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  "sourcesContent": ["import{jsx as e,jsxs as t}from\"react/jsx-runtime\";import{Link as a}from\"framer\";import*as n from\"react\";export const richText=/*#__PURE__*/t(n.Fragment,{children:[/*#__PURE__*/e(\"h2\",{children:\"What is Continuous Improvement?\"}),/*#__PURE__*/e(\"p\",{children:\"Continuous improvement is a philosophy with the objective of creating a culture that allows anyone on the team to make or suggest improvements to a product or process at any given time. So, whether you accept and implement improvement suggestions immediately, or if you do it at the end of each sprint, the key is to accept input from everyone on the team and to make ongoing iterative improvements to the development process, workflow, toolset, etc. \u201CContinuous Delivery,\u201D written by Jez Humble and David Farley, states:\"}),/*#__PURE__*/e(\"p\",{children:\"\u201CThe whole team should regularly gather together and hold a retrospective on the delivery process. This means that the team should reflect on what has gone well and what has gone badly, and discuss ideas on how to improve things. Somebody should be nominated to own each idea and ensure that it is acted upon. Then the next time the team gathers, they should report back on what happened.\u201D\"}),/*#__PURE__*/e(\"p\",{children:\"The continuous improvement cycle includes four key steps:\"}),/*#__PURE__*/e(\"img\",{alt:\"cicd pipeline - continuous improvement cycle\",className:\"framer-image\",\"data-framer-asset\":\"data:framer/asset-reference,Wn42LUDCR5YTDNeAumHxhPW3b7w.png?originalFilename=cicd_continuous_improvement_cycle.png\",src:\"https://framerusercontent.com/images/Wn42LUDCR5YTDNeAumHxhPW3b7w.png\"}),/*#__PURE__*/t(\"ol\",{children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Plan & Measure\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Develop & Test\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Release & Deploy\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Track & Fine Tune\"})})]}),/*#__PURE__*/e(\"p\",{children:\"While it might seem that a culture of continuous improvement is something that can easily be achieved by holding a few improvement meetings and saying it exists, you\u2019ll quickly find that continuous improvement is not a destination, but a journey. In the ideal scenario, the empowering of all team members to improve any part of the process and product any time will permeate the company culture.\"}),/*#__PURE__*/e(\"p\",{children:\"It\u2019s important to note that continuous improvement doesn\u2019t call for the wild west mentality of abandoning all process checks and balances. Depending on the type of improvement, the individual who has the initial idea should still follow the appropriate approval processes. For example, if it impacts only their own personal processes, a person may be sufficiently empowered to implement the changes directly and immediately.\\xa0 However, if the proposed improvement involves others, they would need to submit the suggestion for team discussion, or submit it through the appropriate channels for analysis, approvals, and implementation.\\xa0 The key point is that these proposed improvements can be submitted by anyone, at any time, and they aren\u2019t necessarily dependent on a scheduled meeting or event.\"}),/*#__PURE__*/e(\"h2\",{children:\"Example of Continuous Improvement\"}),/*#__PURE__*/e(\"p\",{children:\"A few years ago, a multi-national financial institution had developed a new online product that enabled customers to quickly get approvals for auto loans, which greatly simplified the car purchasing process. Being a one-of-a-kind service at the time, there was a lot of trial and error involved. The technical project leader established a continuous improvement culture that empowered everyone on the team to look for and propose ways to make improvements to any part of the technology or process at any given time. They no longer had to wait for a weekly meeting to make suggestions. Once approved, they could implement changes and improvements as quickly as resources became available to do so.\"}),/*#__PURE__*/e(\"img\",{alt:\"cicd pipeline - example\",className:\"framer-image\",\"data-framer-asset\":\"data:framer/asset-reference,Sft2PVGk3Av0qz2lD7O6dedevfE.png?originalFilename=cicd_pipeline_example-300x196.png\",src:\"https://framerusercontent.com/images/Sft2PVGk3Av0qz2lD7O6dedevfE.png\"}),/*#__PURE__*/e(\"p\",{children:\"This had a powerful impact on team morale. Everyone felt empowered and valued as a contributing partner. It improved the efficiency of the online tools, workflows, behind-the- scenes information processing, approvals and much more. Delivery speeds and overall product quality increased across the board exponentially. The standards for nearly every KPI across the board were being exceeded and rewritten on a regular basis in order to keep up with the accelerated workflow, delivery velocity, and product quality.\"}),/*#__PURE__*/e(\"p\",{children:\"These improvements in product delivery, customer satisfaction, and overall quality also got the attention of others and became the primary selling point for partnered alignments with several key vendors that they had been working on for quite some time\"}),/*#__PURE__*/e(\"h2\",{children:\"Origins of Continuous Improvement\"}),/*#__PURE__*/e(\"p\",{children:\"The roots of continuous improvement can be traced back to Toyota Motor Corporation in the early 1990s. Leadership had a goal to make the product and the manufacturing process the very best it could be. They recognized that the leadership staff alone was not sufficient to come up with every idea needed to make the process better. They needed the help of the workers on the assembly line, the office staff, and even the janitors. They empowered everyone with the ability to make improvements at any time and, if necessary, to even stop the assembly line to allow for corrections and improvements to both the product and the process.\"}),/*#__PURE__*/e(\"p\",{children:\"While it seems counter-intuitive to empower everyone with the ability to stop the assembly line, what they quickly found out is that the process was greatly improved. Both the product quality and manufacturing speed saw huge improvements, not to mention the many processes behind the scenes.\"}),/*#__PURE__*/e(\"p\",{children:\"Impressed by the efficiency and repeatability of their processes, other western organizations took notice and performed several landmark studies on the success of Toyota Motor Corporation. Many people claim this is where the Lean methodology originated. We\u2019ll talk more about Lean later.\"}),/*#__PURE__*/e(\"h2\",{children:\"Continuous Improvement vs. Value Stream Mapping\"}),/*#__PURE__*/e(\"p\",{children:\"While continuous improvement is often considered to be similar to, or even the same as VSM, it\u2019s actually not the same at all.\"}),/*#__PURE__*/e(\"img\",{alt:\"Continuous Improvement Comparison\",className:\"framer-image\",\"data-framer-asset\":\"data:framer/asset-reference,uk2EZoF6bvAf7NRMVX0YWndooY.png?originalFilename=cicd_pipeline_table_d-1024x850.png\",src:\"https://framerusercontent.com/images/uk2EZoF6bvAf7NRMVX0YWndooY.png\",srcSet:\"https://framerusercontent.com/images/uk2EZoF6bvAf7NRMVX0YWndooY.png?scale-down-to=512 512w,https://framerusercontent.com/images/uk2EZoF6bvAf7NRMVX0YWndooY.png 1024w\"}),/*#__PURE__*/t(\"p\",{children:[\"VSM is a very important activity that every development team should do on a continual process to better understand the value stream and their role in the process. This is something that can be immensely important to build and strengthen cross-team relationships and collaboration. For more information on VSM, go the article titled \u201C\",/*#__PURE__*/e(a,{href:\"https://www.plutora.com/blog/value-stream-mapping\",openInNewTab:!1,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\"Value Stream Mapping\"})}),\".\u201D\"]}),/*#__PURE__*/t(\"h2\",{children:[\"Continuous Improvement vs. \",/*#__PURE__*/e(\"em\",{children:\"Continual\"}),\" Improvement\"]}),/*#__PURE__*/t(\"p\",{children:[\"Despite sounding nearly identical, and having a seemingly similar meaning, the differences between the two are important. Merriam-Webster defines the word \u201Ccontinual\u201D as \u201C\",/*#__PURE__*/e(\"em\",{children:\"Recurring in steady, usually rapid succession.\"}),\"\u201D This is the meaning that most industry experts refer to when talking about continual improvement, though many people use these terms interchangeably.\",/*#__PURE__*/e(\"strong\",{children:\"Continual improvement\"}),\" refers to the efforts of improvements that are limited to a set or fixed cycle or a recurring basis. An example of continual improvement would be a Quality Control meeting, scheduled on a weekly or monthly basis, to discuss product quality improvements. These types of meetings are very focused and limited in scope on a specific segment or product element. The suggestions for delivery improvement are also typically only accepted during the meeting.\",/*#__PURE__*/e(\"strong\",{children:\"Continuous improvement\"}),\", on the other hand, is a developed culture that empowers anyone on the team to propose and develop improvement solutions, often without having to wait for a scheduled meeting to propose it, plan it and then act on it. The methodology of continuous improvement has no defined scope. If a team member has an idea for improvement, depending on the defined process in their organization, they can either address it immediately or submit it through the appropriate channels.\"]}),/*#__PURE__*/e(\"h2\",{children:\"Kaizen\"}),/*#__PURE__*/e(\"p\",{children:\"The term \u201Ccontinuous improvement\u201D is often used somewhat interchangeably with \u201CKaizen.\u201D Kaizen is a Japanese word for \u201Cimprovement.\u201D It\u2019s derived from two separate words, Japanese words \u201CKai\u201D and \u201CZen,\u201D which have the literal translation of \u201CChange Good,\u201D or \u201CChange for Good.\u201D This refers to activities that continuously improve all functions, processes, and products, and include all employees, regardless of position or title.\"}),/*#__PURE__*/e(\"img\",{alt:\"cicd pipeline - deming cycle\",className:\"framer-image\",\"data-framer-asset\":\"data:framer/asset-reference,B9D1PpLLd4W3ATfTdlcz95lR0.png?originalFilename=cicd_pipeline_deming_cycle-300x199.png\",src:\"https://framerusercontent.com/images/B9D1PpLLd4W3ATfTdlcz95lR0.png\"}),/*#__PURE__*/e(\"p\",{children:\"For software development teams, the application of Kaizen methodology would be the development of a culture to seek for improvements at any point in the software delivery lifecycle, the product itself, the collaboration process, the management process, the tracking process, etc.\"}),/*#__PURE__*/e(\"p\",{children:\"The phrase, \u201Ca Kaizen event,\u201D is often used in reference to a scheduled meeting or activity, such as a value stream mapping activity in which improvements are proposed, discussed, approved and implemented. However, having these types of regularly scheduled meetings, with a fixed focus of activities, doesn\u2019t necessarily mean you have a continuous improvement culture.\"}),/*#__PURE__*/e(\"h2\",{children:\"Lean\"}),/*#__PURE__*/e(\"p\",{children:\"The Lean methodology creates a focus of improvement on eliminating waste and improving the product for the customer. The definition of waste can be in the form of actual materials, lost time, inefficient processes, and much more. In value stream mapping terms, it\u2019s anything that doesn\u2019t add value to the product.\"}),/*#__PURE__*/t(\"p\",{children:[\"Lean is a very common methodology that has permeated the thought process of nearly every type of industry in one form or another. For additional information about Lean, there is an excellent article called \u201C\",/*#__PURE__*/e(a,{href:\"https://www.asme.org/topics-resources/content/5-lean-principles-every-should-know\",openInNewTab:!1,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\"5 Lean Principals every Engineer Should Know\"})}),\",\u201D written by Mark Crawford.\"]}),/*#__PURE__*/e(\"h2\",{children:\"Continuous Improvement in a CI/CD pipeline\"}),/*#__PURE__*/e(\"img\",{alt:\"cicd pipeline - devops\",className:\"framer-image\",\"data-framer-asset\":\"data:framer/asset-reference,IehSuq0iF2xJZ7h7jRZuDXoBw.png?originalFilename=cicd_pipeline_devops-300x185.png\",src:\"https://framerusercontent.com/images/IehSuq0iF2xJZ7h7jRZuDXoBw.png\"}),/*#__PURE__*/e(\"p\",{children:\"The sprints and user stories found in CI/CD environment are much smaller and are developed in rapid iterations using small, more manageable code segments. Though the theoretical application of continuous improvement in a CI/CD environment would be somewhat similar to that found in a waterfall environment, the practical results would be much different. Team members in a CI/CD environment would be looking for ways to improve things like user story or requirements tracking, the code check-in process, unit testing, automated build processes, test environment management or automated deployments, in rapid succession for each sprint or story. Team members of a CI/CD environment are also typically more directly involved or even cross-trained in other functions of the development lifecycle than those team members of a waterfall methodology who are either developers or testers, but not both.\"}),/*#__PURE__*/e(\"h2\",{children:\"Implementing a Continuous Improvement culture\"}),/*#__PURE__*/e(\"p\",{children:\"Developing a culture of continuous improvement is not going to be established in one meeting. Here are our eight key components to establishing a sustainable continuous improvement culture.\"}),/*#__PURE__*/t(\"ol\",{children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Supportive and Engaged Leadership\"}),\" \u2013 As with any initiative of this type, the leadership has to be firmly committed to the changes. They need to be supportive, open and willing to consider every single idea even if it doesn\u2019t initially seem like a good idea. They also need to make sure the team members feel it\u2019s safe and un-threatened when they pitch their ideas. If not, it will be the last and only idea you ever get from them, and the end of your culture\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Engaged and Empowered Team Members\"}),\" \u2013 This is the most important component. If your team members don\u2019t feel that they are empowered, or are disengaged, they won\u2019t bother approaching leadership with any ideas for improvement and that will be the end of your continuous improvement culture. It\u2019s a good thing to \u201Cgo to Gemba,\u201D but it\u2019s infinitely better to get unfiltered input directly from those who live it and know what type of things will really make a difference in the day-to-day work.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Consistency\"}),\" \u2013 If the wind of change blows this way or that, the team members will never know what the key objectives really are and will be continually second-guessing themselves. Over time, this will result in an every-man-for-themselves mentality taking over the team. It is important to clearly establish the workflow, gates, and Even if there are ongoing improvements, iterative improvements are acceptable, but a series of flash-in-the-pan efforts will never gain team trust and culture momentum.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Simplified and Always Available Idea Intake\"}),\" \u2013 if you\u2019re going to accept input from your team, you need to make it easy for them to submit the ideas. If it\u2019s a difficult process, or only available during certain windows that might be difficult for any of the team members, your input and resulting improvements will be greatly restricted.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Adaptive and Enabling Technology\"}),\" \u2013 As with any methodology, the team needs to have a toolset that supports what needs to be done. Continuous improvement is no exception. Your toolset will need to be one that supports the occasional, or even frequent, change to workflow, policy, gate management, etc. At the same time, your tools need to be easy to use and non-restrictive for the team to access and use.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Trackable Results with Visibility\"}),\" \u2013 It\u2019s important to have an established baseline against which you can measure your improvements. This will enable you, and your team, to know if you are moving in the right direction, or if a given \u201Cimprovement\u201D needs to be backed out. You need a solution that provides automated performance tracking so that you aren\u2019t reliant on incomplete or error-prone manually entered data. These results also need to be accessible and visible to both the team members and any stakeholders.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Keep it Simple \"}),\"- If you want a process or culture to be sustainable, it has to be kept as simple as possible. If not, it will be dead before it comes out of the gate. In the effort to keep it simple and usable, you should also ask for and take input from team members on how to improve the continuous improvement process.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Keep it Alive\"}),\" \u2013 Nothing is more frustrating to the morale of the team than to have a series of flash-in-the-pan initiatives that are all the rage for a week or two, but then are never heard of again. Don\u2019t make this the flavor of the day. It needs to be regularly discussed, taught, reinforced, encouraged and rewarded.\"]})})]}),/*#__PURE__*/e(\"h2\",{children:\"Continuous Improvement Tools\"}),/*#__PURE__*/e(\"p\",{children:\"There are a number of tools that are used throughout the application delivery process. The challenge is to find a solution that can work with each of those tools that you already use in your organization, without complicating or breaking the process and workflow.\"}),/*#__PURE__*/t(\"p\",{children:[\"This is where tools like \",/*#__PURE__*/e(a,{href:\"https://www.plutora.com/platform/time-to-value-dashboard\",openInNewTab:!1,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\"Plutora\"})}),\" are ideal. Plutora integrates with hundreds of existing toolsets and provides a collaborative platform that tracks and shares information, not only from one toolset to another, but throughout the entire organization. It\u2019s a delivery management platform that improves the management and visibility of the entire value stream with automated tracking of requirements, sprints, user stories, and projects. It also provides a configurable workflow and gate management that can be adapted as needed to address ongoing improvements.\"]}),/*#__PURE__*/e(\"p\",{children:\"One of the key advantages of Plutora is its powerful built-in reporting and analytics features that provide visibility throughout the organization\u2019s past, present and future delivery performances.\"}),/*#__PURE__*/e(\"h2\",{children:\"Reaching the Finish Line\u2026or Not.\"}),/*#__PURE__*/e(\"p\",{children:\"As was mentioned at the beginning of this article, continuous improvement is not a destination, but a journey. If done correctly, it will become a culture that, much like the development delivery process, will continue to be improved upon month after month and year after year.\"}),/*#__PURE__*/e(\"p\",{children:\"\u201CSuccess is never final. Failure is never fatal.\u201D-Author Unknown\"})]});export const richText1=/*#__PURE__*/t(n.Fragment,{children:[/*#__PURE__*/e(\"p\",{children:\"It\u2019s that time again as Jenkins World is upon us. I love that the conference is being renamed to DevOps World as it spotlights a key aspect \u2013 this conference now covers a much wider area than discussions about an open source continuous integration server.\"}),/*#__PURE__*/e(\"h2\",{children:\"What Brings Us Together?\"}),/*#__PURE__*/t(\"p\",{children:[\"I studied electrical engineering in school but wrote xBase code to pay the bills. At some point during my junior year, I put all my focus onto software as I saw it changing everything. I\u2019d love to say that I had that deep insights into the future, but the truth is that I just loved the logic of software and felt that my math classes in school had \u201C\",/*#__PURE__*/e(a,{href:\"https://en.wikipedia.org/wiki/Jumping_the_shark\",openInNewTab:!1,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\"jumped the shark\"})}),\"\u201D with div, grad, curl and all of that other stuff.\"]}),/*#__PURE__*/e(\"p\",{children:\"As professionals in the field of software solutions, we are all here to go faster, deliver higher quality applications, improve efficiency and ensure we align those solutions with business needs From \u201Cconcept to cash,\u201D software has truly changed the world \u2013 and continues to do so. The future of many companies truly depends upon their ability to deliver better solutions to their customers.\"}),/*#__PURE__*/e(\"p\",{children:\"What does a CI/CD tool such as Jenkins have to do with that? A whole lot, it appears. Jenkins sits at the forefront of the new development methods and involve culture, process, governance, metrics, and most of all, going faster. Quite simply, it\u2019s a key part of the automated delivery pipeline.\"}),/*#__PURE__*/e(\"h2\",{children:\"What to Watch For?\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"strong\",{children:\"Real World Experiences \u2013 Such as Merck\"})}),/*#__PURE__*/e(\"p\",{children:\"The real world is where theory meets reality. Governance and compliance meet the realm of automation. Culture meets new practices. These journeys are real and represent countless hours of thought, code and cultural shift.\"}),/*#__PURE__*/e(\"p\",{children:\"On Monday, September 17th at 5:15, we\u2019ll be joined by Keith Smola of Merck who will discuss several key aspects of software delivery that has been a part of their journey.\"}),/*#__PURE__*/e(\"p\",{children:\"Some key questions he\u2019ll discuss:\"}),/*#__PURE__*/t(\"ol\",{children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Release orchestration at MerckWhat does the process of driving software delivery look like? How do they interconnect the various toolchains and systems? How do they incorporate governance and regulatory compliance into the process? Merck has been around for a very long time and their journey must involve heavy compliance and regulatory oversight. They are making strides improving delivery and we\u2019ll hear more about that along with future plans.\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Tracking \u201Cidea to cash\u201DWhat role do metrics play in the delivery pipeline? How are they tracked and measured? What is the desired future state of those metrics in how they are gathered? How do they impact future delivery processes?\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Plutora as part of the DevOps toolchainHow does Plutora help in application delivery at Merck? How does it fit into the DevOps and legacy toolchains? What value does it provide?\"})})]}),/*#__PURE__*/e(\"p\",{children:\"Answers to these questions are part of their journey \u2013 make sure to come by and join the conversation.\"}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Value Stream Management\"}),\"If you\u2019ve \",/*#__PURE__*/e(a,{href:\"https://www.plutora.com/blog/value-stream-mapping\",openInNewTab:!1,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\"not heard of VSM\"})}),\", you have been missing out.\\xa0\",/*#__PURE__*/e(a,{href:\"https://go.plutora.com/forrester-value-stream-management?ref=blog\",openInNewTab:!1,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\"Forrester recently released a New Wave on the topic\"})}),\". I\u2019d expect Value Stream Mapping to be really prevalent at Jenkins World this year as it embodies the methodology of measuring in order to improve efficiency and speed and ensure alignment with the business. Value Stream Management takes the mapping exercise further by incorporating more than just what-if scenarios \u2013 orchestration of the pipeline (for both manual and automated tasks) and management of the test environments (both manual and automated tasks) are included.\"]}),/*#__PURE__*/e(\"p\",{children:\"The point is that everyone is on this software delivery improvement journey. Getting 100% of our delivery pipelines automated, unified in architecture, and migrated to the cloud is a lofty and far-away goal. Our customers have been around for a long time \u2013 a number of them more than a century. With decades of M&A activity requiring systems to be integrated and supported, they likely won\u2019t ever be 100% automated and cloud-based. That doesn\u2019t mean there aren\u2019t improvements still to be made. DevOps practices still apply to both mainframe and serverless architectures. Knowing where to focus the improvement effort \u2013 that is the key.\"}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Test Environment Management\"}),\"The unsung hero of every transformation is a resilient set of pre-production environments. I remember setting up my first CI pipeline and deploying my first unit tests with code that was checked in and watching my first green build. How frustrated I was to come in the morning to find that the same unit tests and build had failed that night \u2013 it\u2019s the same code! Investigation found that the code failed on roughly 30% of runs \u2013 and that the failures were due to environmental factors, not my code. Another round with beefed up memory and storage capacity and all was fixed again. What a microcosm of what we\u2019re dealing with today. The push to agile methodologies has placed ever increasing pressure on ensuring proper configuration, availability, metrics, and test data. I\u2019ve seen releases where more time was spent mucking around with the test environment than writing code. \",/*#__PURE__*/e(a,{href:\"https://www.plutora.com/platform/test-environment-management\",openInNewTab:!1,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\"Proactive management of test environments\"})}),\" and incorporating them into the delivery pipeline is truly the best investment any company delivering software can do \u2013I have a number of customers where their ROI was less than 3 months.\"]}),/*#__PURE__*/e(\"h2\",{children:\"The After Party with NADOG\"}),/*#__PURE__*/e(\"img\",{alt:\"NADOG logo\",className:\"framer-image\",\"data-framer-asset\":\"data:framer/asset-reference,LpB3zZQg8qXv7Lu20UCC32koE.png?originalFilename=nadog_logo.png\",src:\"https://framerusercontent.com/images/LpB3zZQg8qXv7Lu20UCC32koE.png\"}),/*#__PURE__*/e(\"p\",{children:\"Join us for the afterparty at NADOG!\\xa0 Since 2015, North American DevOps Group has been free for all practitioners and their management.\\xa0 We are one of the sponsors who are providing food, drinks, materials, and entertainment.\"}),/*#__PURE__*/e(\"p\",{children:\"NADOG started as a place to network with your local peers.\\xa0 Come out to the event to make professional connections, and see what others are doing to overcome the same challenges.\\xa0 Make sure to introduce yourself to me as well as I\u2019d like to hear YOUR story.\"})]});export const richText2=/*#__PURE__*/t(n.Fragment,{children:[/*#__PURE__*/e(\"p\",{children:\"If you live in the United Kingdom, Ireland or in the eastern United States, there is a good chance that your electricity is provided by Centrica or one of its subsidiaries. With 27,000,000 customers, they are in the top 100 utility companies in the United Kingdom. This means Centrica covers a lot of territory and provides a lot of power. To keep a utility infrastructure that size functional and competitive, Centrica employs a massive support staff of 12,000 engineers and technicians.\"}),/*#__PURE__*/t(\"p\",{children:[\"With an operation that size, Centrica uses a lot of specialized technology and software solutions. In fact, they manage a total of 2,680 environments, 500 of which are non-production environments. Vijay, the head of the Environment Delivery Services team for the UK and Ireland, is responsible for the team that manages these environments. He has been a well-respected change advocate throughout the organization and industry. In an effort to share the secret of their success with their test environment management solution, he was recently a featured guest on a \",/*#__PURE__*/e(a,{href:\"https://www.youtube.com/watch?v=htUE4h6g2E4&feature=youtu.be\",openInNewTab:!1,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\"webinar\"})}),\" with Gigaom and Plutora. If you are in the process of researching, or are even remotely interested in improving your organizations test environment management, you won\u2019t want to miss it. It\u2019s packed with insightful discussion and information.\"]}),/*#__PURE__*/e(\"h2\",{children:\"Summary of the Problem\"}),/*#__PURE__*/e(\"p\",{children:\"The competitive nature of today\u2019s business environment requires businesses to maintain highly efficient development lifecycles. This environment of continuous improvement requires development teams to regularly evaluate their value streams to improve delivery performance, efficiency, quality, communications and project transparency.\"}),/*#__PURE__*/e(\"p\",{children:\"Centrica was no exception. With dozens of development teams and seven test environment management teams, they had their work cut out for them. To further complicate things, they used a series of spreadsheets, SharePoint sites and Access databases to track as much detail as possible throughout the entire process. However, using so many different separate information silos created additional challenges.\"}),/*#__PURE__*/e(\"p\",{children:\"With this method of collecting and tracking data, it was nearly impossible to culminate the information from the dozens of data sources quickly enough to providing any sort of meaningful value. This challenge, however, was just the beginning. A few of the other issues Centrica was faced with include:\"}),/*#__PURE__*/e(\"img\",{alt:\"Test Environment Management - Data Accuracy\",className:\"framer-image\",\"data-framer-asset\":\"data:framer/asset-reference,yNIRoMgxzfxA4f7zf1f6tW5WY5k.jpg?originalFilename=centrica_blog_1.jpg\",src:\"https://framerusercontent.com/images/yNIRoMgxzfxA4f7zf1f6tW5WY5k.jpg\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"strong\",{children:\"Data Accuracy\"})}),/*#__PURE__*/e(\"p\",{children:\"As with any reporting process, the quality of the report is only as good as the collected data. As is the case in many organizations, team members would simply forget to record things in the spreadsheets and SharePoint sites. When they did record it, it was often not 100% accurate. If something wasn\u2019t recorded, scheduled, or allocated correctly, team members often wouldn\u2019t discover the discrepancy until it was too late.\"}),/*#__PURE__*/e(\"p\",{children:\"Centrica realized that they had to face the hard reality that their data accuracy, flow and transparency was simply inadequate.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"strong\",{children:\"Usage and Projections\"})}),/*#__PURE__*/e(\"p\",{children:\"Centrica teams also realized that because their data was incomplete and inaccurate, they didn\u2019t have reliable information on their environment usage. This meant they couldn\u2019t correctly forecast future environment usage. Their usage projections and future planning were all based on their best guess, which left a large and uncomfortable margin of error.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"strong\",{children:\"Scheduling\"})}),/*#__PURE__*/e(\"p\",{children:\"This issue of inaccurate data was also very prevalent with their manual process of test environment booking and scheduling. This lead to numerous scheduling conflicts, incorrectly configured environments, missed project deadlines and significantly lower client approval rate.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"strong\",{children:\"Governance & Audits\"})}),/*#__PURE__*/e(\"p\",{children:\"Tracking which test was performed using which environment, and when, was always a mess when it came to trying to capture historical records for compliance and audit purposes. The data sources weren\u2019t always accurate and they were never secure. This made it impossible to protect the results against intentional or accidental inaccuracies.\"}),/*#__PURE__*/e(\"p\",{children:\"Centrica\u2019s management teams were facing the hard fact that it\u2019s impossible to meet compliance and governance standards if your historical data can be edited by anyone, at any time, in an unsecured spreadsheet.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"strong\",{children:\"Environment Configurations\"})}),/*#__PURE__*/e(\"p\",{children:\"The test environment configurations were requested and outlined in the original booking request. However, due to a lack of environment transparency, and a fair amount of human error, the actual environments used for testing were often slightly different than what was requested or needed. This resulted in more time spent troubleshooting, environment re-configurations, and a number of code issues that weren\u2019t discovered until they were already in the production environment.\"}),/*#__PURE__*/e(\"h2\",{children:\"Identify the Needs\"}),/*#__PURE__*/e(\"p\",{children:\"What Centrica needed was a bulletproof, unified test environment management solution. A solution that automatically and accurately tracked every aspect of test environment management process from start to finish, giving them 100% accurate historical information. They needed a solution that could help them follow the respective workflow for each team and project, and that would improve the repeatable accuracy and efficiency of the environment configuration and management process. Centrica teams needed a solution that would improve work-flow throughout the lifecycle and provide complete project scheduling transparency for all stakeholders. Finally, they needed a solution that could provide at least some level of automation capabilities to improve their accuracy, repeatability, work flow efficiency, gate management, approvals and on-time environment delivery.\"}),/*#__PURE__*/e(\"h2\",{children:\"The Solution\"}),/*#__PURE__*/e(\"p\",{children:\"Vijays\u2019 research found that the Plutora Value Stream Management solution met every one of Centrica\u2019s needs and more. It enabled them to improve their test environment management processes beyond what they were originally targeting.\"}),/*#__PURE__*/e(\"img\",{alt:\"Test Environment Management - Solution\",className:\"framer-image\",\"data-framer-asset\":\"data:framer/asset-reference,LtbgWSRPaU4ALwX7I6ok1L4DsFw.jpg?originalFilename=centrica_blog_2.jpg\",src:\"https://framerusercontent.com/images/LtbgWSRPaU4ALwX7I6ok1L4DsFw.jpg\"}),/*#__PURE__*/e(\"p\",{children:\"With the Plutora solution, they were able to fully integrate with ServiceNow to manage the automated intake and triaging of booking requests. From there, they leveraged the Plutora test environment management function to accurately configure the requested environments using a library of environment artifacts that included test data, software versions, network loads and past, present and future states of the environments and much more.\"}),/*#__PURE__*/e(\"p\",{children:\"Plutora helped to manage workflows that were configured to meet the specific needs of each team and each project. Vijay states that they were so pleased with the Plutora test environment management solution, they also opted to use the Plutora release management function, which creates a seamless project work flow throughout the entire development life cycle. With all of the phases, gates and transitions properly controlled and managed automatically, delivery speeds and quality increased.\"}),/*#__PURE__*/e(\"h2\",{children:\"The Results\"}),/*#__PURE__*/t(\"p\",{children:[\"As Vijay discusses in his \",/*#__PURE__*/e(a,{href:\"https://www.youtube.com/watch?v=htUE4h6g2E4&feature=youtu.be\",openInNewTab:!1,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\"webinar\"})}),\", there are many benefits of using Plutora. A few of those key benefits that Centrica achieved by using Plutora include:\",/*#__PURE__*/e(\"strong\",{children:\"Shift Left - \"}),\"It has enabled them to very easily shift the identification of bugs and issues left in the \",/*#__PURE__*/e(a,{href:\"https://www.plutora.com/blog/software-development-life-cycle-making-sense-of-the-different-methodologies\",openInNewTab:!1,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\"software development cycle\"})}),\". The benefits of \",/*#__PURE__*/e(a,{href:\"https://www.plutora.com/blog/unit-testing-enterprise-environment\",openInNewTab:!1,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\"shifting left\"})}),\" are earlier identification of issues in the development process. This directly results in substantial project time and money savings, and a better-quality product in production.\",/*#__PURE__*/e(\"strong\",{children:\"Increased Approval Rate\"}),\" \u2013 With the improved delivery speeds and decreased production side issues, the client approval rate has jumped to an amazing 97%.\",/*#__PURE__*/e(\"strong\",{children:\"Automatic Data Recording \"}),\"\u2013 With the automatic recording and data collection that Plutora provides, they are able to achieve 100% accuracy on the tracking of environments used, actual environment configurations, tests performed and much more. This makes meeting compliance and governance requirements a breeze.\",/*#__PURE__*/e(\"strong\",{children:\"Improved Delivery Speeds\"}),\" \u2013 With the automated gate management, automated environment management and reduced conflicts and confusion, delivery lifecycles have been much faster. This more efficient development chain has led to a more comfortable delivery cadence, improved product quality and increased production stability.\"]}),/*#__PURE__*/e(\"h2\",{children:\"Wrapping It Up\"}),/*#__PURE__*/e(\"p\",{children:\"The quest to improve test environment management processes and software lifecycle delivery is a common goal with every development team and organization. The success that Centrica has achieved through the use of Plutora is a story that needs to be shared.\"})]});export const richText3=/*#__PURE__*/t(n.Fragment,{children:[/*#__PURE__*/t(\"p\",{children:[\"To understand value stream mapping, we need to first understand what a \u201Cvalue stream\u201D is. Simply put, \",/*#__PURE__*/e(\"strong\",{children:\"a value stream, crucial for effective value-stream mapping, is a series of steps that occur to provide the product or service that their customers want or need.\"}),\" In order to provide the product or service that the customers desire, every company has a set of steps that are required. Value stream mapping enables us to better understand what these steps are, where the value is added, where it\u2019s not, and more importantly, how to implement continuous improvement and optimization upon the collective process. Value stream mapping (VSM) provides us with a structured visualization of the key steps and corresponding data needed to understand and intelligently make improvements that optimize the entire process, often incorporating methodologies like Six Sigma and analysis, not just one section at the expense of another.\"]}),/*#__PURE__*/t(\"p\",{children:[\"Value stream mapping is defined on\",/*#__PURE__*/e(a,{href:\"https://www.isixsigma.com/dictionary/value-stream-mapping/\",openInNewTab:!1,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\" iSixSigma.com\"})}),\":\"]}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"strong\",{children:\"\u201CValue stream mapping is a lean manufacturing or lean enterprise technique used to document, analyze and improve the flow of information or materials required to produce a product or service for a customer.\u201D\"})}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(a,{href:\"https://www.amazon.com/Value-Stream-Mapping-Organizational-Transformation/dp/0071828915\",openInNewTab:!1,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\"The book \u201CValue Stream Mapping\u201D\"})}),\", written by Karen Martin and Mike Osterling, explains, \u201CValue stream maps offer a holistic view of how work flows through entire systems.\u201D\"]}),/*#__PURE__*/e(\"p\",{children:\"Value stream mapping (VSM) can be a tremendous tool to help determine how to improve delivery chains that require complex processes. If you have a highly complex process, VSM can be used to create a comprehensive view and understanding of the entire process, or it can be as focused as needed on a segment of the process to address specific objectives.\"})]});export const richText4=/*#__PURE__*/t(n.Fragment,{children:[/*#__PURE__*/e(\"p\",{children:\"It\u2019s important to note that the start and endpoints of the mapping exercise, known as fenceposts, can differ depending on your goals and objectives. You will also find that a single company may have several different value streams. Value stream maps, a key component of value stream mapping, can be created for every individual product and service for every type of business. However, for the purpose of this discussion and so you can better understand how to apply this in the real world, we will focus on VSM as it relates to feature development for enterprise software solutions utilizing a simplified waterfall methodology, emphasizing the vital role of collaboration throughout the process. We will refer to software features as the \u201Cproduct\u201D being developed in this process.\"}),/*#__PURE__*/e(\"p\",{children:\"Unlike process maps, or flowcharts, that show only the steps involved in the process, a VSM shows significantly more information and uses a very different, more linear format. The VSM enables the team and leadership to see where the actual value is being added in the process, allowing them to improve on the overall efficiency associated with the workflow and delivery of a software product or feature request, and envisioning the future state of the process not just the number of steps.\"}),/*#__PURE__*/e(\"p\",{children:\"Using an example of a mortgage company delivering a new application, their value-stream mapping process flow chart showed 64 different servers with dozens more actual steps in the application process. However, this flowchart didn\u2019t show that only a few of those steps actually added value to the application process. This is where VSM has great value. It not only mapped the key process steps but also showed which of those steps actually applied any real value to the mortgage application process. This type of chart can be an invaluable tool to enable quality process improvement discussions with team members and stakeholders. Without it, there\u2019s just no efficient way to convey this information.\"}),/*#__PURE__*/e(\"h2\",{children:/*#__PURE__*/e(\"strong\",{children:\"Terminology and symbols and what they mean\"})}),/*#__PURE__*/e(\"p\",{children:\"With so much information packed into a VSM, it\u2019s no surprise that there are terms and features that may need some explanation. However, while we will provide an explanation of some of the standardized VSM features, keep in mind that they may be modified to help achieve specific objectives. As such, each value stream map may have some elements that are unique.\"}),/*#__PURE__*/t(\"p\",{children:[\"To start, each value stream map typically has three key sections. For example, Figure 1 above shows a simplified VSM for a\",/*#__PURE__*/e(a,{href:\"https://www.plutora.com/blog/software-development-life-cycle-making-sense-of-the-different-methodologies\",openInNewTab:!1,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\" software development lifecycle\"})}),\". Notice the three main colored sections. The colors were added to highlight the different sections of a VSM. These sections show Information Flow, Product Flow, and a Time Ladder or Lead Time Ladder.\"]}),/*#__PURE__*/e(\"p\",{children:\"Sections:\"}),/*#__PURE__*/e(\"h3\",{children:/*#__PURE__*/e(\"strong\",{children:\"Information Flow\"})}),/*#__PURE__*/e(\"p\",{children:\"This section shows the communication of process-related information, the workflow, and the transmission of data. In this simplified example, the release manager takes in all customer requests and submits only the approved requests into the development queue (Supplier), highlighting the importance of collaboration at this stage. Depending on the objective or goal of the mapping exercise, information collection and distribution points shown here as SharePoint and Excel can include many levels of detail and many other integrated systems.\"}),/*#__PURE__*/e(\"h3\",{children:/*#__PURE__*/e(\"strong\",{children:\"Product Flow\"})}),/*#__PURE__*/e(\"p\",{children:\"This section maps the steps of the development lifecycle from concept to delivery using value-stream mapping and value-stream analysis to visualize both the current state and the future state, fostering continuous improvement. However, depending on your objectives, this can be refocused on specific sections of the process, incorporating methodologies like six sigma to make it as granular, or as high level, as needed. It typically shows both the task being performed (blue boxes) and the person or team performing the task in the box immediately below it, emphasizing the need for optimization at each stage. Below those boxes, you will notice smaller fields that show key process data. For the sake of simplification in this example, we\u2019ve chosen to show only a couple of data figures. C/T represents \u201CCycle Time\u201D and S/T represents \u201CSet Up Time.\u201D In practical use, however, VSMs can include any number of data points in this section, highlighting pertinent information. The yellow triangles show the queue of features waiting at each stage of the process. The dotted arrows from one stage to the next are called \u201CPush Arrows\u201D. They show where the product is being pushed from one stage to the next vs. being pulled.\"}),/*#__PURE__*/e(\"h3\",{children:/*#__PURE__*/e(\"strong\",{children:\"Time Ladder\"})}),/*#__PURE__*/e(\"p\",{children:\"The Time Ladder provides a somewhat simplistic visual representation of the value stream timeline. The upper portion of the time ladder represents the average amount of time that a feature spends in the queue or waiting at each stage or gate in the process. The lower portion of the time ladder shows the average amount of time that each feature was actively being worked on, or more specifically when value is actually being added to the feature/product during that specific stage.\"}),/*#__PURE__*/e(\"p\",{children:\"Terms:\"}),/*#__PURE__*/e(\"h3\",{children:/*#__PURE__*/e(\"strong\",{children:\"Cycle time (C/T)\"})}),/*#__PURE__*/e(\"p\",{children:\"Is the frequency of units/features produced or the average time between the completed production of one unit/feature to the completed production of the next. Using our scenario of feature development for an enterprise software solution, the cycle time is the average amount of time it takes from the completion/deployment of one feature request to the completion/deployment of the next.\"}),/*#__PURE__*/e(\"h3\",{children:/*#__PURE__*/e(\"strong\",{children:\"Setup Time (S/T)\"})}),/*#__PURE__*/e(\"p\",{children:\"Is the amount of time needed to prepare for a given step. For application to software development, depending on the step, this can indicate the amount of time needed to understand what specifically is being requested or the time needed to configure, spin up, or allocate a test environment.\"}),/*#__PURE__*/e(\"h3\",{children:/*#__PURE__*/e(\"strong\",{children:\"Uptime (%)\"})}),/*#__PURE__*/e(\"p\",{children:\"Gives you an idea of the percentage of the total time that the processes or systems are actually active. For our scenario, this can show system uptime or employee availability time.\"}),/*#__PURE__*/e(\"h3\",{children:/*#__PURE__*/e(\"strong\",{children:\"Lead Time\"})}),/*#__PURE__*/e(\"p\",{children:\"Is the measurement of the average amount of time needed for one feature request to make it through the entire development cycle concept to delivery, or from the beginning to ending fence post.\"}),/*#__PURE__*/e(\"h3\",{children:/*#__PURE__*/e(\"strong\",{children:\"Takt Time\"})}),/*#__PURE__*/e(\"p\",{children:\"Takt time is a term that is commonly used with value-stream mapping. It refers to the rate at which you need to produce your products in order to meet customer demand. Figure 2 shows an example of how takt time is calculated and applied.\"}),/*#__PURE__*/e(\"h3\",{children:/*#__PURE__*/e(\"strong\",{children:\"Kaizen Burst\"})}),/*#__PURE__*/e(\"p\",{children:\"(Also known as Kaizen Blitz) refers to a burst of team activity (3-5 days) that is focused on resolving specific challenges. Where the purpose of the mapping activity is to identify and plan, the purpose of a Kaizen burst is to achieve the actual resolution. Value-stream mapping can be used to address workflow issues that are not getting resolved as quickly as originally planned. One example would be to address a high volume of items in a work queue, to reduce it to a more manageable level, or any number of other issues. Its purpose is to focus a team\u2019s energy and resources on a particular problem, process, or activity in an effort to quickly remove the barrier, waste or implement a solution. Kaizen burst activities can be an important component of performance management to address barriers and create solutions as you move from one level of value stream performance to the next.\"}),/*#__PURE__*/e(\"h2\",{children:/*#__PURE__*/e(\"strong\",{children:\"History of Value Stream Mapping?\"})}),/*#__PURE__*/e(\"p\",{children:\"Value stream mapping has been growing in popularity in recent years and is still considered by many to be a relatively new tool in the effort to improve business efficiency. Despite still having that relatively new feeling, it has been around for quite a while and has seen a number of refinements.\"}),/*#__PURE__*/e(\"p\",{children:\"Value stream mapping can be traced back to more than 30 years ago, to the visual mapping technique used at the Toyota Motor Corporation. It was then known as the \u201Cmaterial and information flow\u201D. It came about as the company\u2019s focus shifted to gain a better understanding of the material and information flow throughout their organization. The popularity of this mapping technique grew as American companies observed and studied the efficiency and consistency of Toyotas\u2019 operations.\"}),/*#__PURE__*/e(\"p\",{children:\"The term \u201Cvalue stream\u201D was first used in a book called \u201CThe Machine that Changed the World\u201D (1990) written by James Womack, Daniel Jones, and Daniel Roos. It was then further popularized by another book, \u201CLean Thinking,\u201D (1996) which was also authored by James Womack and Daniel Jones. These books essentially launched the Lean movement. They defined the value stream as \u201Cthe sequence of activities an organization undertakes to deliver on a customer request.\u201D\"}),/*#__PURE__*/e(\"p\",{children:\"As the Lean movement took off, so did this mapping technique that Toyota had developed, and it started to integrate methodologies like Six Sigma to further enhance efficiency. It has continued to evolve to become what we now know as value stream mapping, which is much more applicable and useful for businesses and value streams of all types.\"}),/*#__PURE__*/e(\"h2\",{children:/*#__PURE__*/e(\"strong\",{children:\"What is Value Stream Management?\"})}),/*#__PURE__*/t(\"p\",{children:[\"As a founding member of the\",/*#__PURE__*/e(a,{href:\"https://www.plutora.com/blog/plutora-cofounds-vsmc\",openInNewTab:!1,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\" Value Stream Management Consortium\"})}),\", Plutora is committed to helping businesses to deliver more value to their customers. Tools like Plutora are designed to track and report on data of all types, including the data used in value stream mapping and optimization. These tools are ideal for providing dashboards, reports, and analysis that track the performance of the entire mapped process in nearly real time. They provide amazing transparency and clarity of current state throughout the entire lifecycle, while also helping to visualize and plan for the future state. They also enable the user to drill down into the data to identify and address problem areas.\"]}),/*#__PURE__*/e(\"p\",{children:\"Whatever tool you end up using for your current state tracking of metrics, you will need to make sure it\u2019s readily available to those teams and team members along the entire process, fostering collaboration so that it continues to provide that holistic perspective for every team that is part of the value stream.\"}),/*#__PURE__*/e(\"p\",{children:\"At the end of the day, the goal is to develop a corporate culture of continuous improvement that provides the best possible product to meet or exceed customer needs and expectations. This is ultimately done by making continual improvements to the value stream. As our customers\u2019 needs and expectations evolve, so also will our value streams need to change and constantly evolve.\"}),/*#__PURE__*/t(\"p\",{children:[\"Learn more about value stream mapping and value stream management by reading our\",/*#__PURE__*/e(a,{href:\"https://www.plutora.com/value-stream-management-101\",openInNewTab:!1,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\" comprehensive guide featuring key essentials\"})}),\", core challenges, and tips from the experts; or\",/*#__PURE__*/e(a,{href:\"https://www.plutora.com/why-plutora\",openInNewTab:!1,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\" learn more about how Plutora can help improve your value str\"})}),/*#__PURE__*/e(a,{href:\"https://www.plutora.com/why-plutora\",openInNewTab:!0,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\"eam.\"})})]})]});export const richText5=/*#__PURE__*/t(n.Fragment,{children:[/*#__PURE__*/t(\"p\",{children:[\"Despite the promises of \",/*#__PURE__*/e(a,{href:\"https://www.plutora.com/devops\",openInNewTab:!1,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\"DevOps\"})}),\" collaboration, software release processes have long been stuck with the myth that IT departments can\u2019t have the best of both the speed and reliability worlds. However, the latest State of DevOps report revealed that \",/*#__PURE__*/e(\"strong\",{children:\"IT organizations are finding ways to bust the myth and marry speed and reliability for more effective release cycles.\"})]}),/*#__PURE__*/e(\"h2\",{children:\"The State of DevOps in the Enterprise\"}),/*#__PURE__*/e(\"p\",{children:\"Using throughput measures such as deployment frequency and deployment lead time as well as the mean time between failures for stability measurement, the State of DevOps report shows statistics regarding high-performing IT organizations using DevOps principles:\"}),/*#__PURE__*/t(\"ul\",{children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/t(\"p\",{children:[\"They \",/*#__PURE__*/e(\"strong\",{children:\"deploy code 30 times more frequently\"}),\" than disjointed DevOps organizations.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/t(\"p\",{children:[\"They \",/*#__PURE__*/e(\"strong\",{children:\"experience 60% fewer failures\"}),\" than mismanaged DevOps teams.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/t(\"p\",{children:[\"Their \",/*#__PURE__*/e(\"strong\",{children:\"release cycles are up to 200 times faster\"}),\" than those IT departments that haven\u2019t mastered DevOps collaboration.In cases of failure, high-performing DevOps teams recover 168 times faster than low performing peers.\"]})})]}),/*#__PURE__*/e(\"p\",{children:\"At the very least, the State of DevOps report proves that DevOps can facilitate the results that the collaborative strategy has promised for years. However, the question remains\u2014what are these high-performing IT organizations doing that other DevOps teams haven\u2019t figured out yet?\"}),/*#__PURE__*/t(\"p\",{children:[\"While DevOps is often focused on the engineering level with the greatest attention paid to \",/*#__PURE__*/e(\"strong\",{children:\"continuous integration (CI) and continuous delivery (CD)\"}),\", IT operations are often overwhelmed by the rapid production rate and poor build quality.\"]}),/*#__PURE__*/e(\"p\",{children:\"For DevOps teams to reach their fullest potential, engineering teams must elevate release management to the IT director and CIO levels who focus more on delivery assurance throughout the DevOps process.\"}),/*#__PURE__*/t(\"p\",{children:[\"To keep up with \",/*#__PURE__*/e(\"strong\",{children:\"increasing demand for high-quality, rapid software releases, IT organizations must shift to Disciplined DevOps\"}),\"\u2014an approach to software release collaboration that blends Agile delivery with risk management and governance that support delivery assurance.\"]}),/*#__PURE__*/e(\"h2\",{children:\"What is DevOps? Getting Back to a Basic Definition\"}),/*#__PURE__*/e(\"p\",{children:\"The term DevOps has become so overblown in recent years that companies of all sizes have created their own definitions to fit their specific needs. Tool and service vendors have been, in a large part, responsible for the confusion of DevOps definitions.\"}),/*#__PURE__*/e(\"img\",{alt:\"Disciplined DevOps - Insights - Analytics - Governance\",className:\"framer-image\",\"data-framer-asset\":\"data:framer/asset-reference,esWcNznWtvh1PpWpYSKqrVy7Kt0.jpg?originalFilename=Disciplined-DevOps-Insights-Analytics-Governance.jpg\",src:\"https://framerusercontent.com/images/esWcNznWtvh1PpWpYSKqrVy7Kt0.jpg\",srcSet:\"https://framerusercontent.com/images/esWcNznWtvh1PpWpYSKqrVy7Kt0.jpg?scale-down-to=512 512w,https://framerusercontent.com/images/esWcNznWtvh1PpWpYSKqrVy7Kt0.jpg 1000w\"}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"DevOps is a fundamental ideology that aims to improve agility, speed, and collaboration to get software releases into production quicker\"}),\" by bridging the chasm between IT development teams and IT operations teams.\"]}),/*#__PURE__*/e(\"h2\",{children:\"The Disciplined DevOps Difference\"}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Continuous delivery is becoming a mainstay at startups and more nimble organizations\"}),\" because it keeps software releases from sitting in queues for days or weeks waiting to be tested and qualified.Disciplined DevOps is an approach to software release collaboration that blends Agile delivery with risk management and governance that support delivery assurance.\"]}),/*#__PURE__*/e(\"p\",{children:\"However, larger organizations are still clinging to manual processes for their business-critical applications.\"}),/*#__PURE__*/e(\"p\",{children:\"While maintaining small manual steps helps mitigate the risk of software release failure, the competitive landscape is quickly forcing large enterprises to quicken their release pace. If IT organizations are focused on reducing the risk of failure by manually processing releases, other potential risks become a problem:\"}),/*#__PURE__*/t(\"ul\",{children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Slower time-to-market that falls behind competitor innovation.\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Manual testing leads to more bugs in production, more testing, and ultimately greater deployment costs.\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Meantime between deployments rises, leaving DevOps teams to incur a long queue of upcoming projects.Without a focus on lean development and production, quality suffers and releases fail.\"})})]}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Disciplined DevOps brings the governance benefits of waterfall delivery to the agility companies to seek when adopting DevOps.\"}),\"Did you find this interesting? Learn how to implement Disciplined DevOps reading our free white paper \",/*#__PURE__*/e(a,{href:\"/resources/whitepapers/disciplined-devops-risk-management-governance\",openInNewTab:!1,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\"\u201CDisciplined DevOps Blending Agility with Risk Management & Governance\u201D\"})})]})]});export const richText6=/*#__PURE__*/t(n.Fragment,{children:[/*#__PURE__*/e(\"p\",{children:\"When digital disruption thought leaders discuss examples of companies that are innovating, startups are a common choice. For example, the classic story is of Uber\u2019s ability to quickly redefine the transportation business. What was once dominated by an antiquated taxi system became an industry led by Uber and its digital disruption model.\"}),/*#__PURE__*/t(\"p\",{children:[\"However, start-ups aren\u2019t the only companies that have been able to evolve in the face of digital disruption. \",/*#__PURE__*/e(a,{href:\"https://www.plutora.com/blog/agile-devops-failing-fortune-500-companies-wake-call-us\",openInNewTab:!1,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\"Despite the increasing failure of Fortune 500\"})}),\" media companies to adapt, News Corp has been able to maintain its position as a global powerhouse with Dow Jones, The Wall Street Journal, Fox News, The New York Post and more all under its umbrella. According to Mark Drasutis, Head of Innovation at News Corp, \",/*#__PURE__*/e(\"strong\",{children:\"there are two keys to keeping up with digital disruption\"}),\". One is flocking\u2014\",/*#__PURE__*/e(\"strong\",{children:\"the ability to ensure internal teams (in IT and beyond) are constantly adapting to change and can steer the company in the right direction to counter disruption\"}),'.\"In order to be innovative, teams also need to be self-organizing and have the capacity to manage resources in order to assemble, adapt or disband. At the same time, you need to create strategies, structures, and systems which are \u2018plastic\u2019 and can respond to change.\"The ',/*#__PURE__*/e(\"strong\",{children:\"other key is an insatiable desire to meet consumer needs.\"}),\" When it comes to software releases, customer experience is everything whether it\u2019s a new feature or customer outcome, companies must ensure they stay on top of the competition when it comes to delivering high-quality experiences. However, Drasutis explains that the internal structures must be in place to support such an adaptive and innovative culture: In order to be innovative, teams also need to be self-organizing and have the capacity to manage resources in order to assemble, adapt or disband. At the same time, you need to create strategies, structures, and systems which are \u2018plastic\u2019 and can respond to change.The \",/*#__PURE__*/e(\"strong\",{children:\"manual spreadsheets that so many companies use to manage software releases today have no chance of keeping pace with software release volume\"}),\", scope or frequency.\"]}),/*#__PURE__*/e(\"p\",{children:\"Instead, implementing enterprise release management technology can take existing systems and enable them to support the adaptive environment that more accelerated methodologies are creating in Fortune 500 companies.\"}),/*#__PURE__*/e(\"h2\",{children:\"Digital Disruption is here\"}),/*#__PURE__*/t(\"p\",{children:[\"The \",/*#__PURE__*/e(\"strong\",{children:\"rate of digital disruption is victimizing Fortune 500 companies in a way that has led to 52% of members of the list from 2000\"}),\" to disappear due to mergers, acquisitions or bankruptcy. \",/*#__PURE__*/e(a,{href:\"https://agilebusinessmanifesto.com/agilebusiness/real-disruption-lessons-kodak/\",openInNewTab:!0,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\"No Fortune 500 company wants to become the next Kodak\"})}),\", which was ranked 153rd on the list in 2005 until the age of smartphones washed over it.Recent research from \",/*#__PURE__*/e(a,{href:\"https://www.plutora.com/\",openInNewTab:!0,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\"Plutora\"})}),\" has discovered that the year 2014 introduced an inflection point that marked an exponential increase in the volume of software changes. Now, \",/*#__PURE__*/e(\"strong\",{children:\"companies must choose whether they will adapt or continue to fall behind the competition\"}),\" at that exponential rate.\"]}),/*#__PURE__*/e(\"img\",{alt:\"Innovate or die Release Velocity Digital Transformation\",className:\"framer-image\",\"data-framer-asset\":\"data:framer/asset-reference,ubbbov3bAg1gKvSQtQvjSDyS0.jpg?originalFilename=Innovate-or-die-Release-Velocity-Digital-Disruption.jpg\",src:\"https://framerusercontent.com/images/ubbbov3bAg1gKvSQtQvjSDyS0.jpg\",srcSet:\"https://framerusercontent.com/images/ubbbov3bAg1gKvSQtQvjSDyS0.jpg?scale-down-to=512 512w,https://framerusercontent.com/images/ubbbov3bAg1gKvSQtQvjSDyS0.jpg 1002w\"}),/*#__PURE__*/t(\"p\",{children:[\"The graph extracted from the \",/*#__PURE__*/e(a,{href:\"https://www.plutora.com/\",openInNewTab:!0,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\"Plutora\"})}),\" research highlights why now is the crucial time to implement enterprise release management. When assessing a company\u2019s status in terms of innovation and ability to adapt to digital disruption, it\u2019s important to determine which of the three sectors characterizes the business.\",/*#__PURE__*/e(\"strong\",{children:\"Where is your organization in this graph?\"}),\" Learn how to resolve the challenges of the digital disruption reading our free white paper: \",/*#__PURE__*/e(a,{href:\"/resources/whitepapers/can-your-enterprise-survive-digital-disruption\",openInNewTab:!1,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\"\u201CCan your Enterprise Survive the Digital Business Era\u201D\"})})]})]});export const richText7=/*#__PURE__*/t(n.Fragment,{children:[/*#__PURE__*/t(\"h6\",{children:[\"Delivery Assurance isn\u2019t a new concept for companies developing and delivering software. The overarching goal - ensuring that new software is delivered on time and on quality, whilst maintaining the integrity of applications in production - has not changed. However due to increases in IT complexity, alongside higher expectations of agility and quality, \",/*#__PURE__*/e(\"strong\",{children:\"the need for a more holistic approach to delivery assurance has never been greater\"}),\".\"]}),/*#__PURE__*/e(\"h2\",{children:\"Why Delivery Assurance\"}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"The goal of delivery assurance should be to identify quality related risks to a project\"}),\" and provide insight and recommendations for corrective action so that projects can respond in time without impacting delivery timeframes or compromising the integrity of production.\"]}),/*#__PURE__*/e(\"p\",{children:\"Delivery assurance tools provide delivery managers with a real-time, holistic view of delivery cadence, quality, and potential risk both across the software delivery process and also across the whole portfolio of initiatives being delivered. This visibility helps mitigate delivery risks for projects and across the portfolio as a whole.\"})]});export const richText8=/*#__PURE__*/t(n.Fragment,{children:[/*#__PURE__*/t(\"p\",{children:[\"The \",/*#__PURE__*/e(\"strong\",{children:\"key to this visibility is to enforce a delivery pipeline with associated quality gates at each step of the delivery process\"}),\". As the delivery assurance tool tracks gate completion, delivery assurance managers can see a real-time stream of project statuses that are informed by reliable input from integrated tools, developers, testers and managers at each stage of the IT delivery process.\"]}),/*#__PURE__*/e(\"img\",{alt:\"Software Delivery Assurance\",className:\"framer-image\",\"data-framer-asset\":\"data:framer/asset-reference,o7mpvpoDHqK3fXYlo49ZlUFY.jpg?originalFilename=Software-Delivery-Assurance.jpg\",src:\"https://framerusercontent.com/images/o7mpvpoDHqK3fXYlo49ZlUFY.jpg\",srcSet:\"https://framerusercontent.com/images/o7mpvpoDHqK3fXYlo49ZlUFY.jpg?scale-down-to=512 512w,https://framerusercontent.com/images/o7mpvpoDHqK3fXYlo49ZlUFY.jpg 700w\"}),/*#__PURE__*/e(\"h2\",{children:\"Five tenets to drive Software Delivery Assurance\"}),/*#__PURE__*/e(\"p\",{children:\"Are five tenets that create delivery assurance\u2014the release plan, governance gates, the environment plan, quality assurance, and deployment management.\"}),/*#__PURE__*/e(\"h3\",{children:\"1. The Release Plan\"}),/*#__PURE__*/e(\"p\",{children:\"Before any developer starts coding or creating builds, the Release Manager creates a plan for the course of the project.\"}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"The Release Manager bridges the gap between what business stakeholders need and what delivery teams are going to produce.\"}),\" The module compiles data for initial requests and release plans to help delivery assurance managers view all business requirement changes, see all impacted systems, and prepare to track the wide range of releases across the delivery portfolio.\"]}),/*#__PURE__*/e(\"p\",{children:\"The release plan includes the following capabilities:\"}),/*#__PURE__*/t(\"ul\",{children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Release Schedule\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Release Scope\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Release Phases\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Impacted Application Matrix\"})})]}),/*#__PURE__*/e(\"h3\",{children:\"2. Governance Gates\"}),/*#__PURE__*/t(\"p\",{children:[\"When delivery and \",/*#__PURE__*/e(a,{href:\"https://www.plutora.com/blog/discipline-achieve-agile-devops\",openInNewTab:!0,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\"DevOps teams aren\u2019t disciplined\"})}),\", they can speed through continuous delivery and continuous integration processes by stepping over quality requirements. This might help meet deadlines, but eliminates any chance at delivery assurance. \",/*#__PURE__*/e(\"strong\",{children:\"Governance gates help to protect the integrity of the production estate\"}),\" by ensuring that the correct path to production has been followed and that quality criteria have been met at each phase of the release.\"]}),/*#__PURE__*/e(\"h3\",{children:\"3. The Environment Plan\"}),/*#__PURE__*/t(\"p\",{children:[\"As explained above, \",/*#__PURE__*/e(\"strong\",{children:\"delivery managers with manual approaches often falter\"}),\" when it comes to understanding the availability and utilization of finite test environment resources. The \",/*#__PURE__*/e(a,{href:\"https://www.plutora.com/platform/test-environment-management\",openInNewTab:!0,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\"Test Environment Manager module\"})}),\" helps delivery teams to keep track of the quality, availability, and efficiency of pre-production environments across the entire portfolio of releases.\"]}),/*#__PURE__*/e(\"p\",{children:\"The Test Environment Manager module introduces capabilities that dictate environment.\"}),/*#__PURE__*/t(\"ul\",{children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Booking and Reserving Test Environments\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Tracking Environment Change Requests\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Managing Test Environment Contention\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Environment Scheduling\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Test Environment Configuration Tracking\"})})]}),/*#__PURE__*/e(\"h3\",{children:\"4. Quality Assurance\"}),/*#__PURE__*/t(\"p\",{children:[\"This is where a \",/*#__PURE__*/e(\"strong\",{children:\"single system of record is able to overcome the disorganization and confusion inherent to manual spreadsheet\"}),\" management of releases. Regardless of the test management tools and defect tracking solutions in use, have a tool that can soak up the information to inform the real-time view of project statuses.\"]}),/*#__PURE__*/e(\"p\",{children:\"Once coded and built, artifacts must pass certain quality gates before moving across delivery phases. For example, prior to user acceptance testing, artifacts must run through 100% of test cases and exhibit zero outstanding severity 1 and 2 defects.\"}),/*#__PURE__*/e(\"h3\",{children:\"5. Deployment Management\"}),/*#__PURE__*/e(\"p\",{children:\"Deployment management encompasses deployment planning and coordination and provides the last stage of governance for delivery assurance.\"}),/*#__PURE__*/t(\"p\",{children:[\"In enterprise environments, \",/*#__PURE__*/e(\"strong\",{children:\"deployments are much broader and more involved than simply installing and configuring software on a set of servers.\"}),\" Typically a deployment includes many prerequisite steps that may include documentation, training, planning as well as many executions and post validation actions that include both automated and manual steps that need to be coordinated.\",/*#__PURE__*/e(a,{href:\"https://www.plutora.com/platform/deployment-planning\",openInNewTab:!0,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\"Deployment management\"})}),\" helps ensure that every step of the deployment is planned and executed according to a defined schedule, resources, and dependencies.\"]}),/*#__PURE__*/e(\"p\",{children:\"By providing this level of rigor and by providing collaboration and real-time visibility during deployment, delivery assurance is provided across the whole delivery pipeline\"}),/*#__PURE__*/t(\"p\",{children:[\"Learn how to achieve Software Delivery Assurance reading our free white paper: \",/*#__PURE__*/e(a,{href:\"/resources/whitepapers/achieving-it-delivery-assurance\",openInNewTab:!0,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\"\u201CAchieving IT Delivery Assurance Through Effective Enterprise Release Management\u201D\"})}),\". \",/*#__PURE__*/e(a,{href:\"/resources/whitepapers/achieving-it-delivery-assurance\",openInNewTab:!0,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\"Get it now\"})}),\".\"]})]});export const richText9=/*#__PURE__*/t(n.Fragment,{children:[/*#__PURE__*/t(\"p\",{children:[\"When development teams create applications for the banking industry, they might find themselves interacting with systems of record. If they develop for telecom, they might end up learning about the \",/*#__PURE__*/e(a,{href:\"https://en.wikipedia.org/wiki/Signalling_System_No._7\",openInNewTab:!0,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\"SS7 Protocol\"})}),\". These systems, developed during the dawn of the information age, tend to be difficult to understand, and they don\u2019t integrate well or predictably with modern programming languages.\"]}),/*#__PURE__*/e(\"p\",{children:\"This bodes ill for applications whose shiny frontends conceal a backend that resembles MS-DOS. Agile teams working on the newer component will create at their usual breakneck speed, while the teams that are assigned to the older systems will plug away at waterfall speed.\"}),/*#__PURE__*/e(\"p\",{children:\"Creating features for systems of record will take a long time, and integrating those features will take longer still. In the meantime, the Agile teams who\u2019ve already finished their portion of the work will be left sitting on their hands.\"}),/*#__PURE__*/t(\"p\",{children:[\"That\u2019s Multi-Speed IT in a nutshell. \",/*#__PURE__*/e(\"strong\",{children:\"While Agile teams will be able to develop some features relatively fast, the time to production remains overlong\"}),\", and the advantages of Agile\u2014rapid iteration, lessened time to production\u2014are lost\"]}),/*#__PURE__*/e(\"img\",{alt:\"Multi-Speed IT - System of Record - System of Innovation\",className:\"framer-image\",\"data-framer-asset\":\"data:framer/asset-reference,4i8gSTlnuMkvzzv7HW8X3Ke0iwM.jpg?originalFilename=Multi-Speed-It.jpg\",src:\"https://framerusercontent.com/images/4i8gSTlnuMkvzzv7HW8X3Ke0iwM.jpg\",srcSet:\"https://framerusercontent.com/images/4i8gSTlnuMkvzzv7HW8X3Ke0iwM.jpg?scale-down-to=512 512w,https://framerusercontent.com/images/4i8gSTlnuMkvzzv7HW8X3Ke0iwM.jpg 700w\"}),/*#__PURE__*/e(\"h2\",{children:\"The Scaled Agile Framework (SAFe) Can Solve Multi-Speed IT\"}),/*#__PURE__*/t(\"p\",{children:[\"The intention of SAFe is to make up for the shortcomings of Agile that emerge when dealing with legacy software. Its key functional unit, the \",/*#__PURE__*/e(\"strong\",{children:\"Agile Release Train (ART)\"}),\", enforces a holistic approach.The Agile Release Train (ART) is the primary value delivery construct in SAFe. Each ART is a long-lived, self-organizing team of Agile Teams, a virtual organization (5 \u2013 12 teams) that plans, commits, and executes together. ARTs are organized around the \",/*#__PURE__*/e(a,{href:\"https://www.plutora.com/blog/value-stream-management-software-driven-world\",openInNewTab:!0,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\"Enterprise\u2019s significant Value Streams\"})}),\" and live solely to realize the promise of that value by building Solutions that deliver benefit to the end user.\"]}),/*#__PURE__*/e(\"p\",{children:\"That is to say, instead of isolated teams working on individual features, each train works together to create a working, integrated piece of software.\"}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"ARTs are typically made of up five to twelve Agile teams.\"}),\" Each ART knows the start date of their project. They know the release date, and they know how much work and which specific goals they need to hit in between those two dates.This is a ten-week increment by default. In the end, the train delivers production software with integrated features\u2014a \",/*#__PURE__*/e(\"strong\",{children:\"Potentially Shippable Increment (PSI)\"}),\". Along the train\u2019s journey, there are several different \u201Cstations,\u201D representing, for example, system integration testing, user acceptance testing, and staging.These stations are the same for every team aboard the train. If a team\u2019s feature isn\u2019t ready by the time they arrive at one of these stations, then they don\u2019t get to stay on the train. Their feature will not get included in the PSI and will have to wait until the next increment is delivered. This mechanism is in alignment with the \",/*#__PURE__*/e(a,{href:\"https://www.plutora.com/blog/scaled-agile-framework-safe\",openInNewTab:!1,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\"Scaled Agile Framework\"})}),\" overall \u201Cdefinition of done.\u201D In vanilla Agile, a feature is done when the code for it is written and tested. \",/*#__PURE__*/e(\"strong\",{children:\"In SAFe, a feature is done when it is written, tested, and proven to work in production.\"}),\" By delaying features that don\u2019t meet this definition, SAFe ensures that trains deliver PSIs with consistent levels of quality across the board.SAFe thus includes a baked-in quality control that is fundamental to solving the problem of Multi-Speed IT. This design philosophy helps to \",/*#__PURE__*/e(\"strong\",{children:\"ensure that teams working with legacy software will deliver their features on time\"}),\". It also allows\",/*#__PURE__*/e(\"strong\",{children:\" Agile teams working with newer systems to create at their own pace, without getting too far ahead of the legacy teams\"}),\".In order to achieve greater efficiencies, SAFe requires release management where multiple projects and multiple trains are involved.\"]}),/*#__PURE__*/e(\"h2\",{children:\"Multi-Speed IT and Agile Release Trains Require Release Management Across Projects\"}),/*#__PURE__*/t(\"p\",{children:[\"Managing \",/*#__PURE__*/e(a,{href:\"https://www.plutora.com/blog/agile-release-train\",openInNewTab:!1,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\"agile release trains\"})}),\" is an art that requires extensive collaboration and coordination. Managing a single train may be relatively easy, but this single train may have dependencies which connect to other ongoing projects. That\u2019s why, in order to achieve even greater efficiencies, \",/*#__PURE__*/e(\"strong\",{children:\"SAFe requires release management where multiple projects and multiple trains are involved\"}),\".Learn how to implement Multi-Speed-it with Release Management and Safe framework. Download our free white paper: \",/*#__PURE__*/e(a,{href:\"/resources/whitepapers/scaled-agile-framework-release-management\",openInNewTab:!0,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\"An Introduction to Release Management and SAFe\"})})]})]});export const richText10=/*#__PURE__*/t(n.Fragment,{children:[/*#__PURE__*/t(\"p\",{children:[\"Release Management is the \",/*#__PURE__*/e(\"strong\",{children:\"management of the software delivery lifecycle across multiple projects\"}),\" and departments within a large organization. It is the orchestration of activities and resources across multiple, interdependent software releases and changes initiatives to deliver software at scale. While managing both the technical and organizational complications that accompany delivering changes to enterprise-scale, composite systems within a large organization.\"]}),/*#__PURE__*/e(\"p\",{children:\"It\u2019s easy to say that Release Management is a \u201Cholistic approach\u201D and a \u201Cmulti-disciplinary IT governance structure,\u201D but these abstract definitions don\u2019t help. We\u2019ve written this blog to add clarity to a practice that most market leaders are already following but which few have defined.\"}),/*#__PURE__*/e(\"p\",{children:\"Release Management addresses a critical gap in the enterprise. It is the bridge between tactical \u2018agility\u2019 and a more strategic 'acceleration' across an entire enterprise.\"}),/*#__PURE__*/t(\"p\",{children:[\"Release Management isn\u2019t magic, and it isn\u2019t \u201Cmarket speak.\u201D It is defined by \",/*#__PURE__*/e(\"strong\",{children:\"the practices that are defining the efficient software enterprise today\"}),\", and it is the full realization of Agile in the enterprise.\"]}),/*#__PURE__*/e(\"h2\",{children:\"Practices that Define Release Management\"}),/*#__PURE__*/e(\"p\",{children:\"Enterprise Release Management is a practice area that covers a wide array of activities all focused on delivering software, but it is defined by a set of practices that support a multi-project, cross-functional approach to managing the end-to-end release process.\"}),/*#__PURE__*/e(\"h3\",{children:\"Multi-Project Release Coordination\"}),/*#__PURE__*/e(\"p\",{children:\"Maintaining a consolidated event calendar across all projects included in a large, composite release. This includes the orchestrated deployment of these projects to applications in the enterprise operating environment.\"}),/*#__PURE__*/e(\"h3\",{children:\"Environment Management\"}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(a,{href:\"https://www.plutora.com/blog/test-environment-management-metrics\",openInNewTab:!1,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\"Tracking capacity requirements\"})}),\" and work-effort for environments required during the software delivery process. Support decisions regarding the use of automated provisioning of environments or scheduled use of shared persistent environments.\"]}),/*#__PURE__*/e(\"h3\",{children:\"Automated Release Reporting\"}),/*#__PURE__*/e(\"p\",{children:\"Capturing metrics and key performance indicators for all release-related processes, gates, and resources, presented in dashboards for all stakeholders to identify progress toward the enterprise release.\"}),/*#__PURE__*/e(\"h3\",{children:\"Continuous Process Improvement\"}),/*#__PURE__*/t(\"p\",{children:[\"Measuring release-related metrics and tracking progress across the end-to-end software delivery process to support an \",/*#__PURE__*/e(a,{href:\"https://www.plutora.com/blog/continuous-improvement-cicd-pipeline\",openInNewTab:!1,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\"iterative approach to process improvement\"})}),\".\"]}),/*#__PURE__*/e(\"p\",{children:\"The four practices that define release management are all organized at a strategic, portfolio-wide level to provide IT management with visibility into the most strategic processes that serve to support coordinated releases. As organizations adopt a more Agile and accelerated approach to software delivery with an emphasis on best practices at a tactical level. Release management provides a series of practices designed to foster and support this agility and align it with decision-makers responsible for entire portfolios.\"}),/*#__PURE__*/e(\"h2\",{children:\"How Release Management Accelerates Business\"}),/*#__PURE__*/e(\"img\",{alt:\"What is Release Management\",className:\"framer-image\",\"data-framer-asset\":\"data:framer/asset-reference,xV2qev5JXDQZba8qHdKk0A8uymg.jpg?originalFilename=what-is-release-management-b.jpg\",src:\"https://framerusercontent.com/images/xV2qev5JXDQZba8qHdKk0A8uymg.jpg\",srcSet:\"https://framerusercontent.com/images/xV2qev5JXDQZba8qHdKk0A8uymg.jpg 800w\"}),/*#__PURE__*/t(\"p\",{children:[\"Release Management captures the \",/*#__PURE__*/e(\"strong\",{children:\"best practices and alignment strategies of the top performers\"}),\" and creates a new, company-wide approach to unifying efforts around the singular goal of delivering software efficiently.While many organizations have successfully created focused groups leveraging both Agile Software Development alongside DevOps, most organizations have yet to create a comprehensive strategy for adopting such practices across the enterprise. Release Management \",/*#__PURE__*/e(\"strong\",{children:\"provides a context for identifying opportunities for greater efficiency\"}),\" and for using Release Management as a tool to move projects toward a more iterative and Agile approach to software delivery. Release Management makes it possible to scale Agile beyond the project or department level.Do you want to learn more about Release Management? Download our free white paper: \",/*#__PURE__*/e(a,{href:\"/resources/whitepapers/what-is-enterprise-release-management\",openInNewTab:!1,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\"What is Enterprise Release Management?\"})})]})]});export const richText11=/*#__PURE__*/t(n.Fragment,{children:[/*#__PURE__*/e(\"p\",{children:\"Three characteristics drive the need to establish a single system of record. They are all related to the complications that accompany scale.\"}),/*#__PURE__*/e(\"h2\",{children:\"Gaps between Teams\"}),/*#__PURE__*/t(\"p\",{children:[\"Companies that benefit most from \",/*#__PURE__*/e(a,{href:\"https://www.plutora.com/software-release-management/benefits-of-release-management\",openInNewTab:!1,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\"Release Management\"})}),\" are large enterprises consisting of multiple departments, which span one or more business units, and are supported by one or more IT departments. Release Management is applicable for companies with over 100 direct participants in the software delivery lifecycle. If a company has more than three groups coordinating to deliver software with more than 100 direct participants, it is a prime candidate to benefit from a single system of record. \",/*#__PURE__*/e(\"strong\",{children:\"Release Management provides a higher level of strategy to align personnel\"}),\" across departments and address obstacles and communication issues that may arise outside of individual groups.\"]}),/*#__PURE__*/e(\"h2\",{children:\"Complex System and Interdependencies\"}),/*#__PURE__*/e(\"p\",{children:\"Large, composite enterprise systems are characterized by the presence of multiple interdependent subsystems including both systems developed by internal application development teams and third-party services such as content delivery networks and payment gateways. These composite systems involve multiple, independent development groups often spanning several organizational structures both internal and external and subsystems are linked together in a hierarchy creating an overall enterprise architecture. Changes are rarely confined to single, isolated components in a composite system and when application features or services are implemented multiple components in a composite system are impacted simultaneously.\"}),/*#__PURE__*/e(\"h2\",{children:\"Complexity = Risk\"}),/*#__PURE__*/t(\"p\",{children:[\"High-risk industries such as e-commerce, government, and banking require a constant commitment to 24/7 availability. Uptime is the primary concern for a business designed to serve consumers and any organization of sufficient complexity is faced with the challenge of controlling the impact of software releases. As\",/*#__PURE__*/e(\"strong\",{children:\" software releases are the primary source of downtime in most enterprises\"}),\", there\u2019s a special sensitivity and awareness when it comes to managing release-related risk. When contingency planning isn\u2019t optional and when minutes of downtime or even transient downtime can impact the business a Release Management practice is focused on \",/*#__PURE__*/e(\"strong\",{children:\"identifying and managing risks associated\"}),\" with multi-project deployments.\"]}),/*#__PURE__*/e(\"h2\",{children:\"Why is Release Management the Right Solution?\"}),/*#__PURE__*/t(\"p\",{children:[\"Release Management is especially useful when an organization maintains systems so large that no one group fully understands the scope of the overall system. \",/*#__PURE__*/e(a,{href:\"https://www.plutora.com/blog/release-management-best-practices\",openInNewTab:!1,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\"Release Management\"})}),\" functions are designed to facilitate visibility across systems no matter the scope they cover. Examples include an e-commerce system implemented as a series of dedicated services including inventory, payment, and front-end website development.\"]}),/*#__PURE__*/e(\"p\",{children:\"Another example would be a large enterprise that has built a website that interacts with a CRM system such as PeopleSoft or Siebel.\"}),/*#__PURE__*/e(\"h2\",{children:\"Benefits of Release Management\"}),/*#__PURE__*/t(\"p\",{children:[\"With Release Management organizations can\",/*#__PURE__*/e(\"strong\",{children:\" achieve real agility above the level of individual projects\"}),\". When management functions are informed by feeds updated continuously and when multiple departments agree upon consolidated dashboards of release progress organizations can start focusing on efficient execution and avoid interrupting productive resources just to measure progress.\"]}),/*#__PURE__*/e(\"h3\",{children:\"Unlocking the Organization: Tackling Complexity\"}),/*#__PURE__*/t(\"p\",{children:[\"The more teams, departments, and projects involved in a release the more likely it is that your release processes are approaching a fundamental complexity limit. \",/*#__PURE__*/e(\"strong\",{children:\"Release Management is the only way to move past these organizational limits as it shifts the organizational and coordination challenges\"}),\" to tools that are automatically gathering data from systems that have been instrumented to provide updated snapshots of status and schedule.\"]}),/*#__PURE__*/e(\"p\",{children:\"As teams continue to drive toward continuous deployment the challenge of traditional project management approaches these limits of complexity. While \u201Cbottom-up\u201D agility results in a dramatic project or department-wide improvements this approach doesn\u2019t scale to the scope of an entire enterprise. Release Management provides a model to bring low-level agility to the portfolio level.\"}),/*#__PURE__*/e(\"h3\",{children:\"Visibility: Reality-based Management for the Enterprise\"}),/*#__PURE__*/t(\"p\",{children:[\"With Release Management \",/*#__PURE__*/e(\"strong\",{children:\"IT portfolio managers and IT management have visibility into the progress of large-scale software projects\"}),\". Without Release Management the best an organization can do is guess at the current status and risks.\"]}),/*#__PURE__*/e(\"p\",{children:\"Release Management is an always-on management function \u2013 it is release management integrated into the way projects and departments collaborate. It structures interactions and planning around a singular goal of delivering software.\"}),/*#__PURE__*/e(\"h3\",{children:\"Greater Alignment, Greater Agility: A New Way to Deliver Software\"}),/*#__PURE__*/t(\"p\",{children:[\"Release Management is a new way to coordinate and track what enterprises are already doing in a more focused manner. An enterprise already has multiple release managers each focused on individual projects, but many lack an overall initiative to encourage more continuous alignment between projects. The enterprise already maintains a calendar of release dates and plans business-functions accordingly. What most businesses lack is a more \",/*#__PURE__*/e(\"strong\",{children:\"detailed view of this release calendar that can be used to mitigate risk\"}),\".Do you want to learn more about Release Management? Download our free white paper: \",/*#__PURE__*/e(a,{href:\"/resources/whitepapers/what-is-enterprise-release-management\",openInNewTab:!1,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\"What is Enterprise Release Management?\"})})]})]});export const richText12=/*#__PURE__*/t(n.Fragment,{children:[/*#__PURE__*/e(\"p\",{children:\"Enterprise software development has undergone a dramatic transformation in the last decade as most companies have transitioned to more iterative, Agile approaches to software delivery. This overall acceleration of the software development effort has been focused squarely on more strategic practices related to software development.\"}),/*#__PURE__*/e(\"p\",{children:\"From source control to scrums to deployment automation, most IT departments are moving quickly and assembling a large amount of data related to software delivery.\"}),/*#__PURE__*/t(\"p\",{children:[\"Successes at the strategic level are not\\xa0integrated into systems designed to support more strategic decisions at the portfolio level. While single projects can move quickly, using a modern toolset intended to support rapid delivery,\",/*#__PURE__*/e(\"strong\",{children:\"\\xa0large organizations managing risky, complex releases are still forced to manually assemble information\"}),\" from a heterogeneous collection of disparate IT systems. Release Management integrates information from a variety of sources to support a more continuous approach to planning and managing large-scale releases.\"]}),/*#__PURE__*/e(\"h2\",{children:\"System Integration is the Magic Word for Successful Data-Driven Software Delivery\"}),/*#__PURE__*/e(\"p\",{children:\"The challenge is integrating all these systems in one place:\"}),/*#__PURE__*/t(\"ol\",{children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Continuous Integration Systems\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Deployment Automation Systems\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Application Release Automation\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Change Management Systems\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Project Issue Trackers\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Portfolio Management Tools\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Monitoring and Analytics Systems\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Automated Testing Infrastructure\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"Source Code Management Systems\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/e(\"p\",{children:\"IT Portfolio Management Tools.\"})})]}),/*#__PURE__*/t(\"p\",{children:[\"When these systems are integrated, Release Management \",/*#__PURE__*/e(\"strong\",{children:\"dashboards become a single pane of information providing up-to-date information\"}),\" across the entire department. Giving management the ability to gauge progress immediately without introducing disruption in the form of status meetings. Developers working on one project can gain an immediate awareness of how the changes they are making affect the overall schedule. Managers gain fine-grained insight into the progress of a project.Release Management serves to \",/*#__PURE__*/e(\"strong\",{children:\"connect the low-level productivity tools that have come to define Agile success\"}),\". The issue trackers, continuous integration systems, and distribution code repositories that are the signature of a new, more iterative approach to development, are often in conflict with the static snapshots currently captured by today\u2019s IT management and ITSM delivery tools. With a modern Release Management solution, management tools are connected to the day-to-day realities of both IT service managers and developers. Creating a single source of truth that allows management to get the status directly from the source.Self-service deployments, release automation, and more distributed operational responsibilities have created a situation where the remaining obstacles to efficient execution are self-imposed.While teams can move very quickly to the overall enterprise and the organization is struggling to keep up. How can companies move faster while managing risks associated with large, interconnected software systems?\"]}),/*#__PURE__*/e(\"h2\",{children:\"The Key: A Single System of Record\"}),/*#__PURE__*/t(\"p\",{children:[\"Across industries, time-to-market for new software initiatives is decreasing over time, and the frequency with which releases are transitioned from development to production is increasing. Put simply, \",/*#__PURE__*/e(\"strong\",{children:\"every major company is turning into a software company\"}),\" and software is being delivered faster. This transformation is driven by the widespread adoption of Agile methodologies alongside the increasing prevalence of DevOps as a philosophy affecting the release and operational agility.As highly competitive markets continue to reward organizations that can \",/*#__PURE__*/e(\"strong\",{children:\"deliver quality software faster and more frequently,\"}),\" it is essential that enterprises focus on identifying opportunities for greater efficiency. It doesn\u2019t matter how quickly an individual team can deliver if that team is constantly waiting due to environment issues or coordination problems between internal and external partners. Every software release should yield information leading to process improvements for the next iteration. \",/*#__PURE__*/e(\"strong\",{children:\"Release Management is how an enterprise accelerates\"}),\".\"]}),/*#__PURE__*/e(\"img\",{alt:\"Single System Of Records - System Integration\",className:\"framer-image\",\"data-framer-asset\":\"data:framer/asset-reference,xV2qev5JXDQZba8qHdKk0A8uymg.jpg?originalFilename=what-is-release-management-b.jpg\",src:\"https://framerusercontent.com/images/xV2qev5JXDQZba8qHdKk0A8uymg.jpg\",srcSet:\"https://framerusercontent.com/images/xV2qev5JXDQZba8qHdKk0A8uymg.jpg 800w\"}),/*#__PURE__*/t(\"p\",{children:[\"Release Management supports process improvement for increasingly Agile enterprises by capturing accurate status throughout all phases of the release cycle. Release Management provides an institution with\",/*#__PURE__*/e(\"strong\",{children:\" rich historical data that can be analyzed after every release cycle.\"}),\" Under a Release Management practice-specific, release-related metrics are captured and assessed, and a rigorous post-release analysis is performed such that improvements can be identified and modifications to release strategy can be introduced into an iterative process of continuous improvement.Release Management is an agent of change. Organizations can start to track the performance of now isolated DevOps and Agile initiatives and establish \",/*#__PURE__*/e(a,{href:\"https://www.plutora.com/blog/release-management-best-practices\",openInNewTab:!1,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\"common best practices\"})}),\" to facilitate the transition of all projects to modern, iterative release processes.Do you want to learn more about Release Management? Download our free white paper: \",/*#__PURE__*/e(a,{href:\"/resources/whitepapers/what-is-enterprise-release-management\",openInNewTab:!1,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\"What is Enterprise Release Management?\"})})]})]});export const richText13=/*#__PURE__*/t(n.Fragment,{children:[/*#__PURE__*/t(\"p\",{children:[\"Large organizations engaged in \",/*#__PURE__*/e(a,{href:\"https://www.plutora.com/software-release-management\",openInNewTab:!1,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\"enterprise-wide release management\"})}),\" seldom have a single \u201Centerprise release manager.\u201D Instead of a single, \u201Centerprise-wide\u201D responsibility, most large, decentralized organizations assign responsibility for more strategic, release management functions to several existing roles.Release Management addresses a critical gap in the enterprise. It is the bridge between tactical \u2018agility \u2019 and a more strategic \u201Cacceleration\u201D across an entire enterprise.\u201D\"]}),/*#__PURE__*/e(\"p\",{children:\"A release management practice supports and is supported by the following job functions:\"}),/*#__PURE__*/e(\"h2\",{children:\"IT Portfolio Manager\"}),/*#__PURE__*/t(\"p\",{children:[\"An efficient Release Management practice provides portfolio managers greater visibility into changes affecting multiple systems to create a consolidated status for change initiatives across an entire portfolio. By assembling data across multiple initiatives, \",/*#__PURE__*/e(\"strong\",{children:\"Release Management facilitates a process of continuous improvement\"}),\" at the portfolio level giving organizations a central mechanism to track common challenges and lessons learned.\"]}),/*#__PURE__*/e(\"p\",{children:\"With Release Management IT Portfolio Managers make strategic adjustments to both staffing and spend across departments as change initiatives evolve continuously.\"}),/*#__PURE__*/e(\"h2\",{children:\"Environment Manager\"}),/*#__PURE__*/t(\"p\",{children:[\"Individuals and teams responsible for the allocation, provisioning, and configuration of production and non-production environments are often at the mercy of shifting schedules and unreliable estimates of capacity requirements during the software delivery lifecycle. A comprehensive approach to Release Management incorporates production environment, non-production testing environment, and data environment effort and requirements into an overall plan to support software delivery. Under a Release Management practice environment, management can use a \",/*#__PURE__*/e(\"strong\",{children:\"continuously updated and more accurate status to make more efficient use of both physical and cloud-based infrastructure to support software delivery\"}),\".\"]}),/*#__PURE__*/e(\"h2\",{children:\"Release Manager\"}),/*#__PURE__*/t(\"p\",{children:[\"Release Management creates a \",/*#__PURE__*/e(a,{href:\"https://www.plutora.com/blog/release-manager-job\",openInNewTab:!1,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\"standard view of the end-to-end release lifecycle\"})}),\" providing better decision support to release managers responsible for delivering software on time and under budget. Armed with a more detailed and accurate view of project status organizations practicing Release Management are able to release more frequently and with greater integrity and predictability. Dependencies between systems are tracked and release managers are able to accurately assess the impact of scheduling changes to a consolidated timeline. A Release Management practice \",/*#__PURE__*/e(\"strong\",{children:\"maintains an up-to-date model of resources supporting a release, giving release managers the ability to gauge the capacity of an organization\"}),\" to support an ongoing, iterative release process by tracking organizational capacity and non-production testing environments.\"]}),/*#__PURE__*/e(\"h2\",{children:\"Quality Manager\"}),/*#__PURE__*/t(\"p\",{children:[\"With Release Management, quality assurance and quality engineering managers are able to \",/*#__PURE__*/e(\"strong\",{children:\"forecast demand and allocated limited testing resources across multiple projects\"}),\" in response to shifting schedules. With a Release Management practice, QA managers have better visibility into the release pipelines and so can better prioritize and allocate resources.\"]}),/*#__PURE__*/e(\"h2\",{children:\"IT Service Manager\"}),/*#__PURE__*/t(\"p\",{children:[\"Service managers need clear visibility into the progress of the handling of their change requests and can now track them through the release process. Service managers \",/*#__PURE__*/e(\"strong\",{children:\"gain confidence\"}),\" and are exposed to\",/*#__PURE__*/e(\"strong\",{children:\" less risk\"}),\" as changes are deployed in a structured and repeatable way.\"]}),/*#__PURE__*/e(\"h2\",{children:\"Product Manager\"}),/*#__PURE__*/t(\"p\",{children:[\"Under a strong Release Management practice project, managers are \",/*#__PURE__*/e(\"strong\",{children:\"no longer spending 30-40% of their time distracting key resources\"}),\" with meetings to measure status or maintaining manual spreadsheets tracking progress toward a release goal. Project managers benefit from an always up-to-date picture of project status and are able to manage scheduling and resource conflicts across groups as they develop.\"]}),/*#__PURE__*/e(\"h2\",{children:\"Everyone on the same page\"}),/*#__PURE__*/t(\"p\",{children:[\"Instead of being defined by a central \u201Centerprise release management\u201D group the enterprise release management function is shared across multiple departments and multiple teams with IT portfolio managers and higher-level project managers supporting multiple departments with the necessary infrastructure and tools to\",/*#__PURE__*/e(\"strong\",{children:\" facilitate enterprise-wide release management activities\"}),\".Do you want to learn more about Release Management? Download our free white paper: \",/*#__PURE__*/e(a,{href:\"/resources/whitepapers/what-is-enterprise-release-management\",openInNewTab:!1,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\"What is Enterprise Release Management\"})}),\".\"]})]});export const richText14=/*#__PURE__*/t(n.Fragment,{children:[/*#__PURE__*/t(\"h6\",{children:[\"Development teams are \u201Cproactive.\u201D Developers create software systems, and they often have an entirely different model of business from the Operations teams. \",/*#__PURE__*/e(\"strong\",{children:\"These groups have a wide variation in both process and approach to software releases\"}),\". Some development groups working on slow-moving, back-office systems may be very amenable to the service management model of software delivery.\"]}),/*#__PURE__*/e(\"p\",{children:\"Other groups, who are focused on fast-moving, highly technical systems, are not often aligned with the IT Service Management (ITSM) and Information Technology Infrastructure Library (ITIL) models.\"}),/*#__PURE__*/e(\"p\",{children:\"Developers focus their efforts on \u2018pushing out code\u2019 and tend to be agile, proactive, and reliant on self-service for accomplishing their goals.\"}),/*#__PURE__*/t(\"p\",{children:[\"When it comes to tools, developers are more at home managing development processes with issue tracking tools like \",/*#__PURE__*/e(a,{href:\"https://www.atlassian.com/\",openInNewTab:!1,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\"Atlassian\u2019s JIRA\"})}),\", and configuration management tools like \",/*#__PURE__*/e(a,{href:\"https://puppet.com/\",openInNewTab:!0,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\"Puppet\"})}),\" or \",/*#__PURE__*/e(a,{href:\"https://www.plutora.com/ci-cd-tools/configuration-management-tools/chef\",openInNewTab:!0,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\"Chef\"})}),\".\"]})]});export const richText15=/*#__PURE__*/t(n.Fragment,{children:[/*#__PURE__*/e(\"p\",{children:\"Traditionally, development teams had the sole purpose of satisfying a particular business need. They tended to focus on software delivery and internal quality metrics and left it to release managers to act as a buffer between any internal process requirements, or as a bridge across other groups that may have taken a more formal approach to service management.\"}),/*#__PURE__*/t(\"p\",{children:[\"In short, \",/*#__PURE__*/e(\"strong\",{children:\"developers focus their efforts on \u2018pushing out code.\u2019\"}),\" Changes and enhancements to production systems and attendant failures in providing service are seen as part of this rush to get the latest and greatest code out to consumers. Developers thus tend to be agile, proactive, and reliant on self-service for accomplishing their goals.Operations groups, on the other hand, are \u201Creactive.\u201D They are focused on service management and incident response. Teams supporting operations tend to use organization models closely aligned with ITSM and ITIL. A site operations team at a high profile website will use the term \u201Ccustomer\u201D to refer to internal end users creating incidents and change requests in a system like \",/*#__PURE__*/e(a,{href:\"https://www.bmc.com/\",openInNewTab:!0,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\"BMC Remedy\"})}),\" or \",/*#__PURE__*/e(a,{href:\"https://www.servicenow.com/\",openInNewTab:!0,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\"ServiceNow\"})}),\".\"]}),/*#__PURE__*/e(\"p\",{children:\"In another example, a team managing cloud infrastructure for forty internal development groups will view interactions with internal groups similar to how service providers view relationships with customers. To accurately track cost and forecast capacity, interactions with these groups would then follow well-established patterns for service management.\"}),/*#__PURE__*/t(\"p\",{children:[\"In a nutshell, \",/*#__PURE__*/e(\"strong\",{children:\"Operations teams are responsible for keeping existing services available\"}),\", meeting agreed upon \",/*#__PURE__*/e(a,{href:\"https://en.wikipedia.org/wiki/Service-level_agreement\",openInNewTab:!0,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\"Service Level Agreement (SLA)\"})}),\", while still helping the business innovate by rolling out new products and enhancing existing products.Also, \",/*#__PURE__*/e(\"strong\",{children:\"IT Operations are always faced with less when it comes to budget and time\"}),\". The mantra of doing more with less is driven by easy access to technologies such as virtualization and cloud computing that has increased efficiencies and made IT an open endeavor instead of a CapEx investment.Changes and enhancements to production systems and attendant failures in providing service are seen as part of this rush to get the latest and greatest code out to its consumers.At the same time, \",/*#__PURE__*/e(\"strong\",{children:\"competitive pressure and practices such as DevOps now require IT Operations to be nimble\"}),\", efficient, and cost-effective to ensure they can provide strategic value to the business and not just be considered a cost center.\"]}),/*#__PURE__*/e(\"p\",{children:\"This balance (business needs vs. accountability) makes operations teams cost-conscious, process-driven, reactive, and wary of sudden and rapid change.\"}),/*#__PURE__*/e(\"h2\",{children:\"DevOps Challenges in Modern Software Delivery\"}),/*#__PURE__*/e(\"p\",{children:\"Historically, ITSM and ITIL were both created to enable a set of standard best practices for service management and IT. When an international enterprise needs an internal Help Desk to manage the delivery of a software project to hundreds of thousands of employees, these are the standards that the enterprise can use off-the-shelf.\"}),/*#__PURE__*/t(\"p\",{children:[\"Different services can be assigned SLAs, and systems like\",/*#__PURE__*/e(a,{href:\"https://www.servicenow.com/\",openInNewTab:!0,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\" ServiceNow\"})}),\" or \",/*#__PURE__*/e(a,{href:\"https://www.bmc.com/\",openInNewTab:!0,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\"BMC Remedy\"})}),\" can be used to track incidents. Costs are controlled, and system availability is accurately measured. These models work well if you are delivering a predictable set of services to internal \u201Ccustomers.\u201D Software releases are predictable events, which can be forecast days or months in advance, and are then tracked and managed in a rigid process that aligns with an ITIL standard.\"]}),/*#__PURE__*/e(\"p\",{children:\"If you are planning a release, you create a series of changes and aggregate them into release requests. A review board approves the requests, and a service analyst identifies the risks associated with the release process.\"}),/*#__PURE__*/e(\"p\",{children:\"Ultimately, a detailed analysis of the output of a release-tracking tool\u2014that tracks a release as an incident to be managed and responded to\u2014will identify any further ramifications of the change request.\"}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"The \"}),/*#__PURE__*/e(a,{href:\"https://www.plutora.com/devops\",openInNewTab:!1,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:/*#__PURE__*/e(\"strong\",{children:\"DevOps\"})})}),/*#__PURE__*/e(\"strong\",{children:\" movement emphasizes automation, self-service deployments, and continuous delivery pipelines to support an Agile software development process\"}),\". When an organization adopts tools and procedures associated with DevOps, this often shifts more of the responsibilities of software deployment and service management onto development teams, who are working closely with operations teams, with developers often driving the initiative.\"]}),/*#__PURE__*/e(\"img\",{alt:\"DevOps Development Operations Gap\",className:\"framer-image\",\"data-framer-asset\":\"data:framer/asset-reference,PnrrQIZaoqyktcELSR6UYGkolaI.jpg?originalFilename=DevOps-Development-Operations-Gap-B.jpg\",src:\"https://framerusercontent.com/images/PnrrQIZaoqyktcELSR6UYGkolaI.jpg\",srcSet:\"https://framerusercontent.com/images/PnrrQIZaoqyktcELSR6UYGkolaI.jpg?scale-down-to=512 512w,https://framerusercontent.com/images/PnrrQIZaoqyktcELSR6UYGkolaI.jpg 800w\"}),/*#__PURE__*/e(\"p\",{children:\"DevOps seems to be working for some enterprises. In fact, it is not uncommon to hear success stories from the likes of Facebook, Netflix, Amazon, or Etsy. Claims of multiple (in some cases hundreds) of deployments a day are not uncommon. In fact, Etsy makes the bold claim that \u201Ca new developer commits to production on Day 1.\u201D\"}),/*#__PURE__*/e(\"h3\",{children:\"Is this reality to be found across the IT spectrum or is it the viewpoint of a few unicorns?\"}),/*#__PURE__*/e(\"p\",{children:\"Most enterprises still feel stranded when it comes to DevOps. While they understand the benefits of being Agile, they do not know where to focus or how to start down the DevOps path. A big reason for this (as outlined in previous sections) is the inherently different nature, approach, tooling, and incentives between development and operations teams.\"}),/*#__PURE__*/e(\"p\",{children:\"In short, there is a much overlooked yet huge disconnect within the IT department between teams tasked with supporting software and teams tasked with creating software. In these organizations, the intersection or handoff from development to operations continues to be a bottleneck.\"}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Development still perceives operations as a brick wall they run into despite their best intentions and approach (Agile)\"}),\" to application development. To development teams, it still feels as if they are tossing code over this brick wall, hoping it will be deployed correctly by IT operations. \",/*#__PURE__*/e(\"strong\",{children:\"Operations, on the other hand, look at development suspiciously\"}),\". Has adequate testing been done? What about ticket sign-offs, authorizations and approvals, and due process? How about ensuring the code has been acceptance-tested, been through various stages and gates, and is indeed ready for prime time?\"]}),/*#__PURE__*/e(\"h2\",{children:\"The Solution: Release Management\"}),/*#__PURE__*/t(\"p\",{children:[\"It is in this context of development meeting operations that \",/*#__PURE__*/e(a,{href:\"https://www.plutora.com/blog/what-is-release-management\",openInNewTab:!0,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\"Release Management\"})}),\" becomes significant. It is indeed the lynchpin for a smooth transition of applications from code completion to deployment into live production environments.It is easy to get carried away with thinking that DevOps begins and ends with ALM tools in conjunction with automation (Continuous Delivery) tools. While these tools serve an important purpose and have been readily embraced by development teams, \",/*#__PURE__*/e(\"strong\",{children:\"they still leave huge gaps in the application delivery workflow\"}),\".\",/*#__PURE__*/e(a,{href:\"https://www.plutora.com/blog/what-is-release-management\",openInNewTab:!0,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\"Release Management\"})}),\" is the bridge between development and operations, and you can strengthen that bridge with the right approach, tools, teams, and processes. Our free white paper provides a tailored approach to creating an \",/*#__PURE__*/e(a,{href:\"/resources/whitepapers/setting-up-critical-devops-role-of-enterprise-release-management\",openInNewTab:!1,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\"efficient and effective Release Management function\"})}),\" within your IT organization. \",/*#__PURE__*/e(a,{href:\"/resources/whitepapers/setting-up-critical-devops-role-of-enterprise-release-management\",openInNewTab:!1,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\"Get it now!\"})})]})]});export const richText16=/*#__PURE__*/t(n.Fragment,{children:[/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Software is eating the world\"}),\". As companies move forward, they must adjust their business practices by automating manual processes with intelligent software solutions. Classic companies such as bookstores, taxi services, and hotels are now led by software technology companies. For example, one healthcare provider has an IT team of 11,000 people rivaling the top software companies found in Silicon Valley.\",/*#__PURE__*/e(\"strong\",{children:\"Enterprises need to change their business model, transforming into technology powerhouses to survive the digital revolution\"}),\". They must do it in the right way to stay competitive. Their focus must be to deliver value through software applications to their customers faster and more reliably than ever before.\"]}),/*#__PURE__*/e(\"h2\",{children:\"Innovate or Risk Losing Everything\"}),/*#__PURE__*/e(\"p\",{children:\"As agile start-up companies continue to disrupt the status quo of long-standing markets and industries, large enterprises are left with a troubling dilemma \u2013 innovate or die. This might seem like an extreme statement, but a look at Uber\u2019s emergence as the perennial digital transformation example indicates just how real this problem is for large enterprises. The taxi business seemed like an immovable mainstay in metropolitan areas, but Uber introduced innovation that has seriously diminished (or, in some cases, entirely crushed) traditional taxi companies.\"}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"The new reality is that every company is a digital, software-powered company.\"}),\" IT projects and software functionality has permeated every aspect of every business \u2013 from backend processes all the way to customer-facing innovation. Staying competitive requires swift digital transformation capable of keeping pace with the ever-increasing demand for faster releases and updates. While small businesses and start-ups can thrive on this demand, large enterprises face many obstacles to speeding up software delivery.While Facebook\u2019s \",/*#__PURE__*/e(a,{href:\"https://www.businessinsider.com/everything-happening-to-facebook-stems-from-its-radical-thesis-of-move-fast-and-break-things-2018-3/\",openInNewTab:!0,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\"\u201Cmove fast and break things\u201D\"})}),\" motto became the rallying cry for so many innovative companies, even the Web giant has had to shift its focus. The \u201Cmove fast and break things\u201D motto inherently means knowingly tolerate bugs in their releases, but as user expectations for a quality increase, this is no longer acceptable. In 2014, Mark Zuckerberg changed Facebook\u2019s motto to \",/*#__PURE__*/e(a,{href:\"https://mashable.com/2014/04/30/facebooks-new-mantra-move-fast-with-stability/\",openInNewTab:!0,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\"\u201Cmove fast with stable infrastructure,\u201D\"})}),\" which highlights the key problem that every large enterprise is facing.There are drivers behind the need to innovate and release software faster, but the question VPs are left with is, \",/*#__PURE__*/e(\"strong\",{children:\"\u201Chow do we actually increase speed and be more responsive without losing control?\u201D\"}),\" To answer this question, don\u2019t look for small changes to project management or operations that could increase productivity \u2013 look to enterprise release management as a means of bridging the gap between engineering speed and project management visibility.\"]}),/*#__PURE__*/e(\"h2\",{children:\"Main change drivers for Digital Transformation\"}),/*#__PURE__*/t(\"p\",{children:[\"For VPs with more on their plate than the idea of changing software delivery processes, the question \u201Cwhy implement enterprise release management right now?\u201D may be looming large. There are\",/*#__PURE__*/e(\"strong\",{children:\" three core delivery drivers \"}),\"originating from the business that are sparking a need for immediate change:\"]}),/*#__PURE__*/e(\"img\",{alt:\"Software Digital Transformation\",className:\"framer-image\",\"data-framer-asset\":\"data:framer/asset-reference,ARcYjUh7yIvUVokLQccoUqDXKl4.jpg?originalFilename=Software-Digital-Transformation.jpg\",src:\"https://framerusercontent.com/images/ARcYjUh7yIvUVokLQccoUqDXKl4.jpg\",srcSet:\"https://framerusercontent.com/images/ARcYjUh7yIvUVokLQccoUqDXKl4.jpg?scale-down-to=512 512w,https://framerusercontent.com/images/ARcYjUh7yIvUVokLQccoUqDXKl4.jpg 1002w\"}),/*#__PURE__*/e(\"h3\",{children:\"The Need for Acceleration\"}),/*#__PURE__*/t(\"p\",{children:[\"There has been plenty written about the advantages of adopting agile DevOps at the engineering level to help automate and streamline technical processes. However, less is mentioned of the need for project management teams to handle all of the different automation solutions the engineering teams deploy. \",/*#__PURE__*/e(\"strong\",{children:\"With manual processes, there\u2019s no way to accelerate support for the engineering side\"}),\".\"]}),/*#__PURE__*/e(\"h3\",{children:\"Risk Perspective\"}),/*#__PURE__*/t(\"p\",{children:[\"Every software release is accompanied by a certain level of risk for the business. Whether it\u2019s a bug in a customer-facing system that leads to revenue loss or an internal IT system that crashes and diminishes productivity, software release risk must be managed. As delivery demand increases,\",/*#__PURE__*/e(\"strong\",{children:\" project management teams must have visibility into the total risk landscape\"}),\" \u2013 something manual processes can\u2019t provide.\"]}),/*#__PURE__*/e(\"h3\",{children:\"Multiple Delivery Pipelines at the Engineering Level\"}),/*#__PURE__*/t(\"p\",{children:[\"When release schedules were based on a 12-month or bi-annual pace, it was much easier for project managers to track delivery pipelines. However, semi-daily or weekly cycles are creating a major overlap between delivery pipelines \u2013 and the sheer volume of delivery pipelines increases on a near-daily basis. \",/*#__PURE__*/e(\"strong\",{children:\"Managing these pipelines with spreadsheets won\u2019t work\"}),\", driving the need for delivery management change.\"]}),/*#__PURE__*/e(\"h2\",{children:\"It's time to sunset manual processes\"}),/*#__PURE__*/e(\"p\",{children:\"To think that the manual spreadsheet management strategies that most project management teams use to keep track of software releases can keep up with the rate of delivery demand is misguided. Even if project management teams are retaining some semblance of success in the beginning stages of digital transformation, there\u2019s simply no way to manage increasingly automated releases at the necessary rate to remain competitive in the new digital reality.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"strong\",{children:\"Faster release cycles that support digital transformation \u2013 weekly or bi-weekly at least \u2013 are successful just 45% of the time, which is unacceptable for today\u2019s large enterprises.\"})}),/*#__PURE__*/e(\"p\",{children:\"The top-down approach of automated enterprise release management gives project management teams the ability to plug into a litany of different technologies to create a level of coordination across projects, operations, and engineering functions that simply isn\u2019t possible with current strategies. This coordination of the IT delivery process can dramatically increase project success even as the rate of delivery increases.\"}),/*#__PURE__*/t(\"p\",{children:[\"How can your organization become a software powerhouse? By implementing a release management function, increasing speed, visibility and reducing risk in the software delivery process. Learn how to do it by reading our free white paper: \",/*#__PURE__*/e(a,{href:\"/resources/whitepapers/how-enterprise-release-management-enables-digital-business-transformation\",openInNewTab:!0,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\"\u201CRelease Management Enables Digital Business Transformation\u201C\"})})]})]});export const richText17=/*#__PURE__*/t(n.Fragment,{children:[/*#__PURE__*/e(\"p\",{children:\"The reality of modern software development and delivery mean a few things.\"}),/*#__PURE__*/e(\"h2\",{children:\"1. Software projects are increasingly agile\"}),/*#__PURE__*/t(\"p\",{children:[\"The term \u201CAgile\u201D is often overused, what does it mean in the context of release management? While \u201CAgile\u201D is a development process, it can also translate to software projects that are delivered more frequently with less ceremony surrounding a given release. This trend can be developed to a point where a\",/*#__PURE__*/e(\"strong\",{children:\" large software system is pushed to production multiple times a day\"}),\", and these are systems that are commonplace in these organizations such as Google and Facebook. The companies push mission-critical systems to production every day in a way that would make the use of heavy ITIL-based release management tools impractical.\"]}),/*#__PURE__*/e(\"h2\",{children:\"2. Deployments are increasingly self-service\"}),/*#__PURE__*/t(\"p\",{children:[\"This means that developers and development groups have direct access to deploy code to production. This is a dramatic shift made possible by the ease with which developers can now provision virtual machines in cloud environments. If your organization uses an internal cloud on OpenStack your developers may also have direct access to tools that allow for self-service configuration management and software deployment. In these organizations, \",/*#__PURE__*/e(\"strong\",{children:\"release managers are an important bridge between self-service deployments and supportable service delivery\"}),\".\"]}),/*#__PURE__*/e(\"h2\",{children:\"3. Releases are increasingly distributed\"}),/*#__PURE__*/e(\"p\",{children:\"Take a large e-commerce or social networking website as an example and you\u2019ll quickly see that a software release requires the coordination of several independent systems.\"}),/*#__PURE__*/t(\"p\",{children:[\"As more and more enterprises move to a server-oriented architecture\",/*#__PURE__*/e(\"strong\",{children:\" software releases have become less amenable to modeling\"}),\" as a single release event.\"]}),/*#__PURE__*/e(\"h2\",{children:\"Modern Software Releases Demand Flexibility\"}),/*#__PURE__*/t(\"p\",{children:[\"Large enterprises with several development groups, agile development practices, and frequent releases are finding themselves in a \",/*#__PURE__*/e(\"strong\",{children:\"continuous state of releasing software\"}),\". It is this always-on nature of software releases that are most incompatible with ITSM models. To read the ITIL standard is to understand the model of software delivery from nearly two decades ago: when software releases were rare events to be managed with process and ceremony.\",/*#__PURE__*/e(\"strong\",{children:\"Modern software developers are dynamic and distributed and large organizations are effectively managing the risks of software releases\"}),\" without adopting strict ITSM guidelines across the entire effort. If an enterprise is looking to adopt a mixed array of IT standards it needs to adopt a tool that can be tailored to fit the individual idiosyncrasies that develop in any large organization.Whether you have multiple development teams using slightly different strains of Agile development or teams that have adopted procedures more aligned with ITSM, your \",/*#__PURE__*/e(\"strong\",{children:\"release management function and the tools you \"}),\"adopt\",/*#__PURE__*/e(\"strong\",{children:\" to support it need to be able to adapt and evolve with your organization.\"}),\"Do you want to know if Release Management will fit your organization? Read our free white paper:\",/*#__PURE__*/e(a,{href:\"/resources/whitepapers/whitepaper-release-management-is-not-one-size-fits-all-solution\",openInNewTab:!0,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\" \u201CRelease Management is Not a \u201COne Size Fits All\u201D Solution\u201D\"})}),\". \",/*#__PURE__*/e(a,{href:\"/resources/whitepapers/whitepaper-release-management-is-not-one-size-fits-all-solution\",openInNewTab:!0,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\"Get it now!\"})})]})]});export const richText18=/*#__PURE__*/t(n.Fragment,{children:[/*#__PURE__*/e(\"p\",{children:\"The past few weeks have been filled with recognition and accolades for the Plutora team and the hard work they have put in to developing the platform. From being awarded a top three vendor designation in the EMA DevOps 2020 for release management, to our inclusion in the Forrester New Wave Report for value stream management, the technology we have built has taken center stage.\"}),/*#__PURE__*/e(\"p\",{children:\"But the momentum doesn\u2019t end there. In our third piece of significant recognition in as many weeks, Plutora made its debut on the Inc. 5000 list which features the fastest-growing private companies in the country. Plutora came in at 530 overall, recording a growth rate of 943%. Looking at the numbers more closely and by specific industry, Plutora was ranked #60 out of a total of 443 software vendors.\"}),/*#__PURE__*/e(\"p\",{children:\"The Inc. 5000 list was started in 1982 and has become the hallmark of entrepreneurial success. The 2018 Inc. 5000 was ranked according to the percentage revenue growth when comparing 2014 to 2018. Companies on the list have to be US based, privately held, for profit and independent.\"}),/*#__PURE__*/e(\"p\",{children:\"As a first-time honoree, we are in very good company as the likes of Microsoft, Dell, LinkedIn and Yelp were included in the Inc. 5000 list as they climbed the ladder of success and became household names.\"}),/*#__PURE__*/e(\"p\",{children:\"The 2018 Inc. 5000 achieved an astounding three-year average growth rate of 538.2%, and a median rate of 171.8%. It\u2019s been more competitive than ever, with total aggregate revenues of $206.1 billion in 2017, accounting for 664.095 jobs over the past three years.\"}),/*#__PURE__*/e(\"p\",{children:\"This recognition, alongside other companies who have become hugely successful, shows just how far Plutora has come. Our growth and inclusion on the Inc. 5000 also reinforce what we are seeing in conversations with customers and prospects. Every company is becoming a software company and consumers are demanding better, faster access to goods, information and services. This pushes organizations to become better at releasing software to the market. Better means more frequently and with higher quality to insure the best experience for their customers. That\u2019s what we are here for \u2013 to help enterprises do that; help them to become Software Juggernauts.\"}),/*#__PURE__*/e(\"p\",{children:\"We plan to continue dedicating our time and resources to helping them, be one step ahead of the next release. We are excited to be number 530 on the 2018 Inc. 5000., but we have big plans and will keep pushing towards them in the next year.\"})]});export const richText19=/*#__PURE__*/t(n.Fragment,{children:[/*#__PURE__*/e(\"h2\",{children:\"The Future is Software\"}),/*#__PURE__*/e(\"p\",{children:\"Software is the competitive differentiator driving every business, in every sector, in one way or another. Every enterprise must evolve its software development and delivery processes in order to compete in this new world, or face the prospect of being disrupted. With this shift in focus, comes challenges of accelerating software delivery to meet the business goals of the enterprise, gaining insight into the efficiency of the process to drive continuous improvement, and measuring the overall value it has in moving the business forward. This change in thinking has been supported by the emergence of DevOps methodologies as the way to create these outcomes. DevOps project teams can anecdotally see the benefits from delivering software in a more agile way, but scaling this to the enterprise is difficult and requires hefty investment and cultural changes. When the process evolves without proper governance, team collaboration and overall insight, progress goes unmeasured and businesses are at risk of falling behind competitors and hemorrhaging money.\"}),/*#__PURE__*/e(\"p\",{children:\"The best way to combat this while still reaping the benefits of DevOps, is to implement a fully integrated, end-to-end solution that reveals and automates the flow of work between tools and teams, helping shorten time to value, ensuring quality and proving ROI.\"}),/*#__PURE__*/t(\"p\",{children:[\"Fortunately, a new category has emerged to address these issues: \",/*#__PURE__*/e(a,{href:\"https://www.plutora.com/value-stream-management-101\",openInNewTab:!1,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:/*#__PURE__*/e(\"strong\",{children:\"Value Stream Management\"})})}),\". This market can be tapped into by organizations with a vision of empowering teams with tools, governance and analytics to pass by competitors that focus on minimal and incremental enhancements within their traditional domains. Understanding the main challenges and identifying essential practices of \",/*#__PURE__*/e(a,{href:\"https://www.plutora.com/blog/value-stream-management\",openInNewTab:!1,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\"managing value streams in software delivery\"})}),\" can ensure an organization is able to build products better and faster than ever before. To learn more about value stream management, get the comprehensive \",/*#__PURE__*/e(a,{href:\"https://www.plutora.com/value-stream-management-101\",openInNewTab:!1,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\"guide to Value Stream Management\"})}),\", featuring key essentials, core challenges, and tips from the experts.\"]}),/*#__PURE__*/e(\"h2\",{children:\"The Importance of Continuous Delivery - and Metrics to Tell the Story\"}),/*#__PURE__*/e(\"p\",{children:\"Most IT landscapes are complicated, comprised of a mix of architectures and varying levels of DevOps adoption, migration efforts, and testing activities. Despite all of this, pressure to deliver faster and more frequently remains \u2013 all without compromising quality.\"}),/*#__PURE__*/t(\"p\",{children:[\"To regain control, \",/*#__PURE__*/e(\"strong\",{children:\"organizations must add visibility throughout the entire delivery pipeline across the enterprise portfolio\"}),\" with implicit collaboration across teams that integrate both manual and automated processes at its core. They must be able to have this visibility across all projects and releases independent of the methodology. For example, projects using waterfall or legacy processes need to be tracked and visualized alongside \",/*#__PURE__*/e(a,{href:\"https://www.quora.com/How-are-DevOps-and-Agile-different\",openInNewTab:!1,smoothScroll:!1,children:/*#__PURE__*/e(\"a\",{children:\"DevOps and agile processes\"})}),\". A platform that allows legacy information gathering efforts to be replaced with collaboration and governance will provide this visibility and align individual teams with the business.\"]}),/*#__PURE__*/e(\"p\",{children:\"If an organization is going to continuously improve, it also needs to know what is and isn\u2019t working to be able to better understand and focus on what processes need improvements. If you don\u2019t have answers to those questions, unfortunately a lot of time will be wasted on unfocused efforts. The fact is, you can\u2019t manage what you can\u2019t see. 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By focusing on outcomes and leading indicators when evaluating data and performance, you will take an important step towards a disciplined approach to making decisions that are relevant to multiple teams.[caption id=\"attachment_25807\" align=\"alignnone\" width=\"686\"]']}),/*#__PURE__*/e(\"img\",{alt:\"Software Delivery Trends - Value Stream Management\",className:\"framer-image\",\"data-framer-asset\":\"data:framer/asset-reference,fEXxxb4BC5ZEHpNI818WNZvPA4.jpg?originalFilename=software-delivery-process-value-stream-management-diagram.jpg\",src:\"https://framerusercontent.com/images/fEXxxb4BC5ZEHpNI818WNZvPA4.jpg\",srcSet:\"https://framerusercontent.com/images/fEXxxb4BC5ZEHpNI818WNZvPA4.jpg?scale-down-to=512 512w,https://framerusercontent.com/images/fEXxxb4BC5ZEHpNI818WNZvPA4.jpg 686w\"}),/*#__PURE__*/e(\"p\",{children:\" Software Delivery - Value Stream Management[/caption]\"}),/*#__PURE__*/e(\"h2\",{children:\"How to Find the Right Value Stream Management for Your Business\"}),/*#__PURE__*/e(\"p\",{children:\"Software tool vendors from across the entire pipeline are converging on the VSM space, each having the goal of creating greater transparency into the processes of software product development. 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