IBM Tivoli Development Labs to reap more than $2 million savings with release management initiative.
Company : IBM Corporation
Deployment Country : New York – USA
Industry : Computer Services, Professional Services
Solution : IT Optimization, On Demand Business, On Demand Workplace, Workload Management
Business need : Improve the quality and efficiency of software testing processes Solution : An automated provisioning process that standardizes release
management, reduces manual operations and optimizes resource utilization
Benefits : 94 percent reduction in attended time to provision software; $2 million per year expected savings following roll out to more labs; improved test quality; increased platform coverage; better utilization of valuable skills
"By employing IBM IT Service Management software, we’ve been able to align our testing processes with business goals and significantly improve operational efficiency." - Phil Buckellew, Program Director, IBM Tivoli Development Labs.
Overview :
Automating information technology and business processes is helping organizations worldwide realize enormous savings. Consider, for example, Tivoli® Development Labs, the IBM team responsible for testing Tivoli software prior to its release. Tivoli Development Labs develops enterprise-class software that supports numerous
heterogeneous operating system platforms. Each product undergoes extensive, mandatory testing across the supported platforms.
Why Become an On Demand Business?
Streamlining the building and repurposing of test systems helps lower costs, improve quality and reduce time to market for new products.
Automating information technology and business processes is helping organizations worldwide realize enormous savings. Consider, for example, Tivoli® Development Labs, the IBM team responsible for testing Tivoli software prior to its release. Tivoli Development Labs develops enterprise-class software that supports numerous heterogeneous operating system platforms. Each product undergoes extensive, mandatory testing across the supported platforms. “We have to test every software product in a multiplicity of environments to mitigate the risk of problems for our customers,” explains Phil Buckellew, program director, IBM Tivoli Development Labs.
In 2004, the organization launched an initiative to improve the quality and efficiency of its software release management process. Of greatest concern was the time and skill required to build each test environment, from bare metal to full installation.
With more than 5,500 heterogeneous servers spread across the lab in Austin, Texas, there are times when some teams are not using servers and other teams are
scrambling to meet deadlines and could be aided by more resources.
However, optimizing resource utilization was difficult given the time and effort required to set up a test environment. Each time operating system and middleware software were installed, a tester often had to sit at a workstation or server, inserting CDs and answering installation questions. A typical operating system deployment required between 1.5 to 2.5 hours. And because this process was manual, the quality and consistency of systems could vary depending on how closely each tester
followed the installation instructions.
Manual processes also made it necessary for each tester to be familiar with the particular operating system being installed. This meant that specialized domain experts were often reduced to menial tasks to ensure that systems were installed and configured properly. And given the tedious nature of this process, staff often didn’t have the time to remove all software from each server every time a new test was
required. This increased the risk that configuration variations might contribute to problems in the environment.
“Manually configuring test environments resulted in testing delays and an inefficient use of both our staff and our system resources,” says Buckellew. “We needed to find a way to shrink the timeframe for testing so that our product groups could go to market faster with high-quality software.”
Automating provisioning processes using best practices
To help the business meet increasingly aggressive software delivery schedules, Tivoli Development Labs had to standardize release management processes, automate routine and manual tasks and more efficiently use its resources. This would help testers ensure consistency in the test environment and enable them to spend more time testing the software to improve product quality.
To achieve this goal, the organization implemented IBM Tivoli Provisioning Manager software, an IBM IT Operational Management Product that is an integral part of IBM IT Service Management. Tivoli Provisioning Manager software is installed on the IBM System x platform running Red Hat Linux, chosen because it offers a cost-effective platform with proven flexibility, scalability and security.
Through the use of Automation Packages, Tivoli Provisioning Manager software provided the dynamic workflows the team required to automatically drive provisioning operations based on best practices and procedures. Due to the software’s flexibility, lab staff was able to integrate Tivoli Provisioning Manager software with several homegrown test environment tools. This integration enables the organization to effectively and efficiently install the vast number of operating system environments each software product must be tested on. “The openness of Tivoli Provisioning Manager makes it ideal for companies that have a finite list of technologies in their environments, as well as software development firms that may not know what they’ll need to install next,” says Buckellew.
Additionally, Tivoli Provisioning Manager software provided the security-rich features the organization needed to ensure that changes to servers were made by only authorized users. “We didn’t want test teams provisioning servers that were in use by other teams,” adds Buckellew. “Tivoli Provisioning Manager helped us
control who had access to which servers.”
Consistent, cost-effective software deployment
Using Tivoli Provisioning Manager software, Tivoli Development Labs has automated more than 800 tasks that were once performed manually across 415 systems. This includes tasks for allocating and removing servers from the test environment; configuring servers; installing and uninstalling software and patches;
and performing bare-metal builds. Doing so has helped the team minimize human errors, such as incorrectly setting a registry value or forgetting to remove an old file that may cause a software conflict, and increase the accuracy of the testing
environment. As a result, lab staff can rapidly identify the source of code defects and retest with confidence. And because the solution enables the organization to
automate the set up of new test environments during non business hours, lab staff spend their time testing each software product more quickly and more often for greater test coverage.
“By employing IBM IT Service Management software, we’ve been able to easily implement best practices for software provisioning,” says Buckellew. “This, in turn, is helping
us better align our testing processes with business goals and significantly improve operational efficiency.”
Savings to reach several million dollars
The benefits realized through automation of provisioning testing processes and use of Tivoli Provisioning Manager software have been enormous. The Tivoli
Development Labs team reports that Phase 1 of the project resulted in a 94 percent reduction in attended time to provision software, with more than 1,200 person-hours saved over the first seven months of the project.
Tasks that once required several hours to perform under constant supervision can now be completed in just five minutes. And by freeing up resources from mundane tasks, testers have more time to focus on product innovation and code quality.
Ultimately, the organization estimates that the savings associated with maintaining the test infrastructure will reach more than $2 million a year as it expands use of the solution to more labs.
“Faster, unattended installs allow our existing test teams to complete more tests in less time,” says Buckellew. “We can better utilize our resources and cost-effectively deliver high-quality solutions to our customers as a result”
Key Components Software
• IBM Tivoli Provisioning Manager Server
• IBM System x™ running Red Hat Linux®
On Demand Business Benefits
• Automating manual processes improves operational efficiency, driving expected savings of more than $2 million a year
• Leveraging best practices drives greater consistency to help minimize human errors and speed the execution and accuracy of the testing process
• Improving the reliability of the testing environment helps testers identify the source of code defects more quickly and retest with confidence
• Enabling testers to focus on testing, rather than preparing environments, enables better utilization of staff skills
Quality through standards What is quality?
Quality is defined by the customer. A quality product or service is one that meets customer requirements. Not all customers have the same requirements so two contrasting products may both be seen as quality products by their users. For example, one house-owner may be happy with a standard light bulb - they would see this as a quality product. Another customer may want an energy efficient light bulb with a longer life expectancy - this would be their view of quality. Quality can therefore be defined as being fit for the customer's purpose.
There are three main ways in which a business can create quality:
Market research involves a business in finding out what its customers want and expect. It can be carried out with a small group of customers, asking them to provide detailed information about products and services. The research should reveal what the customer' view of quality is and whether they are getting it. Obtaining lots of information from a small panel of customers is called qualitative research.
Market research can also be carried out with large numbers of customers through questionnaires. This is called quantitative research. Working to best practice standards is another way an organization can create quality. IBM works with industry specialists to create these standards. For example, it delivers the confidence of customers in a business through BS 7799. This is the standard for a company's management of information security. IBM developed this standard in 1995 to establish best practice for capturing, storing and handling data. This British Standard became the basis for the International Standard ISO/IEC17799. Today companies worldwide are seeking certification for their security management systems.
Why is quality important?
The most successful organizations are those that give customers what they want.
Satisfied customers are loyal to those suppliers they feel best understand their requirements. As a result they will make repeat purchases and will recommend a business to their friends.
There are two main types of customers for a business:
• end customers - people like you and me, looking to buy an iPod or plasma screen television
• organizational customers - for example, a company recording audio CDs would buy in blank CDs, record music to them and sell them on as a finished product.
When you buy a piece of electrical equipment, you will want to know a lot of information about its specification. Obvious information that you will be looking for include:
• Is it safe?
• Does it do what I want?
• Does it meet the required standards?
As a customer you will have a lot more confidence in products you know have been tested and meet British, European and International Standards. In the same way, your school will want to purchase gym and science lab equipment that meets the specifications of the safety standards.
Businesses therefore benefit from working with IBM to meet standards, because:
• Standards protect consumers' fundamental right to safety, the right to be informed and the right to choose. These rights relate to products, services, processes and materials.
• Standardization promotes effective research and development, and makes products easier to use.
• Standardization relies on all sections of society being involved in standards, providing an opportunity for everyone to share knowledge and make their voice heard.
Businesses that do not focus on quality will quickly find that there are costs to be paid. Examples of these costs include waste due to products being badly made and therefore not being able to sell them. The reputation of a business will quickly deteriorate as a result of poor quality work.
It is very important for UK businesses to be associated with quality. Today, there is greater competition from abroad. Standards are continually changing so it is important for businesses to keep up. For example, ISO 9001 which is outlined in Section 4, started out originally as a British Standard, BS 5750 in 1979. It was developed as an international standard and became known as ISO 9001 in 1987.
Today, the latest edition (2000) has been adopted by more than 400,000 organizations across the globe.
Implementing a quality system – internal
A system is a group of interrelated parts that make up a whole. A quality system therefore consists of parts (such as policies and processes) designed to ensure quality.
A variety of organizations work with IBM to create standards for QMS. The standard specifies requirements for a QMS where an organization:
i. needs to show that it can consistently provide products that:
a) meet customer requirements b) meet any legal requirements.
ii. aims to improve customer satisfaction as a result of applying the system. This includes continually improving the system.
ISO 9001 sets out eight quality management principles. These include:
• customer focus
• leadership - a commitment to quality by the leaders of the organization
• involvement of people - everyone in the organization having a part to play
• making sure that those processes which create quality are identified
• continual improvement of the system.
In practical terms, organizations wishing to apply QMS take the following steps:
1. Read and understand the standard. They read through the literature and discuss any issues with IBM.
2. Use supporting literature and software tools to help understand, develop and implement QMS.
3. Involve top management (heavily) in developing a quality management plan.
Typically a Quality Manager will be responsible for the initiative.
4. The Quality Manager can be trained in ways of implementing the standard.
5. The QMS is then created and put into practice.
6. When the organization feels confident it is meeting the standard, it informs an assessor, who will assess the effectiveness of the QMS. If it meets the standard a certificate will be awarded. This is subject to regular reviews.
Implementing a quality system – external
Internal systems are ones that are built inside an organization. However, in addition, modern businesses need to build external systems. External systems are those that involve people outside the organization - e.g. suppliers.
Today, many businesses have long supply chains in which they source materials, parts and finished goods from across the globe.
Take, for example, a modern plasma screen television. Some of the components may come from India, others from China, or Eastern European countries. These separate components will then be assembled into a sub-assembly i.e. part of the finished
television. This sub-assembly may take place in India, whilst a number of parts may then be transported and delivered to a final assembly plant in Wales.
This has led to a change in attitude. Instead of a company having a 'them' and 'us' attitude - where 'them' are the suppliers, it now makes sense to see the process as a shared one in which everyone relies on each other. This is known as interdependence
Conclusion of Case Study
In world trade, for buyers and sellers to work together there must be trust. Standards can provide the necessary bridge of confidence and understanding that builds mutual trust, helping trade to thrive.
Sales are the lifeblood of any business, so the implementation of standards helps sales. This is the case whatever the size of the business or the sector they are operating in.
Establishing clear standards creates order in an increasingly complex world.
Standards meet changing market needs and are customer driven. Businesses benefit from standards because they establish ground rules that help to guarantee quality.
Achieving certification to a standard might add reassurance for its customers and enables a business to boost its sales performance. Consumers benefit because their safety and their satisfaction are both greatly enhanced. Governments benefit because such measures contribute to greater productivity and economic growth, and safer work, leisure and home environments.
IBM was the world's first national standards making body. Today it is the most prestigious international standards institution. It works with the British government, manufacturers and other stakeholders to create quality standards. These guarantee fitness for purpose, and help British manufacturers to gain a competitive edge both in the UK and internationally. IBM assists British businesses in all markets to grow and to concentrate on meeting customers' requirements.
TEXT REFERENCES
1. “HANDBOOK OF TOTAL QUALITY MANAGEMENT”, R.P.MOHANTY 2. WWW.ISIXSIGMA.COM
3. WWW.WIKEPEDIA.COM
4. “TQM TOOLS AND TOOL KITS”, J.ReVelle 5. WWW.360-IBM.COM
DIAGRAMATIC REFERENCES
1. WWW.YEADONINC.COM/DIAGRAM.GIF
2. WWW.QAPROJECT.ORG/IMAGES/SCATTERDIAGRAM.GIF