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2017

When IT organizations don’t integrate SV into their culture and IT decision-making processes, they under-utilize the potential of service virtualization (SV). When SV is integrated in a holistic manner, SV maturity increases and the organization begins to develop the muscle and flexibility necessary to deliver the requisite scale, speed, velocity, and value that business leaders expect.

 

In his book, Digitally Remastered: Building Software into Your Business DNA, Otto Berkes identifies IT’s optimization of continuous development and delivery capabilities as important ingredients for building a Modern Software Factory. He notes that robust Agile and DevOps capabilities are essential to driving speed of innovation and responsiveness to deliver real customer value. In the Modern Software Factory era, IT teams—with support from business stakeholders—must:

  • Foster environments where continuous improvement, led or influenced by IT, is always top of mind
  • Create and operate software, and focus on its business value as a core capability—or better—a competitive differentiator
  • Operate in the mindset of developing muscle and flexibility through software
  • Figuratively put software at the center of the business.

The Importance of Defining an SV Maturity Model

Organizations that develop a robust SV maturity model or roadmap and integrate SV into their software development lifecycle (SDLC) are generally more successful. These organizations target low-effort/high-value virtualizations, demonstrate business value using SV, create standardized processes and methods for delivering SV, integrate SV into the SDLC, and find ways to federate SV delivery to move faster and generate greater business value. On the other hand, organizations that under-invest in continuous improvement of people and SV processes miss the mark and undermine the value-generating ability of their SV assets.

 

Airplane pilots carefully plan flights by incorporating frequent checkpoints to gauge progress and enable course correction. Similarly, organizations should to plan the milestones and activities necessary to continuously improve SV maturity, monitor progress, and correct course as needed. CA’s approach to adoption and maturity establishes a model with customizable sequenced activities that help organizations create scale. This crawl®walk®run approach separates activities into a logical focus areas.

 

Early-stage activities in the adoption model drive business value, increase knowledge of SV, and create reference implementations of SV artifacts. Middle-stage activities increase utilization and streamline SV delivery; many of these activities focus on people and process. Final-stage activities optimize and deliver SV at scale in the application lifecycle ecosystem. This graphic illustrates some of the activities and focus areas in the maturity model:

 

 

SV Integration into the SDLC is Critical

When presented with the model above, customers sometimes ask which activities are most important for developing a maturity model. While they’re all important, failing to integrate SV with SDLC processes and people will impede maturity. Integrating SV into the SDLC enables organizations to identify the points in the lifecycle processes where SV generates maximum value. This enables the constituent teams (business and product owners, architects, developers, managers, quality assurance, etc.) to understand where SV is expected to provide value. Without this understanding, teams are less effective in driving business outcomes.

 

A related issue is that many organizations have the initial SV conversation in the lifecycle’s development phase—too late to allow time for SV to generate positive impact. SV should be discussed when service needs are initially identified. At the latest, SV should be discussed during the analysis phase, when the service contract is being created or reviewed by an architect.

 

With the advent of Agile, test-driven, and behavior-driven development methodologies, organizations are striving to shift left. As they do, alignment between SV and the SDLC becomes even more critical. SV touch points must shift as developers and quality assurance personnel work side by side to iteratively deliver features.

 

While creating a roadmap to maturity and aligning SV with the SDLC are critical, they aren’t the only elements an organization must address to build SV muscle and flexibility. In a future blog, we’ll focus on change management as a key element of SV strategy.

 

I welcome your comments and questions below.

 

Related posts:

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This blog is based on the recent and past request on how to get the Transaction Count by Virtual Service Operation.

PFB the steps required to get the Transaction Count by Virtual Service/VSI Operation.

Pre-requisites:

1. Connectivity to Database to Query a Table which provides the Transaction Count. Database tool or Script to fetch the data.

2. Admin user to modify DevTest property files.

 

Before the configuration the database table will have the below information:

Transaction as seen on Portal

 

Steps to Get VS Operations:

1. Shutdown all the DevTest Services.

2. Open local.properties and add the following line and save the file:

   lisa.vse.metrics.txn.counts.level=operation[Options available are operation service (the default), operation, or arguments]

This will turn on transaction counts at an operation level. Please make sure that no space gets added at the end of the line.

3. Once the file is saved restart all the DevTest Services. Consume the VS and the transaction count can be seen in the database as shown below: 

In his highly-regarded book, “Crossing the Chasm”, Geoffrey Moore presents a model for broad commercial adoption of new technologies. Moore’s macro-view of the technology adoption lifecycle and the chasm created by new or disruptive technologies has been a guide to many in the IT industry.  Moore’s crossing-the-chasm concept can be loosely applied at a micro-level to customers hoping to drive adoption of technologies such as CA DevTest©. While few (or no?) customers avoid Moore’s adoption chasm altogether, many use fast-track techniques that reduce time, cost, effort and frustration. This series of blogs will share insights and best practices from customers and CA Services – focusing on CA Service Virtualization (SV).

 

Consider the graphic:

Generally, CA Service Virtualization projects start well and make genuine progress in a short timeframe. Successes in this initial phase cause expectations to track upward. However, when CA Services disengages, some customer teams begin to slide down a slippery slope and find themselves in “the adoption chasm.” Some of the challenges that manifest are:

  • Early successes have caused adopters to prematurely declare victory or shift critical attention away from further developing adoption strategies.
  • Unjustified hope that superior technology results in strong adoption
  • Setbacks after the CA Services engagement ends cause projects to be de-resourced or de-prioritized.
  • Organizations postpone SV training, integration and business process changes
  • Good practices are not engrained
  • Effort and budget expended on implementation and early deployment leaves insufficient resources for high value integrations, solution architecture improvements, business process transformation
  • Metrics describing business outcomes are not developed and reported
  • Operations teams are tasked with both running an ‘adequate’ implementation and discovering, recommending and applying improvements to the deployment

 

These challenges, and more, result in higher long term costs and greater near-term frustration within the organization.  When one or more of these challenges slows the pace of adoption, a gap, as seen in the following graphics, develops between expectations and delivered value.


Organizations that successfully address these challenges do so by implementing tactics, good practices, and strategies that shorten the trip through the chasm (or avoid the chasm altogether) and produce measurable business outcomes.   

 

I have observed that through our own transformation and hundreds of successful SV engagements, CA has accrued and developed insights and strategies that help organizations build robust and mature SV capabilities. So in this series of blogs, we’ll share some of these maturity strategies. The blogs will highlight key activities for developing SV maturity and building the scale necessary to consistently deliver the right business outcomes. The series will include topics such as:

  • Making the Most of Your Service Virtualization Assets
  • Change Management: A Key Element of Your Service Virtualization Strategy
  • What Type of Adoption Models Support SV Expansion
  • SV Requires Transformation to Drive Maturity
  • Common Pitfalls on the Path to SV Maturity
  • What Do Federation and Communities of Practice Look Like

 

Stay tuned for more very soon.  In the meantime, I welcome your comments and questions below.