E-Book, Englisch, 364 Seiten
Maniotis Industrializing Financial Services with DevOps
1. Auflage 2024
ISBN: 978-1-80461-221-7
Verlag: De Gruyter
Format: EPUB
Kopierschutz: 0 - No protection
Proven 360° DevOps operating model practices for enabling a multi-speed bank
E-Book, Englisch, 364 Seiten
ISBN: 978-1-80461-221-7
Verlag: De Gruyter
Format: EPUB
Kopierschutz: 0 - No protection
In recent years, large financial services institutions have been embracing the concept of DevOps in the core of their digital transformation strategies. This book is inspired by real enterprise DevOps adoptions in the financial services industry and provides a comprehensive proven practice guide on how large corporate organizations can evolve their DevOps operating model.
The book starts by outlining the fundamentals comprising a complete DevOps operating model. It continues with a zoom in on those fundamentals, combining adoption frameworks with real-life examples. You'll cover the three main themes underpinning the book's approach that include the concepts of 360°, at relevance, and speeds. You'll explore how a bank's corporate and technology strategy links to its enterprise DevOps evolution. The book also provides a rich array of proven practices on how to design and create a harmonious 360° DevOps operating model which should be enabled and adopted at relevance in a multi-speed context. It comes packed with real case studies and examples from the financial services industry that you can adopt in your organization and context.
By the end of this book, you will have plenty of inspiration that you can take back to your organization and be able to apply the learning from pitfalls and success stories covered in the book.
Autoren/Hrsg.
Fachgebiete
Weitere Infos & Material
Table of Contents - The Banking Concept and DevOps Value Proposition
- The DevOps Multi-Speed Context, Vision, Objectives, and Change Nature
- The DevOps 360
- Enterprise Architecture and the DevOps Center of Excellence
- Business Enterprise Agility and DevOps Ways of Working Reconciliation
- DevOps Software Development Life Cycle 360
- The DevOps 360
- 360
- The DevOps Portfolio Classification and Governance
- Tactical and Organic Enterprise Portfolio Planning and Adoption
- Benefit Measurement and Realization
- People Hiring, Incubation, and Mobility
- Site Reliability Engineering in the FSI
- 360
Preface
In recent years, large financial services institutions have been embracing the concept of DevOps at the core of their digital transformation strategies.
This book is inspired by real enterprise DevOps adoptions in the financial services industry and provides a comprehensive and proven practical guide on how large corporate organizations can evolve their DevOps operating model. The three main themes underpinning the book’s approach are the ones of , , and . Starting with how a bank’s corporate and technology strategy links to its enterprise DevOps evolution, we provide a rich array of proven practices for designing and creating a harmonious 360° DevOps operating model that should be enabled and adopted .
The book is packed with real case studies and examples from the financial services industry, as we have learned lessons and used tools that the reader can adopt in their organization and context.
Who this book is for
This book is for DevOps practitioners, banking technologists, technology managers, business directors, and transformation leads. Readers should have knowledge and experience of fundamental DevOps terminology and concepts and ideally have been involved in practicing DevOps in large organizations.
What this book covers
, , provides an introduction to the main actor of the book, which is an incumbent bank. Its external and internal contexts in relation to DevOps are discussed in depth. In this chapter, we also provide our DevOps definition and the banking value proposition. Two important elements of the book are also introduced: relevance and 360°.
, , presents the concept of multi-speed in banking, with examples. The importance of understanding the DevOps context will also be discussed with representative examples from incumbents. Afterward, we will discuss how DevOps is linked to the enterprise vision and strategic corporate and technological objectives, and how enterprise DevOps OKRs can be created. We will also outline elements of the nature of DevOps change.
, , proposes a governance model for defining the 360° operating model and its enablement and launch mechanisms. Governance bodies such as vision and design authorities as well as workstreams will be defined and their roles discussed in detail. The governing dynamics of those bodies will be discussed based on the influence that they can have on the DevOps evolution. Closing the chapter, we will focus on three industry use cases that will reveal how organizational structures can potentially influence the DevOps evolution.
, , discusses the vital role of enterprise architecture, anchored to banking business domains and critical flows, as well as modernization strategies and reference architectures. The various roles that the DevOps CoE can have in the evolution along with potential operating and service models will be outlined. At the end of the chapter, we will provide four use cases of incumbent banks that have deployed DevOps CoEs in different ways.
, , analyzes the relation of DevOps with Enterprise Agility overall and their points of reconciliation. We will deep dive and discuss how DevOps can be reconciled in an agnostic way with business enterprise agility models. The business enterprise agility models we will use are , , , and , as they have been adopted by several incumbents. In the second part of the chapter, a proven and detailed technique will be provided on how to design the DevOps organizing principles in your agile DevOps teams. Several complementary recommendations are embedded in the technique.
, , focuses on defining the heart of the DevOps model, which is the engineered and evolved software development life cycle. We will start by analyzing the SDLC anatomy in terms of phases, frameworks, and capabilities. A technique of collecting and consolidating capabilities will be presented, along with how to engage the relevant stakeholder and eventually, through value stream mapping and flows, define the future way of designing, building, deploying, and running software. This chapter will provide a proven step-by-step technique to define your future SDLC.
, , focuses on the main parts of the technological ecosystem that will contribute to the adoption. We will discuss the relationship between DevOps and technology and make a case for technology standardization. The main focus in the chapter will be the DevOps platform teams, which we will cover from an operating and service model perspective. Special reference will be made to specific platform teams that incumbents establish.
, , discusses the regulatory environment around DevOps, taking a globally systemically important bank’s point of view. The compliance value proposition for DevOps will be discussed through four real industry stories. These four stories will serve as a justification for the book’s argument that compliance is a DevOps enabler and vice versa. Special focus will be placed on discussing the topics of DevOps controls and segregation/separation of duties. We will also provide several tips in the chapter on how to manage the relationship with your regulator.
, , discusses methods to classify your DevOps portfolio based on and . We will also examine how speeds are shaped based on those categories and how concepts such as licenses to continuously deliver can help certain parts of your portfolio to move faster. In the second part of the chapter, we will discuss important aspects of portfolio governance, placing special focus on application DevOps attributes and the mechanism of the production readiness assessment.
, , discusses how the adoption will be embedded in the enterprise’s annual and quarterly portfolio planning, from the corporate strategy to the Enterprise DevOps OKRs, to initiatives, epics, and stories in the backlogs of the enablement and adoption teams. Special reference will be made to the concepts of tactical and organic adoption, which must be balanced. A core part of the book that is included in this chapter is the concept of DevOps minimum viable adoption.
, , focuses on recommendations for how to measure and realize the benefits of the evolution. We will introduce the concepts of key performance targets and metrics and why it is important to distinguish the two. Afterward, we will provide practical recommendations on how to define your KPTs and metrics, providing some practical inspiration. The rest of the chapter will be full of advice that you can consider during the process.
, , focuses on DevOps hiring, incubation, and mobility. The initial focus will be on the importance of ?-shaped DevOps professionals. Key aspects to consider in your hiring strategy will be outlined by real lessons learned. Moving to incubation, we will discuss several recommendations on how to make it more effective. We will close the chapter by making a case for people mobility.
, , starts by defining SRE and relating it to DevOps. Afterward, we will outline the fundamental SRE responsibilities as we propose them to be defined based on real industry experiences. We will make several recommendations focusing on SRE eligibility, engagement models, and reconciliation with ITIL. Closing the chapter, we will outline four industry use cases on how different incumbents have adopted SRE.
, , recaps the core DevOps operating model aspects, focusing on the relevant elements that we highlighted in each chapter. Some final concluding remarks will be provided.
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