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- 1. DevOps Short Course Topic 1 Fundamentals AUTHOR & PRESENTER: BRENTON BURCHMORE 1
- 2. • Unpacking the core philosophies that preceded and influenced the rise of DevOps Fundamentals • Flow; the Kanban idea that tries to make everything just when, just how and just right Continuous Delivery • The feeding of relevant and useful information between teams as needed Feedback & Feed-Forward • Nothing in DevOps is static – growing into the new means learning from the old Learning & Growth Short Course Syllabus
- 3. • A quick definition that relates Agility with the forces behind the creation of DevOps Agile Value • How the adoption of the Lean model is intended to reduce wastage in DevOps Lean Influence • The role of Kanban ideology and how it influences managing DevOps workflow Kanban Flow • How our changing relationship with information and decisions affects DevOps Information Contents Today
- 4. Born and raised in Australia, based in Singapore, global citizen Many years/careers in the corporate IT world Have run my own businesses four times Have been teaching with ITM/CSU for a decade – over 80,000 students Have created (and taught) 14 Masters subjects and 7 short courses Creator of Perdoco – scenario learning app Great believer in game-based and experiential learning An avid gamer, father of one, and a fiction writer as a hobby Who is – Brenton Burchmore
- 5. ITE518 – Agile (SCRUM, SAFe®) MGI511 – Project Management Fundamentals (Waterfall, PMBOK®) MGI512 – Project Life Cycle (PRINCE2®) MGI514 – Project Leadership MGI515 – IT Service Quality Management (ITIL 4® and ISO/IEC 20000) MGI516 – IT Governance (COBIT 2019®) MGI518 – Program and Portfolio Management (more PMI® frameworks) MGI521 – Professional Communications MGI522 – Developing Solutions MGI530 – Business Analysis (the BABOK® by IIBA®) MGI531 – Project Recovery MGI534 – Digital Social Selling Subjects Authored
- 6. What is Agility? Making better decisions in the moment, with the right inputs and the right stakeholders
- 7. Historical ideas of separated teams focused on their core functionality and goals is universally eroding The benefits of each team understanding how the others contribute value is behind this evolution The Inevitable Rise of Agility
- 8. The volume and availability of cross-team information creates an opportunity to leverage this knowledge Decision making improves at all levels/teams when they have a context for their own inputs and outputs Improved decision making then improves business value, efficiency, profits and competitiveness
- 9. The conflict between dev and ops focuses on differences rather than synergies Each are focused on discreet contributions, rather than overall value of the outcome Having discreet goals/measurements is a significant contributor to misalignment Technical debt arises as a result of one-sided decisions that accumulate on systems Stability of existing services – versus the incorporation of new services Devs: Operations are always constraining our brilliant ideas Ops: Devs never appreciate how difficult long term reliability is
- 10. Poll What do you believe is the most common problem with achieving high value software services today?
- 11. • When staff take on a wide range of tasks needing diverse experience or skillsets Cross-functional • Where the skillsets are remain as separate individuals who then work closely together Integrated • Where the teams remain loosely apart, but communicate very closely task by task Aligned • When teams work separately, think separately and communicate separately Siloed Team Structure Ideology This is DevOps
- 12. DevOps in a Blink DevOps • Is a functional arrangement between teams • Not necessarily a structural arrangement • Development teams & operational teams • Respects the separate skills/methods of each • Is focused on delivering customer value • Pursues the benefits of contiguous knowledge
- 13. • When teams know that the info exists for them to call upon Awareness • When the info is available or injected just in time to help Timeliness • When the info is accurate, useful and relevant to its need Validity Contiguous Knowledge
- 14. The test for whether or not knowledge is contiguous is when it is only one action away from someone who can use that info to increase the value of their own output One action away…
- 15. Lean Influences 15 • The difference between a request and its eventual fulfilment to deliver value Lead Time • The amount of time actually spent working on the creation or delivery of that new value Processing Time • Anything that increases lead time, processing time, costs, dissatisfaction or risk Wastage • Start where you are now, and change one thing at a time, getting feedback as you go Incremental • The empowerment of all to find, share and use information and knowledge to improve value Information
- 16. Kanban Influences 16 • The just-in-time philosophy of doing and having only what you need, when you need it Flow • Everyone can see all the work in every stage of its movement through the process Visibility • Limiting the work in progress to being only what can reasonably be completed on time Limitation • Always working on improving all aspects of the process from all sources and inputs Improvement • Teams and staff start a task only when they have the capacity to perform and complete it Pull
- 17. Contiguous Everything • Knowing what is known, where to find it, who to ask Information • Reach the right people with the right skills/experience Skills/Experience • Work on things to completion whilst they are current Workflow • Making decisions just when needed, with the best info Decisions
- 18. DevOps DevOps is therefore about making all the work, knowledge, skills and decisions contiguous to when, and to whom, they are needed at value creation/delivery
- 19. • Breaking down the barriers of contextual understanding between teams/skillsets Alignment • Test when you build, and automate this at scale as much as possible Automated Testing • Merging the branches back into the trunk continuously as you develop Continuous Integration • Release schedules and how to restructure them for a smoother ride Fractured Deployment Next Week - Flow
- 20. Additional IT Masters Resources Free Short Courses • CISSP (Updated) • Masterclass: Comparative Cloud Technology • Project Management Updated: PMBOK7 • Applied Digital Marketing Strategies • PRINCE2, Scrum, Agile methodologies and more… Postgraduate Courses • Graduate Certificate in Computing (Career Transition) • Graduate Certificate or Master in Business Administration (Computing) • Graduate Certificate or Master in Cyber Security Attention Attendees: Remember to type your messages to all panellists and attendees University Subjects • IT Service Quality Management • IT Governance • Program and Portfolio Management • Project Management Fundamentals • Project Management Leadership • Strategic Management • Contemporary Management • Management of Change • Agile Project Management • The Project Lifecycle • Project Recovery And many more…
Editor's Notes
- What is ITIL and Brief history: ITIL is a framework for IT service Management, not a standard. More importantly, it’s common sense. What is IT Service Management? Simply it is the management of quality, delivery and experience of IT services as opposed to IT Products. ITIL is a documented set of processes designed to define how a company’s IT functions can operate. It contains a series of statements defining the procedures, controls, and resources that should be applied to a variety of IT related processes. ITIL has been around for more than 21 years and continues to evolve as a collection of good practices for IT Service Management. But ITIL, like COBIT, is a guidance, not a standard. ITIL, no matter what version, is simply a collection of good practices that are applied to ensure that business outcomes are delivered through technology. The UK Government's Central Computer and Telecommunications Agency (CCTA) in the 1980s developed a set of recommendations. It recognized that without standard practices, government agencies and private sector contracts had started independently creating their own IT management practices. Hence the organization created the IT Infrastructure Library originated as a collection of books, each covering a specific practice within IT service management. ITIL was built around a process-model based view of controlling and managing operations often credited to W. Edwards Deming and his plan-do-check-act (PDCA) cycle. David Clifford, Jan van Bon (2008). Implementing ISO/IEC 20000 Certification: The Roadmap. ITSM Library. Van Haren Publishing. ISBN 90-8753-082-X. Comparison with other standards ITIL Vs COBIT Vs FCAPS? What is the difference? Which one to use? When to use? What are the advantages of one over the other? What about ITIL Vs eTOMM Vs TOGAF? Where do these come into the picture? What about ITIL Vs Six Sigma? What is the relation? What about ITIL Vs CMMI? What about SOA( Service Oriented Architecture) Vs ITIL Why ITIL and not something else? It is best practice. It is the collective experience of many professionals over 20 years. Pros and Cons of ITIL We will develop this discussion as we go along. But for a start the following two articles are good indicators. Pros: http://esj.com/articles/2007/10/23/itil-weighing-the-pros-and-cons-part-1-of-2.aspx Cons:http://esj.com/articles/2007/10/30/itil-weighing-the-pros-and-cons-part-2-of-2.aspx Criticism on ITIL Marrone, Mauricio, and Lutz M. Kolbe. "Uncovering ITIL claims: IT executives’ perception on benefits and Business-IT alignment." Information Systems and E-Business Management 9.3 (2011): 363-380. Sharifi, Mohammad, et al. "Lessons learned in ITIL implementation failure." Information Technology, 2008. ITSim 2008. International Symposium on. Vol. 1. IEEE, 2008.
- What is ITIL and Brief history: ITIL is a framework for IT service Management, not a standard. More importantly, it’s common sense. What is IT Service Management? Simply it is the management of quality, delivery and experience of IT services as opposed to IT Products. ITIL is a documented set of processes designed to define how a company’s IT functions can operate. It contains a series of statements defining the procedures, controls, and resources that should be applied to a variety of IT related processes. ITIL has been around for more than 21 years and continues to evolve as a collection of good practices for IT Service Management. But ITIL, like COBIT, is a guidance, not a standard. ITIL, no matter what version, is simply a collection of good practices that are applied to ensure that business outcomes are delivered through technology. The UK Government's Central Computer and Telecommunications Agency (CCTA) in the 1980s developed a set of recommendations. It recognized that without standard practices, government agencies and private sector contracts had started independently creating their own IT management practices. Hence the organization created the IT Infrastructure Library originated as a collection of books, each covering a specific practice within IT service management. ITIL was built around a process-model based view of controlling and managing operations often credited to W. Edwards Deming and his plan-do-check-act (PDCA) cycle. David Clifford, Jan van Bon (2008). Implementing ISO/IEC 20000 Certification: The Roadmap. ITSM Library. Van Haren Publishing. ISBN 90-8753-082-X. Comparison with other standards ITIL Vs COBIT Vs FCAPS? What is the difference? Which one to use? When to use? What are the advantages of one over the other? What about ITIL Vs eTOMM Vs TOGAF? Where do these come into the picture? What about ITIL Vs Six Sigma? What is the relation? What about ITIL Vs CMMI? What about SOA( Service Oriented Architecture) Vs ITIL Why ITIL and not something else? It is best practice. It is the collective experience of many professionals over 20 years. Pros and Cons of ITIL We will develop this discussion as we go along. But for a start the following two articles are good indicators. Pros: http://esj.com/articles/2007/10/23/itil-weighing-the-pros-and-cons-part-1-of-2.aspx Cons:http://esj.com/articles/2007/10/30/itil-weighing-the-pros-and-cons-part-2-of-2.aspx Criticism on ITIL Marrone, Mauricio, and Lutz M. Kolbe. "Uncovering ITIL claims: IT executives’ perception on benefits and Business-IT alignment." Information Systems and E-Business Management 9.3 (2011): 363-380. Sharifi, Mohammad, et al. "Lessons learned in ITIL implementation failure." Information Technology, 2008. ITSim 2008. International Symposium on. Vol. 1. IEEE, 2008.