A agile journey from Scania with tips on working practices and pitfalls. Cultural and technical ones. Was arranged by Meetup: Go Agile! - Stockholm at the 3 office, 2015-08-12.
1) Scania uses DevOps practices like continuous integration, infrastructure as code, and microservices to improve delivery speed and allow autonomous teams despite a large codebase and many engineers.
2) Key learnings included finding end user feedback, working on the main branch, avoiding database backups for dev/test, not blaming code, recognizing the value of operations staff, and preventing a "hero culture" through practices like documentation and version control.
3) Scania's DevOps transformation involved moving from a monolithic architecture to microservices, treating infrastructure as code, and empowering feature teams to own delivery of their code through the entire pipeline.
DevOps @ Scania - Trust and some code - NFI Testforum 2015Anders Lundsgård
Presentation about the DevOps movement at Scania by Anders Lundsgård and Mattias Järnhäll. The presentation was held in Stockholm the 15th of April on NFI Testforum 2015.
The DevOps journey in an Enterprise - Continuous Lifecycle London 2016Anders Lundsgård
Presentation about the DevOps movement at Scania. Conference: Continuous Lifecycle London 2016-05-03. http://continuouslifecycle.london/
By Anders Lundsgård (@anderslundsgard) and Mattias Järnhäll (@mattiasjarnhall)
BizDevOps Transformation, Metrics and Microservices at Scania, June 2017 in L...Anders Lundsgård
Presentation made by Anders Lundsgård and Jonatan Mossberg from Scania Conntected Services about our BizDevOps transformation. Was held on the TechXL8 conference in London on the Cloud and DevOps World track.
The DevOps journey in an Enterprise - CoDe-Conf. Stockholm September 14, 2017Anders Lundsgård
The presentation about the DevOps transformation at Scania Connected Services. A journey that involve breakdown of a big monolithic application to smaller services and moving from an On-Prem hosting solution to the cloud.
Scania has been undergoing a major IT transformation as it moves more workloads and services to the cloud. The company has over 1,500 IT engineers and has had an IT department for over 40 years. As part of its cloud strategy, Scania is adopting a "cloud first" approach and focusing on areas like cloud adoption, cost optimization, and security. Scania is organizing its teams into autonomous "feature teams" that fully own their services and supporting "delivery engineering" teams. It is also creating structures like a cloud security team and community to help guide the cloud journey.
The Cloud Journey in an Enterprise - CoDe-Conf - Copenhagen October 11, 2018 Anders Lundsgård
Public presentation about Scania's Cloud migration. Why Scania goes for public cloud and how we organize and utilize cloud computing. New content is (among other details from latest learnings) an example on serverless code hosted on AWS.
1) Scania uses DevOps practices like continuous integration, infrastructure as code, and microservices to improve delivery speed and allow autonomous teams despite a large codebase and many engineers.
2) Key learnings included finding end user feedback, working on the main branch, avoiding database backups for dev/test, not blaming code, recognizing the value of operations staff, and preventing a "hero culture" through practices like documentation and version control.
3) Scania's DevOps transformation involved moving from a monolithic architecture to microservices, treating infrastructure as code, and empowering feature teams to own delivery of their code through the entire pipeline.
DevOps @ Scania - Trust and some code - NFI Testforum 2015Anders Lundsgård
Presentation about the DevOps movement at Scania by Anders Lundsgård and Mattias Järnhäll. The presentation was held in Stockholm the 15th of April on NFI Testforum 2015.
The DevOps journey in an Enterprise - Continuous Lifecycle London 2016Anders Lundsgård
Presentation about the DevOps movement at Scania. Conference: Continuous Lifecycle London 2016-05-03. http://continuouslifecycle.london/
By Anders Lundsgård (@anderslundsgard) and Mattias Järnhäll (@mattiasjarnhall)
BizDevOps Transformation, Metrics and Microservices at Scania, June 2017 in L...Anders Lundsgård
Presentation made by Anders Lundsgård and Jonatan Mossberg from Scania Conntected Services about our BizDevOps transformation. Was held on the TechXL8 conference in London on the Cloud and DevOps World track.
The DevOps journey in an Enterprise - CoDe-Conf. Stockholm September 14, 2017Anders Lundsgård
The presentation about the DevOps transformation at Scania Connected Services. A journey that involve breakdown of a big monolithic application to smaller services and moving from an On-Prem hosting solution to the cloud.
Scania has been undergoing a major IT transformation as it moves more workloads and services to the cloud. The company has over 1,500 IT engineers and has had an IT department for over 40 years. As part of its cloud strategy, Scania is adopting a "cloud first" approach and focusing on areas like cloud adoption, cost optimization, and security. Scania is organizing its teams into autonomous "feature teams" that fully own their services and supporting "delivery engineering" teams. It is also creating structures like a cloud security team and community to help guide the cloud journey.
The Cloud Journey in an Enterprise - CoDe-Conf - Copenhagen October 11, 2018 Anders Lundsgård
Public presentation about Scania's Cloud migration. Why Scania goes for public cloud and how we organize and utilize cloud computing. New content is (among other details from latest learnings) an example on serverless code hosted on AWS.
Presentation on Gene Kims - DevOps Enterprise Summit 2021. Anders presents a journey from journey from Monolithic applications to Microservices, On-Premise hosting to Public Cloud and from 3 production deployments per year to 30+ per
day.
Our Journey to 100% Agile and a BizDevOps Product Portfolio - Dr. Frank Ramsa...Marilyne Huret
Our Journey to 100% Agile and a BizDevOps Product Portfolio - BMW - DOES19 Las Vegas —
This talk will describe the "why" and the "way" to 100% Agile @ BMW Group IT - a holistic approach with 4 focus areas: Process, Structure, Technology and People&Culture. Ralf will give a deep dive into the transformation from "Projects" to "Products" defined last year.
Our Journey to 100% Agile and a BizDevOps Product Portfolio - Dr. Frank Ramsak and Ralf Waltram
Dr. Frank Ramsak, IT Governance, BMW Group
Ralf Waltram, Head of IT Systems Research & Development, BMW Group
Frank Ramsak started his career within the BMW Group in 2003 and is presently responsible for Architecture, Innovation and Technology in the BMW Group IT Governance. With his team and the community of architects, he defines and drives the innovative, competitive IT solution space for the feature teams.
Before his time in the IT-Governance, he managed international IT projects and was responsible for enterprise architecture management for the R&D, quality and production areas.
Frank st
udied computer science at the Technical University of Munich (TUM) and the University of Illinois at
Urbana-Champaign. He received his PhD from TUM for his work on multi-dimensional indexing in database systems.
Ralf Waltram has been with the BMW Group since 1996 and is responsible for IT systems in vehicle development since 2015. He and his team focus on the possibilities of digitalization in the R&D process, with an agile collaboration model and a focus on a BizDevOps structure. Prior to this, he managed international IT projects, e.g. in China, in the area of R&D, sales and marketing and was responsible in different line functions. Ralf Waltram studied computer science at the Munich University of Applied Sciences, specializing in computer vision and neural networks.
DOES SFO 2016 - Greg Maxey and Laurent Rochette - DSL at ScaleGene Kim
t last year’s DOES conference, we introduced the new Domain Specific Language (DSL) for Electric Flow and painted a vision for how it could revolutionize application release automation (ARA) for very large enterprise implementations.
We are pleased to share with you our experiences and learnings from such a large scale implementation in a financial services company that we’ve been working on this past year. This is a very large implementation—hundreds of ‘platforms’, each containing hundreds of application components each targeting hundreds of ‘device types’, that is, thousands of components distributed across tens of thousands of end points in data centers across the world.
Because of regulatory and quality concerns, complex multi-environment stage testing and promotion systems with clear separation of duties must be enforced. While Electric Flow provided the core functionality to achieve these goals, there was a considerable amount of customization required to support legacy applications, tools and processes. All of the custom work done by the Electric Cloud professional services teams was done in DSL, that is, source code first. Customizations are maintained in a source control system and applied to the various staging environments through automated script execution managed by Electric Flow. While the Electric Flow UI was not used to author content, it was used to verify implementation and provide a convenient ways for the client to monitor progress of their application delivery. The result was a highly maintainable and scalable implementation that could be customized and adjusted on a moment’s notice. Indeed, the project has been managed in a lean agile manner with three week sprints.
Embedding a Shift Left Culture in your EnterpriseGerald Bachlmayr
The Shift Lift scope has broadened during the Age of the Customer. As well as testing it brings other activities forward in the software development lifecycle to enable faster release cycles. For larger enterprises this can be a big cultural challenge. In this talk we will explore the new Shift Left and how you can get business stakeholder buy-in to set up your team for success and gain a huge return on the upfront investment.
The document discusses continuous delivery and DevOps practices for software development. It notes that the objective is to achieve 50 production deployments per day with no service impact through automation, continuous integration, testing pipelines, and a culture of collaboration and shared responsibility across functions. It emphasizes that culture and people are more important than processes and tools for successful continuous delivery.
Integrate Security and Compliance into your CI/CD PipelineDevOps Indonesia
This document discusses integrating security and compliance into continuous integration/continuous delivery (CI/CD) pipelines. It advocates for automating security checks and shifting them left in the development process using a DevSecOps approach. Specifically, it recommends automating security tools and practices at various pipeline stages, including static code analysis, software composition analysis, dynamic application security testing, and web application firewall shielding in production. The document also describes how the F5 Advanced Web Application Firewall can be automated and integrated into CI/CD toolchains to speed up web application firewall policy deployment and provide consistent, repeatable security controls.
DOES16 San Francisco - Susanna Brown & Ben Chan - DevOps in the Midst of an A...Gene Kim
DevOps in the Midst of an Airline Merger
Susanna Brown, Managing Director Operations Technology, American Airlines
Ben Chan, Director Shared Services, American Airlines
Description:
DevOps as a cultural change agent to bring enterprise/federated, infrastructure/development, employees/vendors together, while merging two major airlines.
DevOps as a cultural change agent to bring enterprise/federated, infrastructure/development, employees/vendors together, while merging two major airlines.
DevOps Enterprise Summit San Francisco 2016
DOES16 San Francisco - Scott Prugh & Erica Morrison - When Ops Swallows DevGene Kim
When Ops Swallows Dev
Scott Prugh, Chief Architect & VP Software Development & Operations, CSG International
Erica Morrison, Director, Software Development, CSG International
CSG has been on an Agile and Lean journey to continually shorten feedback loops in its SDLC and Operations Processes. This began with moving from waterfall to agile and deploying cross functional dev teams. Today, we have taken this transformation further by deploying cross functional product delivery teams that Design, Build, Test and Run their products. Join us to discover the things that went as expected and the surprises we discovered in this journey.
DevOps Enterprise Summit San Francisco 2016
CA Security Communities Webcast - CA SSO Performance Testing with CA BlazeMeterCA Technologies
An overview of BlazeMeter and how to use it to do performance testing on CA SSO, with some test results.
Presented on August 23,2017 by:
Jason Wilcox, Sr Services Architect
Jason Silberman, Sr Product Marketing Manager
Dave Karow, Sr Principal Product Marketing Manager
Aaron Berman, Sr. Advisor Presales
To learn more about how CA Services can accelerate your success in the application economy please visit: http://cainc.to/tXY9uT
Jawdat Teknologi Indonesia aims to transform Indonesian companies and people to be globally competitive through technology. Their vision is to transform customer IT from legacy systems to SDN to achieve better business outcomes. They offer services to simplify, standardize, and automate networks by transforming customers from legacy systems to SDN and NFV innovation. This includes network audits, design standards, service automation, and SDN/NFV solutions using network abstraction, cloud-based managed services, and service orchestration.
Serverless architectures and DevOps practices are highly complementary. Serverless DevOps aims to streamline deployments to numerous microservices while focusing on governance and scaling the serverless footprint. Key benefits include amplified DevOps benefits like rapid innovation and automation, as well as self-documenting services. Common blindspots include forgetting the need for DevOps with serverless or lacking plans to scale processes. Best practices include defining processes, documentation, source control, automation, and reviewing metrics. A successful serverless strategy combines Serverless, DevOps, and a plan to scale practices together over time.
Achieving DevOps using Open Source Tools in the EnterpriseCollabNet
Join Tech Mahindra and CollabNet to learn how you can deliver business value more quickly with higher quality using Tech Mahindra ADOPT (Agile DevOps Process Transformation), an offering for enterprise software development teams built and delivered on the CollabNet TeamForge framework for open source tools.
• Build better apps for any platform, including iOS, Android, Java, Linux or Windows with DevOps.
• Accelerate your application delivery lifecycle with DevOps.
• Let teams share code, track work, and ship software—for any language, all in a single package. It is the perfect complement to your IDE.
Scaling at Gengo Presentation at AWS Jaws Days Tokyo.
Presented and outlines Derek Szydlowski.
Assistance from David Gilbert, Yosuke Tomita, Andrea Belvedere and Matt Romaine
Full Video available at: http://architester.com/blog/2016/05/27/my-devops-presentation-from-keep-austin-agile-2016/
Presented at the Keep Austin Agile 2016 Conference by Chris Edwards
By now you have likely heard about DevOps. It's quickly gaining adoption. But what is it? And why should you care? DevOps is all about creating a culture of high collaboration between development and operations with a goal of optimizing the entire software delivery pipeline—from code commit to features running in production. This enables organizations to deliver value into production faster and at a lower cost—even enabling multiple production deployments per day. Imagine the competitive advantage gained by delivering new features in hours or days rather than weeks, months or quarters.
This talk will show how DevOps improves agility by optimizing the delivery pipeline. We’ll look at common patterns and anti-patterns. We’ll see the kind of tools needed to automate and manage the ever increasing number of servers and applications modern organizations need. We’ll also discuss the benefits and costs of adopting a DevOps culture.
Here is a taste of some of the things we will discuss:
- Get ops involved up front rather than at the end, so deployment and monitoring issues are found early and rework is reduced.
- Treat infrastructure as code so it is automated, repeatable, and under version control.
- Ensure your development and test environments are identical to production (or as close as possible). This helps catch issues sooner rather than in production.
- Deploy more frequently so you are dealing with a smaller batch of changes. This is easier to manage, and less likely to fail.
If you struggle with deployments, or your ops team is constantly fighting fires and drowning in unplanned work, this talk is for you. Come see how DevOps can improve the agility of your organization.
Scaling Continuous Integration Practices to Teams with Parallel DevelopmentIBM UrbanCode Products
Slides from an Urbancode and Accurev joint webinar: http://www.accurev.com/webinar/20120119-Scaling-CI-Parallel-Development
Continuous integration is simple with a single development team. But when software projects grow to multiple teams and dependencies, continuous integration loses effectiveness due to parallel projects, varying release schedules, and differing cadences between teams. As a result, many teams unknowingly lose the benefits of continuous integration, and therefore suffer from a lack of feedback and poor quality.
In this webinar, UrbanCode’s Eric Minick and AccuRev’s Chris Lucca will explain how to:
- Scale continuous integration builds across multiple development teams working on parallel projects
- Share only code that has passed continuous integration from other teams to avoid broken builds and confusion
- Automate the configuration of your test environment to handle fluid projects done in parallel
Presentation on Gene Kims - DevOps Enterprise Summit 2021. Anders presents a journey from journey from Monolithic applications to Microservices, On-Premise hosting to Public Cloud and from 3 production deployments per year to 30+ per
day.
Our Journey to 100% Agile and a BizDevOps Product Portfolio - Dr. Frank Ramsa...Marilyne Huret
Our Journey to 100% Agile and a BizDevOps Product Portfolio - BMW - DOES19 Las Vegas —
This talk will describe the "why" and the "way" to 100% Agile @ BMW Group IT - a holistic approach with 4 focus areas: Process, Structure, Technology and People&Culture. Ralf will give a deep dive into the transformation from "Projects" to "Products" defined last year.
Our Journey to 100% Agile and a BizDevOps Product Portfolio - Dr. Frank Ramsak and Ralf Waltram
Dr. Frank Ramsak, IT Governance, BMW Group
Ralf Waltram, Head of IT Systems Research & Development, BMW Group
Frank Ramsak started his career within the BMW Group in 2003 and is presently responsible for Architecture, Innovation and Technology in the BMW Group IT Governance. With his team and the community of architects, he defines and drives the innovative, competitive IT solution space for the feature teams.
Before his time in the IT-Governance, he managed international IT projects and was responsible for enterprise architecture management for the R&D, quality and production areas.
Frank st
udied computer science at the Technical University of Munich (TUM) and the University of Illinois at
Urbana-Champaign. He received his PhD from TUM for his work on multi-dimensional indexing in database systems.
Ralf Waltram has been with the BMW Group since 1996 and is responsible for IT systems in vehicle development since 2015. He and his team focus on the possibilities of digitalization in the R&D process, with an agile collaboration model and a focus on a BizDevOps structure. Prior to this, he managed international IT projects, e.g. in China, in the area of R&D, sales and marketing and was responsible in different line functions. Ralf Waltram studied computer science at the Munich University of Applied Sciences, specializing in computer vision and neural networks.
DOES SFO 2016 - Greg Maxey and Laurent Rochette - DSL at ScaleGene Kim
t last year’s DOES conference, we introduced the new Domain Specific Language (DSL) for Electric Flow and painted a vision for how it could revolutionize application release automation (ARA) for very large enterprise implementations.
We are pleased to share with you our experiences and learnings from such a large scale implementation in a financial services company that we’ve been working on this past year. This is a very large implementation—hundreds of ‘platforms’, each containing hundreds of application components each targeting hundreds of ‘device types’, that is, thousands of components distributed across tens of thousands of end points in data centers across the world.
Because of regulatory and quality concerns, complex multi-environment stage testing and promotion systems with clear separation of duties must be enforced. While Electric Flow provided the core functionality to achieve these goals, there was a considerable amount of customization required to support legacy applications, tools and processes. All of the custom work done by the Electric Cloud professional services teams was done in DSL, that is, source code first. Customizations are maintained in a source control system and applied to the various staging environments through automated script execution managed by Electric Flow. While the Electric Flow UI was not used to author content, it was used to verify implementation and provide a convenient ways for the client to monitor progress of their application delivery. The result was a highly maintainable and scalable implementation that could be customized and adjusted on a moment’s notice. Indeed, the project has been managed in a lean agile manner with three week sprints.
Embedding a Shift Left Culture in your EnterpriseGerald Bachlmayr
The Shift Lift scope has broadened during the Age of the Customer. As well as testing it brings other activities forward in the software development lifecycle to enable faster release cycles. For larger enterprises this can be a big cultural challenge. In this talk we will explore the new Shift Left and how you can get business stakeholder buy-in to set up your team for success and gain a huge return on the upfront investment.
The document discusses continuous delivery and DevOps practices for software development. It notes that the objective is to achieve 50 production deployments per day with no service impact through automation, continuous integration, testing pipelines, and a culture of collaboration and shared responsibility across functions. It emphasizes that culture and people are more important than processes and tools for successful continuous delivery.
Integrate Security and Compliance into your CI/CD PipelineDevOps Indonesia
This document discusses integrating security and compliance into continuous integration/continuous delivery (CI/CD) pipelines. It advocates for automating security checks and shifting them left in the development process using a DevSecOps approach. Specifically, it recommends automating security tools and practices at various pipeline stages, including static code analysis, software composition analysis, dynamic application security testing, and web application firewall shielding in production. The document also describes how the F5 Advanced Web Application Firewall can be automated and integrated into CI/CD toolchains to speed up web application firewall policy deployment and provide consistent, repeatable security controls.
DOES16 San Francisco - Susanna Brown & Ben Chan - DevOps in the Midst of an A...Gene Kim
DevOps in the Midst of an Airline Merger
Susanna Brown, Managing Director Operations Technology, American Airlines
Ben Chan, Director Shared Services, American Airlines
Description:
DevOps as a cultural change agent to bring enterprise/federated, infrastructure/development, employees/vendors together, while merging two major airlines.
DevOps as a cultural change agent to bring enterprise/federated, infrastructure/development, employees/vendors together, while merging two major airlines.
DevOps Enterprise Summit San Francisco 2016
DOES16 San Francisco - Scott Prugh & Erica Morrison - When Ops Swallows DevGene Kim
When Ops Swallows Dev
Scott Prugh, Chief Architect & VP Software Development & Operations, CSG International
Erica Morrison, Director, Software Development, CSG International
CSG has been on an Agile and Lean journey to continually shorten feedback loops in its SDLC and Operations Processes. This began with moving from waterfall to agile and deploying cross functional dev teams. Today, we have taken this transformation further by deploying cross functional product delivery teams that Design, Build, Test and Run their products. Join us to discover the things that went as expected and the surprises we discovered in this journey.
DevOps Enterprise Summit San Francisco 2016
CA Security Communities Webcast - CA SSO Performance Testing with CA BlazeMeterCA Technologies
An overview of BlazeMeter and how to use it to do performance testing on CA SSO, with some test results.
Presented on August 23,2017 by:
Jason Wilcox, Sr Services Architect
Jason Silberman, Sr Product Marketing Manager
Dave Karow, Sr Principal Product Marketing Manager
Aaron Berman, Sr. Advisor Presales
To learn more about how CA Services can accelerate your success in the application economy please visit: http://cainc.to/tXY9uT
Jawdat Teknologi Indonesia aims to transform Indonesian companies and people to be globally competitive through technology. Their vision is to transform customer IT from legacy systems to SDN to achieve better business outcomes. They offer services to simplify, standardize, and automate networks by transforming customers from legacy systems to SDN and NFV innovation. This includes network audits, design standards, service automation, and SDN/NFV solutions using network abstraction, cloud-based managed services, and service orchestration.
Serverless architectures and DevOps practices are highly complementary. Serverless DevOps aims to streamline deployments to numerous microservices while focusing on governance and scaling the serverless footprint. Key benefits include amplified DevOps benefits like rapid innovation and automation, as well as self-documenting services. Common blindspots include forgetting the need for DevOps with serverless or lacking plans to scale processes. Best practices include defining processes, documentation, source control, automation, and reviewing metrics. A successful serverless strategy combines Serverless, DevOps, and a plan to scale practices together over time.
Achieving DevOps using Open Source Tools in the EnterpriseCollabNet
Join Tech Mahindra and CollabNet to learn how you can deliver business value more quickly with higher quality using Tech Mahindra ADOPT (Agile DevOps Process Transformation), an offering for enterprise software development teams built and delivered on the CollabNet TeamForge framework for open source tools.
• Build better apps for any platform, including iOS, Android, Java, Linux or Windows with DevOps.
• Accelerate your application delivery lifecycle with DevOps.
• Let teams share code, track work, and ship software—for any language, all in a single package. It is the perfect complement to your IDE.
Scaling at Gengo Presentation at AWS Jaws Days Tokyo.
Presented and outlines Derek Szydlowski.
Assistance from David Gilbert, Yosuke Tomita, Andrea Belvedere and Matt Romaine
Full Video available at: http://architester.com/blog/2016/05/27/my-devops-presentation-from-keep-austin-agile-2016/
Presented at the Keep Austin Agile 2016 Conference by Chris Edwards
By now you have likely heard about DevOps. It's quickly gaining adoption. But what is it? And why should you care? DevOps is all about creating a culture of high collaboration between development and operations with a goal of optimizing the entire software delivery pipeline—from code commit to features running in production. This enables organizations to deliver value into production faster and at a lower cost—even enabling multiple production deployments per day. Imagine the competitive advantage gained by delivering new features in hours or days rather than weeks, months or quarters.
This talk will show how DevOps improves agility by optimizing the delivery pipeline. We’ll look at common patterns and anti-patterns. We’ll see the kind of tools needed to automate and manage the ever increasing number of servers and applications modern organizations need. We’ll also discuss the benefits and costs of adopting a DevOps culture.
Here is a taste of some of the things we will discuss:
- Get ops involved up front rather than at the end, so deployment and monitoring issues are found early and rework is reduced.
- Treat infrastructure as code so it is automated, repeatable, and under version control.
- Ensure your development and test environments are identical to production (or as close as possible). This helps catch issues sooner rather than in production.
- Deploy more frequently so you are dealing with a smaller batch of changes. This is easier to manage, and less likely to fail.
If you struggle with deployments, or your ops team is constantly fighting fires and drowning in unplanned work, this talk is for you. Come see how DevOps can improve the agility of your organization.
Scaling Continuous Integration Practices to Teams with Parallel DevelopmentIBM UrbanCode Products
Slides from an Urbancode and Accurev joint webinar: http://www.accurev.com/webinar/20120119-Scaling-CI-Parallel-Development
Continuous integration is simple with a single development team. But when software projects grow to multiple teams and dependencies, continuous integration loses effectiveness due to parallel projects, varying release schedules, and differing cadences between teams. As a result, many teams unknowingly lose the benefits of continuous integration, and therefore suffer from a lack of feedback and poor quality.
In this webinar, UrbanCode’s Eric Minick and AccuRev’s Chris Lucca will explain how to:
- Scale continuous integration builds across multiple development teams working on parallel projects
- Share only code that has passed continuous integration from other teams to avoid broken builds and confusion
- Automate the configuration of your test environment to handle fluid projects done in parallel
At the heart of traditional Continuous Delivery is the deployment pipeline. A build is generated, promoted through several testing environments and if it passes tests and is aligns with business needs is deployed to Production. This model struggles to account for complex systems where releases involve numerous inter-related builds and/or components that don't fit neatly into the model of "builds" such as incremental content migrations, configuration changes, database schema updates, or report / ETL migrations. This presentation examines the limitations of the build promotion model, architectural approaches for adapting applications to that model, and deployment approaches that realign the release pipeline around the migration of value, rather than the migration of builds.
Watch the Webinar
http://www.urbancode.com/html/resources/webinars/Adapting_Deployment_Pipelines_to_Complex_Applications.html/
This document summarizes Srijan Technologies' transformation from a traditional project-based company to an Agile organization from 2002-2012. It describes how Srijan struggled with fixed-cost projects that went over budget and had low developer morale. After attending conferences on Agile and distributed startups in 2012, the company shifted to an Agile approach with 2-week sprints, engaged clients, and monthly billing. This improved financial health, hiring, and employee satisfaction. Though adoption is still a work in progress, Srijan now has long-term clients, standing teams, and committed leadership to continue improving.
While many teams have adopted agile approaches to learn faster and boost performance, still few seem having managed to create radically better products than before. However, some have succeeded. We have observed that some teams managed to establish something we now refer to as the „Creative Team Space“. We have seen the Creative Space emerge, when great teams are given the chance to leverage their talent and passion in the right environment. What many see as a privilege of startups, designers or artists in fact is no mystery.
The creative space is built upon an understanding of systems thinking and design thinking. We have incorporated concepts derived from „Theory U“ (O. Scharmer), establishing an individual, but also collaborative growth perspective, breaking free from rather reactive behavior towards the heart of inner potentials for creativity, leading to a synergistic co-creating way of performing.
Participants will take with them an understanding of the elements forming the Creative Space together with a hands-on approach, how to start, grow and foster it in specific environments. They learn what success factors to focus on for enabling a supportive and collaborative environment and how to start applying it stepwise on team and / or project level.
The Creative Team Space has been derived from various experiences in Agile projects as well as developing teams in agile and non-agile environments. It is currently co-developed further with experts from diverse backgrounds.
Iffat maliha agile ncr ppt-adaptive accompaniment - agile and big data v1.1AgileNCR2016
The document discusses adapting agile practices for big data analytics projects. It notes the increasing complexity of IT environments and challenges of applying agile holistically in big data domains. Key takeaways include understanding agile nuances in big data analytics, structuring an agile transformation journey, and increasing agile fluency through coaching. Common challenges are addressed through disciplined agile delivery practices and differentiators like product focus, logical grouping, and exploratory testing. A multi-level transformation journey and dos/don'ts are outlined to smoothly adopt agile and sustain benefits like incremental value delivery and reduced downtime. Catalysts like DevOps collaboration and improved automation are discussed to accelerate adopting agile.
The document discusses the transformation of a program to an agile methodology. It begins with an introduction to agile, discussing why it was adopted and how it differs from traditional software development lifecycles. It then outlines the initial problematic state of the program and how agile principles could help address issues like product quality, team dynamics, and outdated architecture. The document goes on to describe the agile journey, significant phases of progress, and how practices like frequent delivery, customer collaboration, and team empowerment were implemented. It contrasts agile and waterfall methodologies and principles.
This document discusses agile transformations and provides guidance on successfully implementing agile practices within an organization. It addresses the differences between agile adoption and transformation, what it means to be "agile", managing expectations, and key success practices. Barriers to transformation are outlined, along with case studies of challenges experienced and recommendations provided. The presentation concludes by discussing the paradigm shift required and outlining phases of agile adoption.
Product discovery is a process that helps companies ensure they create useful products, not just usable ones. It involves making better decisions by aligning technical and business teams to adapt quickly to changing markets. The process answers questions about why a product is being created, who will use and be impacted by it, how users' behaviors may change, and what deliverables like software features and activities can support desired impacts. An example is a laundry services company that wants an economic solution within 3 months to reduce costs by 20% and increase business by 10% by addressing issues with how field employees currently wait for and find work.
This document discusses the differences between Agile adoption and Agile transformation. Agile adoption focuses on practices, tools and ceremonies while Agile transformation requires changing organizational culture through changes to structures and behaviors. It provides steps for organizations to undergo Agile transformation including answering why transformation is needed, communicating vision, training, workshops to define needs, and implementing lessons while receiving coaching support. The transformation journey requires continuous review and adaptation of roles, processes and mindsets over time.
Scrum Journey In Healthcare Day Of Agilealstonhodge
An organizational assessment of a healthcare company's agile implementation found that while over half of projects used Scrum, very few teams truly practiced Scrum principles and most struggled with adhering to key Scrum practices. Common issues included teams taking on multiple concurrent projects in sprints, lack of retrospectives, and risks not being properly identified and managed. The root causes were identified as viewing the adoption as an IT initiative rather than company-wide, over-reliance on offshore teams with less experience, and a lack of focus on truly adopting Scrum rather than just adapting it. Recommendations included improving training, establishing an agile coaching program, educating leadership, and fully embracing Scrum principles and values.
The document describes a company's transition to Agile and Lean principles to address issues like a shifting market, slow delivery times, low morale, and cultural divides. It overviews key Agile concepts like customer collaboration, prioritizing by value, and incremental delivery. The company then mapped its value streams, limited work-in-progress, made work visible, and eliminated waste. This resulted in being 40% more efficient with a 95% employee approval rating.
El documento presenta una discusión sobre la madurez de los equipos ágiles, describiendo varios modelos de madurez como el modelo de fluidez ágil, el modelo de Tuckman y el modelo de liderazgo tribal. También describe estrategias para que los equipos alcancen mayores niveles de madurez, como la delegación progresiva, la facilitación progresiva y el desarrollo de la identidad del equipo.
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ngStockholm #8 at NetEnt - Micro Frontend ArchitectureIshaan Puniani
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Soft Industry is a Ukrainian IT company that has been providing outsourcing services since 2000. They have 80+ experts across various roles including developers, QA specialists, and project managers. They have completed over 100 projects across multiple industries. Soft Industry offers fixed price, time and materials, and team-as-a-service engagement models. Their goal is to help clients focus on key business objectives by providing experienced teams and established processes.
Soft Industry is a Ukrainian IT company that has been providing outsourcing services since 2000. They have 80+ experts across various roles including developers, QA specialists, and project managers. They have completed over 100 projects across multiple industries. Soft Industry offers fixed price, time and materials, and team-as-a-service engagement models. Their goal is to help clients focus on key business objectives by providing experienced teams and established processes.
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• For a full set of 760+ questions. Go to
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Come learn more on how to become a real influencer!
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This presentation was uploaded with the author’s consent.
Updated diagnosis. Cause and treatment of hypothyroidism
An agile journey - Scania Connected Services at Meetup Go Agile - Stockholm (2015-08-12)
1. An agile journey
Pitfalls and working practices
Anders Lundsgård
Scania Connected Services
Go Agile! – Stockholm, 2015-08-12
2. Smartphone access
to driver/vehicle
data
Scania Connected Services
FMP
Communication
Servers
Web Servers
Monitoring
Report
Email and
SMS
remiders/
alarms
Fleet
Management
Portal
Remote Diagnosis
Current status message
every minute
Web Service
Interface
FMP
MPMP
50+ engineers
2 TB of data
.NET
AngularJS
3. About me
Anders Lundsgård
Senior Engineer (Developer, Architect)
Scania Connected Services
@anderslundsgard
2003 2008 2015
Small Startup Big Enterprise
4. Disclaimer #1
The opinions expressed in this presentation and on the following
slides are solely those of the presenter and not necessarily those
of Scania as a whole.
5. Disclaimer #2
Tools are only random selected. Scania does not value these
more than those not mentioned.
6. Started to
automate
manual tasks
Short summary
2008 2015
MAJOR release
failure
2010 20122009 2011 2013 2014
Started to do
Continuous
Integration
(as we thought)
Started to do
Continuous
Integration
(as we think )
Integration
Driven
Development
No Projects!
Continuous Deployment
DevOps
Microservices
iOSS Model
Agile > Scrum
No test team!
Best lead times from commit to Prod 3-12 months 1-2 month 1-14 days
19. Automation – Deployment Pipeline
Version Control
Pull & Push several
times a day
Continuous
Integration Server
- Build
- Test
- Package
Deploy Server
Target Servers
(Dev, Staging, Prod)
Version Everything
- Code
- Tests
- Configuration
- Database
- Infrastructure
24. DB
Web1 Web2
Load balancer
1. Add new schema
2. Write to both schemas
3. Backfill historical data
4. Read from new schema
5. Remove writes to old schema
6. Remove old schema
28. All Infra
needs
User Interface
Service
1
Service
2 Service
5
Service
7
Service
8
Service
10
Service
12
Service
14
Service
3
Service
4
Service
6
Service
9
Service
11
Service
15
Service
13
Microservices
All Infra
needs
All Infra
needs
All Infra
needs
All Infra
needs
All Infra
needs
All Infra
needs
All Infra
needs
GUI
Database
Infra
Business
Logic
Why Microservices?
1. Autonomous teams
2. Build, Test, Deploy SPEED
30. We at infra need to be an enabler for developers.
Enable automatic deployments and roll-backs.
Creating tools/dashboards with relevant KPI’s so that
the developer can fast and easily see the consequences
of a deployment.
- Mattias Järnhäll, Group manager Scania IT
DevOps definition
33. Level 1
Level 2+3
Infrastructure As A Service
Infra/
Operations
Feature
Team
Feature
Team
Feature
Team
Feature
Team
GUI
Business
Logic
Database
Virtual Machine Integration Network Change Management Database Monitoring
Forward
34. Infrastructure As A Service
Infra/
Operations
Feature
Team
Feature
Team
Feature
Team
Feature
Team
GUI
Business
Logic
Database
Virtual Machine Web server Load Balancer Change Management Monitoring
You build it You
run it!
Infrastructure
as code
Cultural Technical
35. Database tests
(FeatureToggle MS)
1. Create SQL Server
2. Create empty database
3. Run delta scripts
4. Run Integration tests
5. Delete Server
6. Result in Team City
Check-in
Why is this nice?
No available is server required to run the tests
Everything needed is created from source
43. Inspired by
Martin Fowler Jez Humble Adrian Cockcroft
Agile Manifesto
Continuous Integration
Continuous Delivery
Lean Enterprise
DevOps
Microservices
Water – Defines the upfront project planning process that typically happens between IT and the business.
Scrum – An iterative and adaptive approach to achieving the overall plan that was first laid out in the 'Water' stage.
Fall – A controlled, infrequent production release cycle that is governed by organizational policy and infrastructure limitations.
(From: http://www.infoq.com/news/2011/12/water-scrum-fall-is-the-norm)
Water – Defines the upfront project planning process that typically happens between IT and the business.
Scrum – An iterative and adaptive approach to achieving the overall plan that was first laid out in the 'Water' stage.
Fall – A controlled, infrequent production release cycle that is governed by organizational policy and infrastructure limitations.
(From: http://www.infoq.com/news/2011/12/water-scrum-fall-is-the-norm)
http://theagileadmin.com/what-is-devops/
You have still automation to do if…
You can’t have a dev environment up and running with one single command
Someone does manual regressions
Prepare test data on test environment
You have to order a server
Anyone have to log in to a server
Someone does manual installations
”It’s a trade from code complexity to operational complexity”
Martin Fowler:
https://www.youtube.com/watch?v=wgdBVIX9ifA
http://martinfowler.com/articles/microservices.html
Adrian Cockcroft:
https://www.youtube.com/watch?v=nMTaS07i3jk&feature=youtu.be
Gene Keen, Randy Shoup
http://youtu.be/MRa21icSIQk 43:00
Randy Shoup:
http://gotocon.com/dl/goto-cph-sept-2014/slides/DeanWampler_and_EvaAndreasson_and_KevlinHenney_and_RandyShoup_WheresCaptainKirkChartingACourseThroughEnterpriseArchitecturePartI.pdf
http://theagileadmin.com/what-is-devops/
What is Chaos Monkey?
Chaos Monkey is a service which runs in the Amazon Web Services (AWS) that seeks out Auto Scaling Groups (ASGs) and terminates instances (virtual machines) per group. The software design is flexible enough to work with other cloud providers or instance groupings and can be enhanced to add that support. The service has a configurable schedule that, by default, runs on non-holiday weekdays between 9am and 3pm. In most cases, we have designed our applications to continue working when an instance goes offline, but in those special cases that they don't, we want to make sure there are people around to resolve and learn from any problems. With this in mind, Chaos Monkey only runs within a limited set of hours with the intent that engineers will be alert and able to respond.
Zerg demo
http://zerg.erlangonxen.org/
http://theagileadmin.com/what-is-devops/
Other inspirers: Eric Ries, Gene Kim, Randy Shoup, …