enablement Program methodology is laid out in the diagram below:

Let’s go into the details of what the adoption road map looks like.

Once the Establish phase is completed, with solid metrics that prove the impact service virtualization has had, this reference implementation is used to secure adoption by a wider group of stakeholders.

Enterprise Enablement Program

Create a roadmap

• Target “low-effort, high-value” targets including performance testing, functional testing and third-party cost avoidance.

• Demonstrate value.

• Learn from the experts (CA)

• Create a reference implementation.

• Identify the core team and initiate mentoring.

• Diversify to more complex use-cases and user-groups including development, SIT and complex technlogies.

• Create standardized processes.

• Co-lead with CA experts.

• Integrate service virtualization into SDLC to effect change.

• Create knowledge base to grow adoption.

• Create resident in every application group.

• Drive and accelerate adoption.

• Support federation through in-house support forums.

• Collaborate and capture business saves.

Adopt best practices

EstablishCoE

Quick win(business value)

OperationalizeCoE

Integratewith SDLC

Selflearning

Expanded use case

Create a roadmap

Repeatablerollout process

Established support

Federatedadoption

Establish Operationalize Scale

Figure 4.LEAP Enterprise Adoption


The next stage, Operationalize, again features multiple components:

One key aspect of this intermediary phase is the fact that more complex use cases are addressed—all supported by classroom-based courses, self-learning and collaboration between CA and your organization to lead the projects. This entire process is supported by a full assessment program to track progress, as well as a training plan.

The final stage, Scale, is all about self-sufficiency once enablement is completed. At this stage, the customer takes the lead on service virtualization projects with CA in a supporting role.

At this stage, your teams will have gained advanced service virtualization expertise, and delivery is federated across multiple geographies and/or business units for maximum impact.


Enable service virtualization consumer and provider teams (federated approach).

Refine and socialize strategies/processes identified in the establish phase.

Create a knowledge base to accelerate adoption.

Complete iterative refinement of defined processes and assets.

Define services catalog framework.

Publish adoption footprint and utilization metrics.

Increase agility of the delivery model.

Streamline demand management.

Put scalable support process in place.


Implement proactive constraint resolution.

Build trained teams across multiple sectors and/or lines of business.

Support teams in place to address any skills gaps and maintain ongoing skills refresh programs.

Complete SDLC integration, with multiple tool integrations.

Institute chargeback models for virtual services/virtual service environments.

Define an upgrade process to ensure that the latest releases are always in use.

Achieve self-sufficiency in technology skillset led by central Center of Enablement (CoE).

Ensure that federated members operate across the governance of the CoE.

Maintain full reuse of virtual services wherever possible.


What is a Service Virtualization Center of Enablement, and why is it so important?

The Service Virtualization Center of Enablement (CoE) enterprise rollout model is a process and framework for establishing customer-focused groups within an organization who hold responsibility for evangelization, support, best practices and enterprise rollout of service virtualization based on the many benefits it provides to the business.

The Center of Enablement key functions are summarized below:

Governance

AssetManagement

DemandManagement

Support &Maintenance

ImplementationManagement

ChangeManagement

App. & InfrastructureManagement

SkillsManagementCoE

How can we sustain operations?• Build solution support processes.• Build product support processes.

How do we execute efficiently?• Develop readiness checklist.• Develop design template.• Develop work

breakdown structure.

How do you accelerate enablement?• Drive cultural integration.• Develop customized

messaging.• Socialize best practices.

How can we facilitate reuse?• Create an asset

management framework.

How can we enable self-sufficiency?• Enablement process.• Build skills assessment process.• Develop skills assessment template.

How can we efficiently deliver the platform?• Develop application

requisitioning process.• Develop infrastructure

requisitioning process.

How do you build a pipeline?• Develop heat map.• Develop questionnaires.

How will we oversee adoption?• Define engagement model• Define resource structure.• Define SDLC integration.• Define value metrics.

Figure 5.Center of Enablement


The figure below shows the four key groups in the CoE ecosystem: the exec and consumer stakeholders, the core team, the consumer teams and the supporting teams. Development and QA are typically the largest consumers (the ones who benefit) from virtual services, but all of these groups need to be engaged to build out a CoE and enable your organization to begin thinking more strategically about service virtualiztion.

CoE Ecosystem

Steering Committee

Core Team

Consumer Community

Supporting Teams

Engagement Manager

Quality Assurance

Adoption Lead

Enterprise Architecture

Technical Architect

Operations

Solution SME Infrastructure & Tooling SMESV Business Champion

Development

Enterprise Architecture Infrastructure Positioning Business Domain ExpertsPMO Support Partners

Sponsors Consumer Stakeholders

The CoE model lends itself to the “land and expand” approach, where a customer is given the tools and process-related information to enable wide-scale enterprise adoption over time. Typically, a CoE is established for a particular line of business based on where initial investment occurs within an organization. This group would act as the centralized enterprise architecture group focused on service virtualization (and potentially DevOps in general) expansion and support. As these initiatives grow, sector or line of business CoE groups can be created to service specific-areas under the umbrella of the enterprise CoE, as shown in the next diagram.

Figure 6.CoE Ecosystem


EnterpriseDevOps CoE

SectorCoE

Enterprise CoE Rollout—Enterprise-Driven

SectorCoE

SectorCoE

Sector (or) Line of Business or Application Portfolio

Development Teams

QA Teams

KEY

The CoE within an organization should be the core group “on the ground” and the first level of support for internal implementations, project pipelines, discovery, infrastructure and asset management. Regardless of whether a centralized or federated implementation model is used, the CoE is responsible for ensuring the success and business value of all projects.

Developing a CoE within an organization gives the customer control of their own destiny with the full support of CA Services to help them adopt best practices and make sustainable progress on their DevOps journey. This puts organizations in a good position to get the most from their investment in software licenses and services while increasing their overall business value.

Figure 7.Enterprise CoE Rollout


What are the key “do’s” to safeguard service virtualization adoption and success?

There are several core tasks that need to be completed to ensure both initial and ongoing benefits from service virtualization, such as:

• Establishing a demand pipeline with corresponding business cases

• Engaging and educating all areas of the business that will be involved in integrating service virtualization into the SDLC, including Project Management, Architecture, Operations, Security and Business Units

• Building out an internal skillset and knowledge base to enable support as demand increases

• Ensuring that all developed assets reside with version control, and an enterprise-wide services catalog is maintained to encourage reuse

• Developing both an application and infrastructure requisitioning process, which fits in with existing enterprise processes to enable standardized access and maintenance of the solution

There are also range of mechanisms that can support the introduction of service virtualization as part of a Continuous Delivery program:

Creation of asset repositories: A dynamically updated source code repository and knowledge bases help ensure that service virtualization is documented accurately, and can be accessed and consumed as is, or more often, updated with changes to suit the particular environment or data in question.

Wikis and how-to-guides: Make it as easy as possible to access knowledge bases and dynamically update insights via a commonly available portal.

Lunch-and-learns: Offer informal, convenient education that causes minimal disruption to the working day.

Weekly drop-in surgeries: Make sure in-house experts are regularly available and highly visible.

Audit and inspection with defined best practices: The more quickly a defined core process of requesting, building and implementing virtual services is reached, the better. Track processes and methods across each team to ensure consistency and efficiency.

Remove red tape: Every barrier to service virtualization can potentially slow adoption. Make sure the ordering of a Virtual Service is not time-consuming or overly complicated. Billing and cross-charging should also be effortless processes.

Socialize achievements: When real advances have been made, don’t be too reluctant or modest to promote these extensively. Your marketing department (and especially internal communications) is a great group to approach and share the story with, in time-to-market business value terms (avoid using technical terms such as “test coverage” or “environment access” to make value clear to non-technical stakeholders).

Forums: Use internal discussion boards to capture feedback on the consumption of service virtualization, the benefits gained and potential future constrained environments to be addressed.


What are the risk areas to avoid?

As with any introduction of a new approach or method, there are barriers to service virtualization that need to be overcome. The chief impediments we have observed are:

Absence of change agents

It is essential to have educated evangelists who know how to diagnose transition problems, build an implementation architecture and assist others who are less familiar with the change process. Continued passion and a determination to effect change are essential.

Limited sponsorship

A strong degree of sponsorship from senior management and/or program leads is needed to appropriately sanction change and push through adoption if there are dissenting voices. There is a significant difference between “wanting change” and “wanting to change.”

Resistance

There can be pushback from team members who lack understanding of how change unfolds within an organization. It is not unusual for those who fear their team shrinking or their power base changing to feel threatened and delay or directly push back on the program.

Culture

The biggest challenge of all is overcoming existing approaches, behaviors and practices that have existed for many years. These may have helped the organization survive until now, but may not align with the digital transformation path that needs to be taken. Resistance to new technologies and processes due to complacency can hamper an organization’s future potential.

Measuring the value too late

It’s important to realistically understand what metrics are currently being tracked by teams across the SDLC and align them with SDLC use cases. We have seen cases where teams have not asked for metrics early during the discovery process to qualify the service virtualization opportunity and then had to backtrack and try to gather metrics post-implementation, leading to unnecessary work and incomplete data.


Absence of a shared vision

As has been explained, service virtualization is not a “point fix,” and a lack of a roadmap and vision for service virtualization that aligns with long-term and short-term enterprise goals can limit success. This is why it’s important to have evangelists who can help communicate and incentivize consumer teams to invest time and resources.

Managing change

Implementing an service virtualization strategy at the enterprise level brings with it the ongoing challenges of managing change in existing processes—and even existing ways of thinking. It’s critical to create an environment that fosters positive change, along with the ability to socialize not only successes, but also challenges that arise throughout the process. Providing and establishing practices and mechanisms around service virtualization configuration management allow the business to maintain consistency and control throughout adoption.

Resource empowerment

Investing in training and mentoring to empower resources is essential. CA has a focused program to address this risk factor.

What business improvement metrics should I expect to see?

You should observe measure impact in three areas: speed, quality and infrastructure/cost savings.

Speed examples Quality examples Cost examples

Reduced release cycle times

Reduced testing cycle times

Reduce testing overhead

Reduce development cycle times

Reduce wait times

Reduce test data setup times

Reduced defect leakage

Increase test coverage

Early defect identification

System or environment unavailability

Third-party costs

Internal licensing costs

Internal hardware costs

Mainframe costs (mips consumption)

Resource cost avoidance to support dependent infrastructure


The diagram below illustrates the savings achieved using a financial services customer as an example. Each organization’s metrics will be different.

Quality Cost Avoidance $380K

Labor Cost Avoidance$1.4MM

Infrastructure Cost Reduction $2MM

LABOR COST AVOIDANCE: Improved testing efficiency, reduction in developer and QA resource time. INFRASTRUCTURE COST AVOIDANCE: Reduced infrastructure costs, related environment support costs. INFRASTRUCTURE COST REDUCTION: Reduction or elimination of existing infrastructure, third party and resource costs. QUALITY-RELATED COST AVOIDANCE: Early defect identification. PERCENT INCREASE IN SYSTEM AVAILABILITY: Increased dependent system availability. TIME TO MARKET: Paralleize testing phases and help shrink release cycles

Infrastructure Cost Avoidance $2.3 MM

Consolidated Data from Adoption FY13

• Two Business verticals

• 12 Different application teams

• Up to 300 percent increase in system availability

• Up to 20 percent increase time to market

• Different use cases:

• Performance testing

• Increase system availability

• Third-party cost avoidance

• Parallel development (time to market)

• Functional testing (early defect detection)

• Regression testing

Financial Services Institution: Consolidated Benefits

Total Annual Estimated Savings using CA Service Virtualization

$6 MillionUP TO

Figure 8.Financial Services Institution


Why should I choose CA Technologies as my service virtualization adoption partner?

Any organization that adopts service virtualization is making a significant step toward an overall continuous delivery capacity. The effect on the organization’s future in the application economy is fundamental. Here’s why CA is the best partner for your service virtualization journey:

We have done this many times before.

Our consulting services teams have partnered with customers and system integrators on hundreds of successful projects in countries such as Brazil, The Netherlands, Finland, Argentina, USA, Australia, Great Britain, Japan, France, China and Italy. We have the maturity and knowledge to build the right foundations for a Value Release success and to be your trusted advisor as you expand how and where it is applied.

We “teach you how to fish.”

Our business model is not focused on lengthy services engagements where knowledge is kept at arm’s length from the customer and they remain dependent upon third-party assistance. From the outset, we map out the skills transfer roadmap to ensure that in-house service virtualization expertise is built and expanded. Teams are empowered quickly and can see how their newfound knowledge is making an impact.

We create a solid business model for investment.

No major IT expenditure is made nowadays without cast-iron justification. We build a detailed and objective case for initial and ongoing expenditure through our intensive focus on pre-service virtualization and post-service virtualization metrics capture.

We have the most mature, established service virtualization solution.

Acquired by CA Technologies in 2011, iTKO originated the concept of service virtualization and released the first solution in 2007. Since 2011, investment in CA Service Virtualization has expanded its capabilities and integrations with other complementary technologies, such as CA Continuous Application Insight, CA Application Test and CA Agile Designer, which help address the issue of quality in a world of multiple platforms/devices and parallel development cycles.


Conclusion

The big decision: Adopt service virtualization or limit your continuous delivery potential?

Deciding to introduce a truly transformational technology into an organization with established teams, tools and methodologies is no small undertaking. Adopting service virtualization will require a genuine appetite for change, as well as evangelists who recognize the significant, measurable and genuine benefits it can deliver. You may be wrestling with organizational inertia or well-intentioned teams drowning in tactical objectives. CA’s experience across multiple industries (telco, banking, insurance, travel, utilities, logistics, retail and many more) can help.

Service virtualization can be a core component of the continuous delivery tool chain, alongside others supporting release automation, test data management, environment management, and service monitoring. For example, service virtualization can enable continuous delivery by allowing acceptance tests to run during the continuous integration continuous delivery/CD pipeline, when integration components are unavailable or constrained. This helps ensure a timely, high-quality release of the new application.

Our key goals are:

• To help you permanently transform the way your organization develops and releases applications as part of a continuous delivery approach

• To industrialize the adoption of service virtualization so it becomes part of the accepted methodology, not an exception

• To create a state of self-sufficiency, enabling a continually expanding use of service virtualization and its respective benefits

Our in-depth expertise across most industry sectors, combined with our proven, mature adoption program, positions customers for success from the beginning. The cost of inaction can include delayed major initiatives, unnecessary costs and most importantly, the inability to deliver new products and services to stay ahead of the competition. Take the journey with CA Technologies, and you’ll be prepared to seize the opportunity of the application economy.

19 | THE WHY, WHERE AND HOW OF SERVICE VIRTUALIZATION ADOPTION

Copyright © 2015 CA. All rights reserved. Microsoft is a registered trademark of Microsoft Corporation in the United States and/or other countries. All trademarks, trade names, service marks and logos referenced herein belong to their respective companies. CS200-167634_1215

Connect with CA Technologies at ca.com

Business, rewritten by software™ CA Technologies (NASDAQ: CA) creates software that fuels transformation for companies and enables them to seize the opportunities of the application economy. Software is at the heart of every business, in every indus-try. From planning to development to management and security, CA is working with companies worldwide to change the way we live, transact and communicate—across mobile, private and public cloud, distributed and mainframe environments. Learn more at ca.com.

Find out moreResource center: http://servicevirtualization.com/

Continuous delivery: ca.com/continuousdelivery

Customer case studiesSummary of stories: ca.com/cdresultsDownload the Telefonica Chile case studyDownload the Xceed Group Service Virtualization case studyDownload the TIM Brazil case studyDownload the KPN case studyDownload the GRU case studyDownload the Qualica case studyWatch Nordstrom video/read case studyWatch Autotrader video/read case study

About the AuthorJustin Vaughan-Brown is Global Digital Transformation Lead, Corporate Marketing at CA Technologies. He is the author of “The Digital Transformation Journey: Key Technology Considerations” white paper, hosts the quarterly DevOps Influencer Dinners, is managing editor of the quarterly “DevOps Perspectives” eBook and is responsible for the DevOps Simulation Experience, an interactive online workshop that explains core DevOps principles.

He leverages his 18-plus years in the software industry to evangelize DevOps and Digital Transformation. Prior to joining CA Technologies, Justin has held various product marketing positions with Microsoft®, Software AG, BusinessObjects and SAS.

http://ca.com

http://servicevirtualization.com/

http://www.ca.com/us/lpg/devops-continuous-delivery.aspx

http://www.ca.com/us/lpg/ca-continuous-delivery-customer-success.aspx

http://www.ca.com/us/~/media/Files/SuccessStories/telefonica-chile-reduces-time-to-market-by-fifteen-percent-with-ca-service-virtualization.PDF

http://www.xceedgroup.com/library/case-studies/service-virtualisation-test-environments

http://www.ca.com/gb/collateral/success-stories/na/tim-brasil-standardizes-testing-and-anticipates-application-errors-with-ca-service-virtualization.aspx

http://www.ca.com/gb/collateral/success-stories/na/kpn-safeguards-services-for-million-customers.aspx

http://www.ca.com/gb/collateral/success-stories/na/gru-airport-safeguards-services-and-the-passenger-experience-with-application-testing-and-deployment.aspx

http://www.ca.com/gb/collateral/success-stories/na/qualica-enhances-service-quality-and-agility-with-ca-service-virtualization.aspx

http://www.ca.com/us/collateral/success-stories/na/nordstrom-reduces-performance-test-cycle.aspx

http://www.ca.com/us/collateral/success-stories/na/autotrader-avoids-300000-in-testing-costs.aspx?intcmp=searchresultclick&resultnum=1

the why, where and how of service virtualization adoption ...€¦ · virtualization adoption:...

Documents