Industrializing financial services with DevOps proven 360° DevOps operating model practices for enabling a multi-speed bank
Embrace best practices to advance and help evolve your DevOps operating model in the right direction and overcome common challenges that financial services organizations face. Purchase of the print or kindle book includes a free eBook in the PDF format. Key Features Design the right DevOps operating...
| Otros Autores: | |
|---|---|
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Birmingham, England :
Packt Publishing, Limited
[2022]
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| Edición: | 1st ed |
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009731837006719 |
Tabla de Contenidos:
- Cover
- Title Page
- Copyright and Credits
- Contributors
- Table of Contents
- Preface
- Part 1: Introduction, Value Proposition, and Foundation
- Chapter 1: The Banking Context and DevOps Value Proposition
- Introducing the main actor of the book
- Examining the incumbent's external and internal context at a glance
- What does an incumbent bank's external context look like?
- Which are the forces that shape the financial services industry?
- What does an incumbent's internal context look like?
- Defining DevOps and its value proposition for banking
- What is the importance of adopting DevOps at relevance?
- Defining relevance
- The relevance of the situation level
- The relevance of sub-situation levels
- Why have a 360° perspective when adopting DevOps?
- Summary
- Chapter 2: The DevOps Multi-Speed Context, Vision, Objectives, and Change Nature
- Understanding multi-speed banking
- Why multiple speed levels arise out of different situations and ambitions
- What is the role of circumstances in enabling multi-speed?
- The role of individuals in multi-speed
- Understanding multi-speed banking in a DevOps adoption context
- Understanding your state-of-art DevOps context
- Why examining your state-of-art DevOps context is vital
- Once upon a time in Berlin
- Why industry imitation is decisive in shaping DevOps adoptions
- Are there several DevOps "states of the art" within an incumbent's context?
- What does a representative state of art DevOps adoption look like for an incumbent bank?
- Enterprise DevOps vision and objectives
- Recapping the forces and qualities that shape the DevOps vision
- Examining the incumbent's corporate and technology strategies
- Shaping the DevOps vision
- Defining the DevOps enterprise OKRs
- Deciding on the nature and extent of your DevOps adoption.
- Why is it important to define and weigh the forces of your evolution?
- Summary
- Part 2: The 360° DevOps Operating Model, Governance, and Orchestration Mechanisms
- Chapter 3: The DevOps 360° Operating Model Pillars and Governance Model
- Defining the DevOps 360° operating model core pillars
- The evolution's core governance
- Establishing a DevOps 360° vision authority group
- Establishing a DevOps 360° design and advocacy group
- Defining your DevOps enterprise evolution ecosystem
- Who should be considered as key stakeholders?
- Defining the evolution's workstreams
- Bringing it together
- Understanding the governing dynamics
- Understanding the balance of power in the governing bodies
- Bringing two different worlds together
- Speaking the same DevOps language
- Understanding your organizational structure dynamics
- What to look for in your organizational structure
- Use case 1 - segregated business technology lines and group technology
- Use case 2 - segregated business and technology
- Use case 3 - consolidated business and technology domains segregated from the core technology
- Summary
- Chapter 4: Enterprise Architecture and the DevOps Center of Excellence
- Enterprise architecture
- What is the banking DevOps EA value proposition?
- Defining the critical path of the banking portfolio
- Mastering the strategy of platform modernization
- The reference architecture proposition in banking DevOps
- Going further in the EA value proposition
- The EA assembly
- DevOps Center of Excellence
- What is the value proposition for the CoE and its potential roles?
- An example of getting the most out of your service catalog
- Staffing and funding the CoE
- Four incumbent banks - four different use cases
- Summary
- Chapter 5: Business Enterprise Agility and DevOps Ways of Working Reconciliation.
- Business enterprise agility and DevOps reconciliation
- Why the interrelation of Agile and DevOps is natural and inevitable
- Four business enterprise agility methodologies
- Basic agility - the greenfield paradigm
- Scaled business enterprise agility
- Spotify model
- Agile value streams or clusters
- Business enterprise agility field guides and playbooks
- DevOps and business enterprise agility agnosticness
- Bringing clarity to the autonomy and self-organization paradox
- The pragmatic conclusion
- What are the reconciliation agnosticness dimensions?
- Agile DevOps teams - organizing principles design
- Step 1 - defining the core capabilities and actors
- Step 2 - capturing the detailed business enterprise agility model
- Step 3 - capturing the detailed regulatory/compliance context
- Step 4 - capturing the current Agile DevOps teams' topologies
- Step 5 - getting the notation and templates defined
- Step 6 - setting the approach and principles of the design
- Step 7 - conducting the actual design
- Step 8 - evaluating based on predefined criteria
- Step 9 - feasibility study and compliance foundation
- Step 10 - defining the basis for a job description
- Step 11 - defining the DevOps WoW white paper
- Summary
- Part 3: Capability Engineering, Enablement, and Launch
- Chapter 6: DevOps Software Development Life Cycle 360° Evolution and Engineering
- Defining the DevOps SDLC
- What is DevOps SDLC 360° evolution and engineering?
- Why you need a DevOps SDLC
- Why is it important to understand the DevOps SDLC anatomy?
- What is the anatomy of the DevOps SDLC continuity phases?
- What is the anatomy of a DevOps SDLC framework?
- What is the anatomy of the DevOps SDLC capability?
- Going deeper into the SDLC anatomy levels
- A proven practice for defining your DevOps SDLC.
- Step 1 - define the actors and respective DevOps domains
- Step 2 - define the evolution tactic in alignment and consensus with everyone
- Step 3 - define the portfolio under scope
- Step 4 - get the background work done
- Step 5 - get your logistics in order
- Step 6 - first iteration and respective guidelines
- Step 7 - second iteration - scenario-driven end-to-end value stream
- Step 8 - define the ownership demarcation
- The importance of different views
- The alternative method
- What about the portfolio of mainframes and decoupled legacy components?
- Summary
- Chapter 7: The DevOps 360° Technological Ecosystem as a Service
- The technology value proposition in the DevOps evolution
- The DevOps 360° technological ecosystem as a service
- The misunderstood relationship between DevOps and technology
- Why incumbents combine an engineering transformation with their DevOps evolution
- Why technology standardization is the new black for incumbents
- Precautions and circumstances for standardization
- Standardization "clean cuts" is the most sustainable way
- Standardization named "technology sustainability"
- The main DevOps technological ecosystem partners
- The DevOps platform teams
- What is the value proposition of DevOps platform teams?
- How does a proven operating model of DevOps platform teams look?
- The DevOps platform product and service catalog
- From DevOps platforms' catalogs to enterprise technology menus
- Why is the demarcation of responsibilities important for DevOps platforms?
- Why you need a "DevOps platform - tenant" social contract
- How can you enable DevOps journeys, productivity, and experience?
- How technology consumption defines the organizing principles of Agile DevOps teams
- What to look for in DevOps technological utility due diligence.
- The industry's platforms versus direct cloud native dilemma
- How communities of practice strengthen DevOps platforms
- The main five strategic platforms incumbents focus on
- The ITSM platform
- The CI/CD pipeline platform
- The testing services platform
- The observability platform - telemetry
- Private cloud platforms
- Public cloud platforms
- Summary
- Chapter 8: 360° Regulatory Compliance as Code
- Setting the regulatory compliance scene in the FSI
- What are the regulatory compliance categories?
- What can the impact of not being "compliant" be?
- What is the compliance value proposition in relation to the DevOps 360° evolution?
- Story 1 - the European Central Bank audit on technology operations
- Story 2 - the Markets in Financial Instruments Directive (MiFID II) ecosystem
- Story 3 - the Fundamental Review of the Trading Book (FRTB) platform modernization
- Story 4 - the IT controls framework for the financial supervisory authority
- What are the core DevOps-related regulatory compliance domains of the incumbent's focus?
- The DevOps controls
- Separation/segregation of duties
- How to manage the relationship with your regulator
- Summary
- Part 4: Adopt, Scale, and Sustain
- Chapter 9: The DevOps Portfolio Classification and Governance
- What is the value proposition of portfolio classification in the DevOps 360° evolution?
- What do the terms portfolio and classification mean?
- What is the difference between business applications and services?
- How does a pragmatic classification of an incumbent's business application portfolio look?
- Portfolio classification criticality and the DevOps speed formula
- What about the classification of the secondary portfolio?
- The LCD
- Portfolio registry, governance, and readiness
- Portfolio registry and governance
- The production readiness review
- Summary.
- Chapter 10: Tactical and Organic Enterprise Portfolio Planning and Adoption.
