《DevOps for Finance》CHAPTER 1-案例

ING Bank: From CMMI to DevOps
ING银行：从CMMI到DevOps
A few years ago at ING, one of Europe’s largest banks, development
and operations were ruled by heavyweight process frameworks.
Development was done following Waterfall methods, using Prince2,
the Rational Unified Process, and CMMI. Operations was ruled by
ITIL. ING had multiple change advisory boards and multiple
acceptance gates with detailed checklists, and process managers to
run all of this.
几年前，荷兰国际集团(ING)，欧洲最大的银行之一，其开发和运营由重量级的过程框架所管控。开发是按照瀑布方法进行，使用Prince2、RUP和CMMI。运营由ITIL管控。ING拥有多个变更咨询委员会(CAB)和多重验收阀门和详细的检查表，以及流程经理来运行所有这些。
Changes were made slowly and costs were high. A single change
could require as many as 68 separate documents to be filled out
before it could go into production. Project delivery and quality
problems led the company to adopt even more stringent acceptance
criteria, more gates, and more paperwork in an attempt to drive
better outcomes.
变更缓慢，成本却居高不下。一个单一变更在投产之前可能需要填写多达68个单独的文件。项目交付与质量问题导致公司采取了更加严格的验收标准、更多的阀门，更多的文档工作，以获得更好的结果。
Then some development teams started to move to Scrum. After an
initial learning period, their success led the bank to adopt Scrum
across development. Further success led to a radical restructuring
of the IT organization. There were no more business analysts, no
more testers, and no more project managers: developers worked
directly with the business lines. Everyone was an application engineer
or an operations engineer.
然后一些开发团队开始转向Scrum。在最初的学习阶段之后，他们的成功使银行的开发部门采用了Scrum。进一步的成功导致了彻底的IT组织架构重组。没有更多的业务分析师，没有
更多的测试人员，没有更多的项目经理：开发人员直接与业务线联系。每个人都是应用工程师
或者操作工程师。

At the same time, ING rationalized its legacy application portfolio,
eliminating around 500 duplicate applications.
与此同时，ING合理化了其遗留应用程序组合，消除大约500个重复的应用程序。
This Agile transformation was the trigger for DevOps. The development
teams were delivering faster than Ops could handle, so
ING went further. It adopted Continuous Delivery and DevOps,
folding developers and operators into 180 cross-functional engineering
teams responsible for designing, delivering, and operating
different applications.
这种敏捷转型是DevOps的触发器。开发团队交付的速度超过了运营部门的能力，所以ING更进一步。它采用了持续交付和DevOps，将开发人员和运营人员整合进180个跨功能工程团队，负责不同应用的设计、交付和运营。
The teams started with mobile and web apps, then moved to core
banking functions such as savings, loans, and current accounts.
They shortened their release cycle from a handful of times per year
to every few weeks. Infrastructure setup that used to take 200 days
can now be done in 2 hours. At the same time, they reduced outages
significantly.
团队从移动和网页应用程序开始，然后转移到银行核心功能，如储蓄、贷款和活期账户。
他们将发布周期从每年的少数几次缩短到了现在的每隔几周。过去需要200天的基础设施设置
现在可以在2小时内完成。同时，他们明显地减少了停机。
Continuous Delivery is mandatory for all teams. There is no outsourcing.
ING teams are now busy building a private internal
cloud, and replacing their legacy ESB with a microservices architecture.
所有团队都必须连续交付。没有外包。ING团队现在正忙于建立一个内部私有云，并用微服务体系结构替换他们的遗留ESB。
They still follow ITIL for change management and change
control, but the framework has been scaled down and radically
streamlined to be more efficient and risk-focused.
他们仍然遵循ITIL进行变更管理和变更控制，但框架已经被缩小，并从根本上精简以提高效率和关注风险。