Anuj Gulati presented on how enterprises can successfully adopt DevOps. He discussed customer case studies where DevOps implementation improved efficiency and reduced costs. Gulati outlined a methodology for rolling out DevOps in phases, starting with discovery and prioritization of projects before implementing changes. The methodology aims to establish a center of excellence to guide enterprise-wide DevOps adoption over time.

1. Operationalizing Enterprise Adoption of
DevOps in the Application Economy
Anuj Gulati
DOX02S #CAWorld
CA Technologies
Vice President, Global Services Application Delivery
DevOps

2. 2 © 2014 CA. ALL RIGHTS RESERVED.
Abstract
Hear how companies have created
transformational programs to make enterprise
adoption of DevOps a success. Anuj will cover
customer successes and the adoption journey,
while building out the necessary skillsets and
capabilities within the organization.
Anuj
Gulati
CA Technologies
VP Practice Services

3. 3 © 2014 CA. ALL RIGHTS RESERVED.
Agenda
EVOLUTION OF CUSTOMER JOURNEY
ENABLEMENT SERVICES: LEAP
CUSTOMER CASE STUDIES/EXAMPLES
VALUE RELEASE METHODOLOGY
ENTERPRISE ENABLEMENT SERVICES: PHASES AND DELIVERABLES
CENTER OF EXCELLENCE
1
2
3
4
5
6
QUESTIONS7

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Evolution of Customer Engagement
Project based Transformational
First 3-6
months
6 months
Identify additional project
Top-down driven mandate
Project portfolio
identification
Continue train-the-trainer
roll-out
Establish and start execution of
change management plan
SV program governance
Project identified
Grassroots-driven adoption
Project management Program management
Integrated project plan
Capitalize on early wins
Observations
Nature of implementation
Time
Nature of customer
engagement/problem to
be solved with application
delivery has changed
Point solution/project based
small-scale engagements to
large scale/transformational
implementations
Customers ask: Reduction in
software development cycle
time vs. implementation of
a testing tool

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Enablement Services: LEAP
Release
Project
Change
management
Release
management
Project
management
Skills
management
Release Release
Customer
self-sufficiency
Release Release
Release Release
Enterprise
Release
Release
Release Release
ReleaseRelease
Release
Release Release Release
Release Release
Release
ReleaseRelease
Maturity
CA led Customer led

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Service Virtualization: Transformational
Realization of business
value is key driving
factor
 The proven value-centric
enablement model from CA:
LEAP and value release (VR)
 CA Services has successfully
enabled over 200
Customers to adopt
CA Service Virtualization
Primary challenge is
“organizational
inertia”
 Drowned in tactical
objectives
Service virtualization
is a transformation
program
 Adoption of technology
is just one aspect
 Process, people and
technological changes
have to come together

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Driving Change
It’s not the strongest species that
survive, or the most intelligent,
but the most responsive to change.
– Charles Darwin

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Risk Areas: Transformational Initiatives
SPONSORSHIP
Failure to have initiating and sustaining sponsorship to
appropriately sanction the change
RESISTANCE
Lack of understanding of how change unfolds within an
organization and among individuals
CULTURE
Introducing a change inconsistent with existing culture
AGENTS
Failure to have change agents who know how to diagnose
transition problems, build implementation architecture,
assist others in change process
Culture Resistance
Agent Sponsorship

9. 9 © 2014 CA. ALL RIGHTS RESERVED.
Value Release Rollout Methodology: Discover, Prioritize, Implement
1. Engage with ~4-5 Application
teams.
2. Collect background information on
historical challenges, constraints,
project life cycle, upcoming
projects and technical
architecture.
3. Setup four to five hours of
workshop/interview sessions with
each team and the CA Architect.
4. Establish high-level business case.
1. Short-list based on the high-level
value indicators.
2. Conduct Level 2 deep dive
discussions (one to two days).
3. Scope and estimate effort.
4. Prioritize based on effort versus
value.
5. Review analysis with the
stakeholders.
6. Engage with individual teams on
the order of priority to confirm
their readiness to rollout SV.
1. Engage to align on targeted
project testing cycle.
2. Base-line the metrics pre-SV.
3. Deliver virtual services to be
consumed in the release.
4. Mentor customer resources.
5. Measure the metrics with SV.
6. Publish the saves.
7. Create re-usable processes and
assets.
Duration of 10-12 weeks allows for validation
in a live project cycle and allow adequate
time to mentor and onboard new resources.
~2 weeks 1 week 10-12 weeks
Discovery
Project prioritization
and selection
CA Release Automation
implementation/rollout

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Financial Services Institution: Consolidated Benefits
Labor Cost
Avoidance
$1.4 MM
Infrastructure Cost
Avoidance,
$2.3 MM
Infrastructure Cost
Reduction,
$2MM
Quality Cost
Avoidance,
$380 k
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
% increase in system availability: Increased dependent system availability
Time-to-market: Parallelize testing phases and help shrink release cycles
Total Annual Estimated Savings using CA Service Virtualization*: up to USD$6 MM
Consolidated Data from
Adoption across
• 2 Business Verticals
• 12 different application teams
• Up to 200% increase in System
Availability
• Up to 20% increase time to market
• 4 different use cases :
• Performance Testing,
• Parallel Development
• Functional Testing
• Regression Testing
*One customer experience. Every customer is unique; these results not representative of or for all customers.

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Enterprise CoE Rollout–Enterprise Driven (Example)
Sector
CoE
Sector
CoE
Sector
CoE
Enterprise
DevOps
CoE
Development Teams
QA Teams
Sector (or) Line of Business
or Application Portfolio
Legend

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Large Financial Services Institution:
Enterprise Adoption
Use case:
Performance testing
# of projects: 2
Saves*: up to USD$850k /year
Lines of business: 1
1/2013
4/2013
11/2013
4/2014
Use case:
Performance, regression,
functional testing
# of projects/teams: 4
Saves*: up to USD$2.5 MM/year
Lines of business: 2
Use case:
Performance, regression,
functional testing,
development
# of projects/teams: 12
Saves*: up to USD $6.1
MM/year
Lines of business: 2
Use case:
End-to-end SDLC
Federated teams: 7
# of projects/teams: 18
Targeted saves: USD$10
MM/year
Lines of business: 2
Operationalize
Establish
Scale
Federate
*One customer experience. Every customer is unique;
these results not representative of or for all
customers.

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Health Care:
CA Service Virtualization adoption benefits
Benefits
 $1.8M cost avoidance (NAC Resource costs)
 $500k Cost avoid for pre-production
environments
Quality improvements
 Overall code quality- 250% increase in # of
defects found
 Defect Escape Ratio: 80% reduction in # of
External Defects
Efficiencies gained
 Elapsed cycle time reduction of 35 DEV days
7/2011
10/2012
Benefits
 $2.3M cost avoidance on
infrastructure
 $500k Cost avoid for pre-
production environments
Quality improvements
 Overall code quality- $0.6
MM in defect avoidance
Efficiencies gained
 25% reduction in
tester/developer idle time
6/2013
 Over 800 services built
 19 Virtual Services Servers
 ~20 teams leveraging CA SV
 Customer CoE (AE) team leads
delivery
 Development, functional and
performance testing groups
Performance Testing
Functional + Performance
Development, functional
and performance
ICD10
Military Health
Offering
Enterprise
rollout
(Current state)
*One customer experience.
Every customer is unique;
these results not representative
of or for all customers.

14. 14 © 2014 CA. ALL RIGHTS RESERVED.
Adoption Scorecard
Customer
Development/
Testing Process
Compelling Event
Clarity of Use Case
Functional/Regression/Performance
Integration w/customer SDLC
Documented Release
Schedule/Cycles
Integration of Use Case
User Community
Readiness
User community defined/
trained
Strong interaction of CA
architect with user community
Documented plan to
update assets that are created
Customer
buy-in & interest
Strength/Access: customer
sponsorship
Strong project management
Daily Sprints
Active participation
in steering committee

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Summary
 Pick the right landing spot and measure the outcome
 Focus on consumption of the assets
 Federate the capability
 Manage the change

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Agile Parallel
Development
CA Technologies
DevOps
Assessment
CA Technologies
Related Technologies
CA Services for
DevOps
CA Technologies
Continuous
Delivery
CA Technologies

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For More Information
To learn more about DevOps, please visit:
http://bit.ly/1wbjjqX
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from following “More Info Graphics” slide here;
ensure it links to correct page
DevOps

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For Informational Purposes Only
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This presentation provided at CA World 2014 is intended for information purposes only and does not form any type of warranty.
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