1. Avnet Services DevOps Strategy Accelerating Concept to Cash

2. Opportunity

3. 3 2015 Slide 3 Key Concept From Good to Great “Good-to-great companies built a consistent system with clear constraints, but they also gave people the freedom and responsibility within the framework of that system. They hired self-disciplined people who didn’t need to be managed, and then managed the system, not the people.”

4. 4 2015 Business Drivers Software and IT organizations are under pressure to develop & deploy more software, yet many companies are losing precious time-to-market due to manual processes and disparate, non-integrated development tools & IT Infrastructure Manual Processes VS

5. 5 2015 Why Is This Important? Sources: Hammond, Jeffrey S. (7 Feb. 2011) “Five Ways to Streamline Release Management”. Forrester Research Inc., ZeroTurnaround, 2011. Java EE Productivity Report 2011. Retrieved from: http://zeroturnaround.com/wp- content/uploads/2010/11/Java_EE_Productivity_Report_2011_finalv2.pdfhttp://zeroturnaround.com/wp- content/uploads/2010/11/Java_EE_Productivity_Report_2011_finalv2.pdf 83%!! Cost to Productivity = 5.3 work weeks/developer/year

6. 6 2015 What If? You could deploy features/capabilities to your customers/users 30 times more frequently ? (1) Spend 37% less time handling support cases? (1) Reduce deployment times by 95% from 3 days to 15 minutes? (2) Improve pre-release defect removal rate to 95% (3) Reduce testing time by 52% (4) Reduce IT labor costs by 12? (5) Increase error-free configuration changes by 40% (5) (1)2014 State of DevOps Report (2)Amica Insurance Company Case Study (3)Soft Bank Mobile Case Study (4)Delta Airlines Case Study (5)Kellogg’s Case Study

7. 7 2015 It IS Doable in the Enterprise

8. Challenges

9. 9 2015 Technical Complexity and Change Drive Difficulty Modern application systems are extremely complex and beyond the capacity of one person to understand / manage Technology components (UI, middleware, database, integrations, APIs, etc.) Scale in the sheer number of server instances and configurations Complexity is multiplied by many factors Pipeline of Dev, Test, and Prod mean there are actually several important instances of an application system Changes are at different stages within the pipeline Early stage instances receive changes very frequently Changes can originate from many points

10. 10 2015 Complex Business Problems, Complex Software, Complex Environments

11. 11 2015 How Many Vendors Are You Dealing With?

12. 12 2015 Organizational Challenges in Getting There Barriers and bottlenecks in large enterprises Organizations not used to moving that fast Organizational & project staffing models built on old assumptions Non-software processes built around long lead times (e.g. marketing) Manual, non-standardized processes and tool fruit salads Teams in silos by skillset Business Analysts Developers Testers Operations No unified view of actual flow through the process results in suboptimization around organizational silos Entrenched cultural norms of “this is how we have always done things” impacts the ability to actually change

13. 13 2015 Traditional Software Delivery Environments Limit Productive Collaboration: Islands of People, Process and Information  Little to no project visibility Data locked in proprietary APIs Poor process and workflow integration High maintenance and administration costs Persistent functional, geographic and organizational silos

14. What is DevOps?

15. 15 2015 What is DevOps? In a nutshell, a System for Changing Systems to get new features to users faster! Accelerate the time to value of your new business ideas React to market opportunities more quickly Beat competitors to market with new capabilities Remove friction from your software delivery cycles Eliminate organizational silos that slow business down Accelerate the time to value of your new business ideas React to market opportunities more quickly Beat competitors to market with new capabilities Remove friction from your software delivery cycles Eliminate organizational silos that slow business down Adopting DevOps practices & tools reduces build/deploy/release cycles from days/weeks to minutes/hours and frees up 5.3 work weeks/developer/year!

16. 16 2015 DEVELOPMENT Creative Behavior OPERATIONS Procedural Rigor Creativity Conventional Stovepiped Processes & Tools

17. 17 2015 Procedural Rigor Creativity Conventional Stovepiped Tools DEVELOPMENT and OPERATIONS Continuous Delivery Collaborative Automation Platform DEVELOPMENT Creative Behavior OPERATIONS Procedural Rigor Creativity BUILD RELEASE CHANGE TEST PROJECT MGT.

18. Ascendant Rational CLM Overview DevOps: A System for Changing Systems Integrated, loosely coupled Logic User Interfaces Data Models Workflow Administration Third-party products Product B Product C Product A Open Source Solutions Product D Shared Platform Services Process Workflow HTTP/REST Real-time, transparent access to project data, risks and progress

19. 19 2015 DevOps Process & Tool Automation DevOps is all about reducing the friction and airgaps in an organization’s software development, deployment, and operational processes to dramatically improve quality, productivity, and time to market Best way to start is through an assessment that identifies the high-value areas to focus on first Software and services follow DevOps brings together your development and IT operations professionals early in the application process, enabling them to collaborate closely and function as an integrated team. Along the way, DevOps automates many processes so one organization isn’t left waiting on the other. Integration, automation, and collaboration are keys to DevOps success.

20. 20 2015 Constant Properties Regardless of Definition Unifies execution across Dev, Test, and Operations Applies lessons from Agile and Lean Eliminates cultural, organizational, and tool barriers that create friction, delay, and cost in Release Management Associates heavily with cloud methodologies and technologies

21. 21 2015 Unified Perspective on Dependencies

22. 22 2015 DevTestProduction Deliberate Pipeline Management

23. Avnet Services DevOps Reference Architecture

24. 24 2015 Cont Int & Delivery DEVOPS Business Process Frameworks & Practices Tools Customer Needs Concept Def Solution Dev Test Build & Deploy Provision Monitor Event/ Prob Mgmt Customer Feedback Enterprise Agile (SAFe, DAD), CMMI ITIL, COBIT Agile Reqs Mgmt Dev, Change & Config Mgmt Automated Testing Agile Arch & Design Agile Project Management Automated Organizational Dashboards Automation Orchestration Monitoring Cloud Mgmt Self Service Change & Config Mgmt Automated Build & Deploy Tool Reqs Mgmt System Reqs Mgmt System IDE & SCM System Cloud Mgmt System Arch & Design Tools Arch & Design Tools Application Lifecycle Management System Development and Operations Intelligence System Automation System Orchestration System Monitoring System Knowledge Base CMDB Auto Unit, Func, Non- Func, & SV Test Tools 2 2 2 3 4 3 5 2 2 3 2 3 4 5 Concept to Cash Value Flow 3 3 2 2 2 2 4 4 3 4 3 4 Avnet Services DevOps Reference Architecture Agile Portfolio Management Production Support 4 2 Portfolio Management System 4 ITSM System 2

25. 25 2015 Avnet Services DevOps Maturity Model Level 2 – Agile requirements, change, and configuration management in place, automated continuous code integration and deployment Level 3 – Standardized & scalable Agile framework (SAFe, DAD), Application Lifecycle Management System, and automated testing (unit, functional, security, performance, etc). in place Level 4 – Agile Portfolio Management and architecture/design practices in place DevOps Maturity Level 5 Integrated & Automated Concept to Cash Flow, Data, Metrics, Tools, Process across all Development and Operations activities DEVOPS Level 4 – Orchestration used to combine automation in more sophisticated and value- added ways. Knowledge Base employed to facilitate emplooye self-service. Level 3 – Cloud management system in place. Automated monitoring of systems, availability, performance. Level 2 – IT Service Management used to track problems & issues. CMDB in place to catalogue and manage IT infrastructure assets. Tools used to automate previously manual atomic tasks Level 1 Adhoc development, tools, processes, training. Inconsistent development results across projects, and inconsistent results from delivery to delivery within a single project. No common tools, processes, or activities can be expected. Level 1 – Adhoc operations capabilities, reactive, manual, error-prone, little to no automation and systems in place to track/monitor operational issues and conditions

26. Avnet DevOps Transformation Approach

27. 27 2015 Realities of Building a “System for Changing Systems” Most current tools and discipline areas are not naturally connected There will be manual bridges for longer than you would like Early efforts will be as much about learning as improvement Such a system is never “done” “Continuous Improvement” necessary to remove friction Holistic approach means not over-optimizing any one area There will be a lot to learn Previously unknown truths about the process or application system New instrumentation techniques for the system Breaking capabilities down will allow an Agile approach Same benefits of small batch size apply Prioritize using risk / value decision points

28. 28 2015 Holistic Flow – Bottleneck Hunting The throughput of the whole system is the throughput of the SLOWEST step

29. 29 2015 APEX Transformation Approach Many DevOps efforts fail due to cultural difficulties, not technical ones. Avnet Services’ APEX transformation approach is designed to achieve adoptable, lasting change. People / Transformation Organization / Transformation Project Quick Win Pilot APEX Organizational Change SAFe, DAD ALM, AgileTraditionalCMMI, ITIL APEX Organizational Change Organizational Transformation Best Practices Industry Standard ITSM/Product Development Transformation Models Leading Automation Tools, ITSM, Software Engineering Best Practices, Standards

30. 30 2015 Time Exec Mgmt DevOps Team Generate Urgency Provide Resources/ Funding Sponsor Initial Assessment(s) Create Strategic Plan ID DevOps Team Communication Receive Initial Training Conduct Current- State Assessment Initial Assessment Projects/ Users Findings Update Strategic Plan Identify Key Measurements Develop DevOps Implementation Plan ID WGs Plan Communication Exec Mgmt Reviews WGs Develop DevOps Processes/ Tool Support DevOps Team Reviews User Improvements Implemented Iterative Deployment of DevOps Processes/Tools Pilots Initially, then more Broadly into Projects/Org WGs Deliver Training, Audits Process Execution, Provides Mentoring/Coaching Projects/Org Collects Measurements DevOps Installed User Improvements Implemented DevOps Process/Tool implementation Monitored Project/Org Performance Monitored DevOps BAU Periodic Deployment of DevOps Process/Tools Improvements WGs Deliver Training, Audits Process Execution, Provides Mentoring/Coaching Projects/Org Collects Measurements Exec Mgmt Reviews Project/Org Performance Monitored Avnet Services APEX DevOps Transformation Framework Plan Execute Transition Appraise

31. About Avnet Services

32. 32 2015 414 Avnet’s ranking on the Fortune 500 Global 53 Years on the New York Stock Exchange 80+ Countries we sell into 117 Avnet’s ranking on the Fortune 500 18,400 Avnet employees across the globe $25.5 B FY12 Annual Revenue 300 Locations worldwide 100,000+ customers 893 Avnet’s ranking on the Forbes Global 2000 – we are the largest tech distributor in the world Avnet Technology Solutions -Truth in Numbers

33. 33 2015 Avnet Services at a Glance CapabilitiesSolutions PRACTICES Cloud Solutions Infrastructure Solutions Managed Services TECHNOLOGY Productivity & Collaboration Backup & Disaster Recovery Security & Monitoring Application Hosting & Management Web Content Management Data Center Lifecycle Services Remarketing Solutions Data Center Migration IT Deployment and Automation Application Solutions INDUSTRY ALIGNED Energy Financial Services Government Healthcare Retail Business Intelligence & Analytics Business Process Automation Systems Integration Software Engineering (Rational, Agile, DevOps, CMMI) Social Business Mobile B2C Platforms B2B Commerce Employee Portals & Intranets By The Numbers – 2000+ Employees 650+ Certifications 6,000+ Delivered Solutions Since 1997 $26+ Billion Avnet Services by the numbers

34. 34 2015 Avnet Services Capabilities IT Governance (ITIL) Project & Portfolio Management Asset & Financial Management Application Lifecycle Management Service Deployment & Automation Operations Management Service Management Vendor Accredited Training Custom Training Flexible Delivery Portals and Collaboration Commerce - Mobility - Social Media - Business Process Management Digital Experience Design Data Mining & Analytics - Call Center- Field Installation & Maintenance Data Center Transformation Technology Integration Spare Parts Logistics- Depot Repair- Trade-ins and Competitive Replacements ITAD & Recycling Options Leasing & Financing Solutions

35. 35 2015 Sampling of our customers