►
Description
Banking on OpenShift Panel at OpenShift Commons Gathering Red Hat Summit 2018 Q& A after Case Study Lightning Talks - moderated by Alessandro Petroni (Red Hat)
A
Thank
you
and
now
see
if
you
repeat
attention
Cui's,
who
is
from
the
dev
side
of
the
house,
their
developers,
architects,
shy
people
who
is
from
the
outside
all
right
look
at
that.
They
have
ups
who's
from
the
dev
ops
of
the
side.
Who
has
been
married.
This
new
way
to
do
all
right,
I
like
it.
Okay.
Thank
you
so
I'd
like
to
start
this
panel.
Thank
you
very
much
for
your
presentation
was
interesting
mix
of
experiences.
A
I'd
like
to
start
with
the
journey
right.
What
everything
that
started
for
you
right!
Well,
what
we've
what's
the
time-
and
you
say
you
know
what
we
need
something
else
here
right.
We
can't
really
go
on
like
this
and
we're
gonna
explore
this
journey
through
the
trip,
the
three
threads
right.
You
know:
technology
evolution,
people,
behavioral
change,
which
is
supposed
to
be
one
of
the
hardest
point,
I
think
in
banking,
and
also
processes,
not
they're,
easy
at
all,
as
we're
like
people
change
right,
so
I'd
like
to
start
maybe
with
tea
right.
A
B
In
terms
of
why
the
payers
approach,
I,
think
I
sort
of
touched
on
that
during
the
lightning
talk,
the
the
way
we've
been
doing,
things
wasn't
really
sustainable,
but
in
terms
of
the
challenges,
although
there
were
some
technical
challenges,
I
mean
I,
don't
want
to
I,
guess:
understate
the
complexity
of
rolling
out
multi
data
center,
always
on
those
kind
of
things,
but
they're
relatively
straightforward.
Compared
to
the
people
challenges
the
first
developers
we
took
off
the
ranks,
we're
working
on
a
very
old
tech
stack
as
they
themselves
put
it
when
they
were
asked.
B
They
learned
20
new
technologies
in
six
weeks
to
stand
up
the
proof
of
concept
in
terms
of
creating
buy,
and
we
had
to
do
a
lot
of
road
shows.
We
had
to
show
people
rather
than
just
tell
them
about
how
awesome
it
was
going
to
be
to
convince
them
that
we
were
capable
of
doing
this,
and
we
faced
a
lot
of
questions
from
people
who
there's
this
Turman.
In
the
business
side
of
the
world,
the
frozen
metal
we
had
developers
who
were
keen
to
do
new
stuff.
B
We
have
people
at
an
exact
level
who
had
a
vision
of
where
the
bank
should
be,
and
there
are
a
lot
of
people
in
the
middle
saying
this
is
too
different.
I
can't
get
my
head
around
this
one
of
the
earliest
presentations
we
did
to
a
business
leader.
One
of
his
change
managers
said
look,
but
but
if
you're
releasing
at
this
kind
of
cadence,
if
you're
just
continually
pushing
change
out,
how
do
we
handle
training?
How
do
we
handle
change
management?
We
need
months
to
do
that?
B
That's
the
kind
of
pushback
we
have
people
in
our
finance
area,
who
understand
very
well
how
a
financial
model
works
for
waterfall
they're
still
getting
to
grips
with
how
a
financial
model
works.
When
you
can
have
two
week,
Sprint's
literally
changing
your
objectives.
Is
the
product
donor
wants
on
a
fortnight
by
fortnight
basis,
and
really
it's
it's
about
the
ongoing
challenge
with
that
is
just
continuing
to
build
trust
that
the
stuff
all
works.
The
way
it
says
that
we
say
it
will
work
that
it's
not
going
to
break
that.
B
It's
not
going
to
collapse
the
bank
that
we
can
automate
things
that
have
been
people
processes
that
we
can
use
evidence
rather
than
people's
best
guesses,
and
we
just
have
to
keep
pushing
and
pushing
and
pushing
it's
really
a
marathon,
not
a
sprint.
You
can
sprint
the
technology.
You
can
bring
an
expertise
to
help
you
with
that,
but
you
just
have
to
grind
away
at
helping
people
change
as
individuals
and
change
it.
C
Sounds
really
familiar
with
also
also
our
journey.
We
we
like
to
think
about
it,
basically
on
just
building
up
on
what
you
said:
Rajat.
It's
like
you,
have
a
burning
platform
that
you
need
to
get
out
here
so
and
also
this
shining
star
that
that
you
want
to
be
so
talking
about.
The
burning
platform,
at
least
for
us,
was
maybe
environment
provisioning.
That
was
our
biggest
pain
and
when
you
are
going
into
this
transformation,
you
have
these
proof-of-concept
kind
of
projects
that
you
want
to
stand
up
right
now.
C
Do
your
proof
of
concept
in
one
or
two
days
show
that
to
the
business
when
they
shot
it
down
with
a
provision
in
time
of
few
weeks
that
was
not
possible
for
us
and
therefore
that
was
kind
of
the
shining
star
bit,
but
from
a
burning
platform
it
was
more
like
okay.
Well,
the
developer
is
asking
for
an
environment
for
him
on
his
own
in
order
to
test
some
very
intricacy
of
the
product
itself,
and
that
was
not
possible.
C
So
people
were
getting
a
little
bit
frustrated
somehow
so
by
giving
them
that
success
and
then
showcasing
or
identifying
some
of
the
change
leaders.
So
to
say
we
were
able
to
actually
bring
that
as
a
wave
towards
the
others,
because
now
it's
not
us
talking
to
them.
It's
people
from
from
so
to
say
from
there
they're
rows
that
are
talking
to
them.
Using
the
same
language
and
the
same
engagement.
B
A
You
so
floppy
also
you
had
done
some
work
in
the
back
office.
I'd
like
to
be
you
Flavio
and
I,
mean
I,
mean
you've
done
some
work
in
the
big
back
office,
banking,
which
is
usually
a
big
block,
monolithic
in
general
in
nature,
but
yet
done
it
right
put
it
on
a
very
flexible.
You
know
platform.
So
what
did
he?
What
you
guys
started
in
taser,
so.
D
D
So
we
take
the
major
parts
of
the
application
and
we
move
out
from
the
monolith
in
a
small
micro
services
and
we
develop
them
and
we
gain
the
possibility
that
officials
give
to
you
to
if
the
container
that
you
can
copy
and
you
create
a
different
tenant,
all
the
same,
you
can
make
new
tests,
you
can
increase
your
quality
of
the
software
because
you
can
test
it
and
this
is
more
code.
So
it's
easy
to
do
better.
It's
not
magician,
because
the
memory
leak
is
still
waiting
for
you.
D
Anyway,
you
can
keep
an
out
of
memory
also
in
microseconds
application,
but
it's
quite
easy
to
understand
why
and
to
do
something
before
to
do
not
have
this
kind
of
problem.
Actually,
we
are
near
to
the
end
of
this
tree
for
the
first
main
application.
While
we
move
a
lot
of
smallest
application,
but
with
note
we
haven't
so
many
troubles
against
one
of
the
our
major
application
in
the
bank
and
just
tonight
we
move
the
lastest
customer
to
the
new
application
and
we
will
run
on
up
a
shift
from
very.
E
Follow
similar
approaches
as
well
for
some
applications.
We
are
slowly
shifting
new
functionality
that
needed
to
be
rebuilt,
or
we
wanted
to
create
something
here
from
scratch
and
instead
of
of
doing
with
the
old
technologies,
we
just
create
a
link
to
the
different
URL.
Actually,
it
takes
you
all
the
way
down
to
open
ship
and
with
the
creating
with
using
micro
services,
exposed
through
api's
new
functionalities
that
gets
bigger
and
bigger
functionality,
every
every
drop.
E
So
we
we
start
with
a
small
entity
and
we
keep
on
growing
and
growing
and
it
started
with
just
one
little
functionality
form
a
big
website
and
nowadays,
like
seven
different
projects,
working
in
parallel
on
the
same
application,
traditional
applications,
they
are
all
developing
on
their
own
paths.
Different
functionality
are
modifying
it
and
soon
we
will
get
to
a
position
in
which
the
all
applications
are
sold
on
and
we
are
all
running
with
new
technologies.
E
E
B
Evidences
gold,
our
biggest
our
biggest
improvements
and
in
mind,
share
and
in
the
broader
Bank,
have
been
when
we've
been
able
to
go
back
and
say,
here's
what
things
look
like
before
here
is
the
cost
of
doing
a
deployment.
Here's
the
time,
his
business
opportunities
we
lose
when
it
takes
this
long
instead
of
this
long.
So
before
you
move
a
thing,
gather
the
facts
about
what
it
looked
like,
so
that
you
can
come
back
after
you've,
moved
it
and
say:
here's
why
it's
better!
He
is
why
this
was
worthwhile.
That.
A
A
But
let's
talk
about,
you
know
the
big
trouble
of
the
big
problem
of
change
in
the
architecture
right
so
we're
talking
about.
You
know:
monolith
all
technology,
now,
micro
services,
maybe
cloud
native
application
and
we'll
talk
about
the
future
later.
What
is,
in
your
view,
the
complexity
and
for
use?
A
They
are
now
in
a
different
format,
shape
because
you
have
me,
you'll,
be
moving
up
and
and
in
the
evolution
pad
and
maybe
you're,
providing
now
a
little
bit
behind
so
who's
pushing
them
to
come
in
with
this
new
form
factor.
So
what
about
now
we
have
achieved,
and
what
do
you
see
as
the
ecosystem?
So.
C
Our
our
case
scenario
was
a
little
bit
different
in
a
way
that
we
were
not
building
new
functionality.
It
was
basically
taking
a
product
from
the
market
and
then
integrated,
and
in
that
shift
you
also
mention
the
integration
part,
and
it
is
that
integration
part.
That
is
for
us
the
biggest
challenge,
because
basically,
what
you
are
taking
is
a
heart
and
you
want
to
transplant
it
into
a
body,
and
you
want
that
somehow
to
work
right.
C
So
what
we
did
is
basically
that
heart
that
we
were
taking,
we
kind
of
duplicated
in
a
multitude
of
instances,
and
then
we
tried
around
it
to
do
what
we
call
service,
virtualization
or
MOX,
so
in
in
a
way
those
those
basically
duplicate
are
actually
hard.
That
is
from
itself
is
thinking
that
is
inside
the
body,
yeah
so
and
then
the
the
the
the
core
banking
is.
It
set
up
on
an
on
a
VM
kind
of
environment,
and
that
is
what
we
have
in
production
now.
C
What
we
have
seen
in
doing
so
is
that
people
will
build
up
expectation,
yeah,
all
right,
I
have
what
I'm
used
to
yeah
I
have
the
middle
ground
that
now
we
are
building,
but
I
also
have
this
cutting
edge.
That
is
actually
helping
us
do
better
things
right,
and
it
is
that
balance
of
expectation
that
is
quite
quite
challenging
and
that's
what
we
are
living
currently.
It.
A
Looks
like
you
know,
typically
agile
agility,
which
is
essentially
really
a
negotiation
between
the
devs,
the
ops
and
the
business
guys
right
a
continuing
ago.
She
ation,
which
is
what
makes
everything
agile,
I,
guess
the
beauty
now
that
we
can
accelerate
a
little
more
on
the
delivery
side
and
maybe
flip
you
can
share
with
us.
What
is
your
view
and
if
you
can
bring
an
idea
of
the
achievements
right,
you
guys
have
been
able
to
to
get
out
of
this
journey.
I.
E
Was
achievement?
I
was
going
to
say
that
to
add
to
the
previous
conversation
with
Alice,
it's
a
very
good
topic
and
very
interesting
case.
I'm
Howard
I
said:
okay,
we
we
did
the
good
great
benefit.
These
new
technologies,
from
my
point
of
view,
bring
in
is
standardization
and
Automation
that
that
gets
out
of
the
way.
So
many
problems,
and
you
just
you
abuse
of
that,
and
that
helps
you
a
lot
in
the
track
in
in
you
in
do
travel.
E
But
now,
apart
from
your
own
server
and
you're,
deploying
and
you're,
creating
and
you're
putting
into
production,
now
you
have
vendors
that
also
you
need
to
incorporate
their
solutions
into
you
portfolio.
You
have.
The
part.
Is
that
creating
software
for
you,
and
you
also
need
to
adopt
that
software,
but
you
want
to
put
in
the
same
pipelines.
You
want
to
make
sure
that
that
follows
the
same
standards.
So
you
end
up
with
the
same
standardization
and
automation
that
provides
so
much
when
so
much
benefit
and
that's
a
problem
that
we
would
need
to
solve.
E
A
Some
of
you
are
in
the
early
journey.
What
is
beautiful
is
I,
see
the
kind
of
the
maturity
level
which
is
not
codified
by
the
way
we
are
all
here.
I
would
like
to
you
know:
I
kind
of
driving
the
practices
in
financial
services
to
have
all
of
you
coming
in
it's.
You
know
what
we
think
in
other
three
stages,
and
we
are
one
point
to.
A
Let
me
push
you
into
the
second
stage
right:
it's
not
codified
anywhere,
because
it's
new,
and
especially
in
banking,
where
you
have
a
lot
of
regulation,
DevOps
is
really
a
contradiction
of
the
maker
cheque.
Right
to
the
concerns
of
you
know
really.
Splitting
who
touches
prod,
who
DS
endeavor
in
development,
so
being
DevOps
in
banking,
is
quite
hard
right.
D
Exactly
it's
one
of
the
things
that
DevOps
is
really
hard
for
us.
We
are
structured.
We
have
their
day
to
day
offs
that
different
situation
and
the
tools
and
OpenShift
can
help
you
in
the
exercise
and
the
quality
of
your
services.
But
only
person
can
do
the
difference.
We
start
and
together
we
meet.
There
is
the
dev
on
these
experience
and
we
work
together
for
a
couple
fear,
Devin
Dobson,
with
the
same
objective.
D
We
could
the
result
all
right
only
because
we
trust
together
on
the
result.
That's
I
think
it's
the
difference
between
before,
when
the
ops
have
only
one
mission,
availability
of
a
limited
and
availability,
and
normally
while
in
the
last
year,
we
worked
so
near
so
together
for
reached
the
solution
to
to
find
a
way
to
solve
our
problem
together
and
would
and
deliver
the
new
application
in
a
different
way
than
before.
Take.