Ernest Mueller, Lean Systems Manager, AlienVault
DevOps Transformations At National Instruments and Bazaarvoice (And Infosec!)
In this presentation, I’ll share the thrills and chills of the real-world successes and setbacks in culture and collaboration, speeding up software releases, embedding DevOps engineers into product teams, implementing agile processes with operations teams, integrating testing and information security into daily work, automation and its pitfalls, metrics and their weaponization, and more. I’ll also discuss how we integrated security objectives into all these initiatives.
DOES16 London - Rafael Garcia et al - Breaking Traditional IT ParadigmsGene Kim
Breaking Traditional IT Paradigms to Enable True DevOps Capabilities
Ashish Kuthiala, Sr. Director, Strategy and Marketing (HPE DevOps), Hewlett Packard Enterprise
Rafael Garcia, Director, R&D IT, HPE
Olivier Jacques, Distinguished Technologist, R&D IT, Hewlett Packard Enterprise
We’ve all heard DevOps can greatly accelerate velocity and efficiency. The challenge is how to transform a large scale enterprise with established processes and systems.
Through the looking glass of a number of DevOps myths (are they really?), we will share how HP goes DevOps, brokering relationships among our business unit and infrastructure IT teams to make the move from organizational silos to integrated teams and continuous delivery pipelines; from physical systems and storage to cloud infrastructure and Docker containers; from templates and forms to infrastructure-as-code; and from change requests to change records.
DevOps is an emerging name for the collection of techniques we are adopting to meet this challenge and close the gap. While the DevOps movement is relatively young, many of its approaches are rooted in existing best practices.
This presentation makes an argument for DevOps, and proposes a DevOps Infrastructure team to help implement tooling that brings Developers and Operations folks together.
These slides are from a recorded webcast available here: http://www.urbancode.com/html/resources/webinars/DevOps_ITs_Automation_Revolution.html
Cloud and Network Transformation using DevOps methodology : Cisco Live 2015Vimal Suba
Content presented as part of Cisco Live 2015 in San Diego
Why DevOps and what it means to be a DevOps-Enabled Organization?
Recommendations on Toolchain, Metrics framework, best practices and tips to help you embark on your IT Organization on DevOps journey
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
DOES15 - Jim Stoneham - Getting Faster Answers at Yahoo AnswersGene Kim
Jim Stoneham, Former VP, Yahoo! Communities
I will share the more detailed story of how we moved Yahoo Answers from 4-6 week deploys to daily releases – and all the cultural change that required and created.
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.
Keith Zalaznik from Deloitte Consulting shows how arming IT with the tools to automate and integrate their core disciplines, real-time DevOps has the opportunity to profoundly impact the IT shop—accelerating IT delivery, improving quality and better aligning IT with the business.
For more information on DevOps solutions from CA Technologies, please visit: http://bit.ly/1wbjjqX
DOES16 London - Rafael Garcia et al - Breaking Traditional IT ParadigmsGene Kim
Breaking Traditional IT Paradigms to Enable True DevOps Capabilities
Ashish Kuthiala, Sr. Director, Strategy and Marketing (HPE DevOps), Hewlett Packard Enterprise
Rafael Garcia, Director, R&D IT, HPE
Olivier Jacques, Distinguished Technologist, R&D IT, Hewlett Packard Enterprise
We’ve all heard DevOps can greatly accelerate velocity and efficiency. The challenge is how to transform a large scale enterprise with established processes and systems.
Through the looking glass of a number of DevOps myths (are they really?), we will share how HP goes DevOps, brokering relationships among our business unit and infrastructure IT teams to make the move from organizational silos to integrated teams and continuous delivery pipelines; from physical systems and storage to cloud infrastructure and Docker containers; from templates and forms to infrastructure-as-code; and from change requests to change records.
DevOps is an emerging name for the collection of techniques we are adopting to meet this challenge and close the gap. While the DevOps movement is relatively young, many of its approaches are rooted in existing best practices.
This presentation makes an argument for DevOps, and proposes a DevOps Infrastructure team to help implement tooling that brings Developers and Operations folks together.
These slides are from a recorded webcast available here: http://www.urbancode.com/html/resources/webinars/DevOps_ITs_Automation_Revolution.html
Cloud and Network Transformation using DevOps methodology : Cisco Live 2015Vimal Suba
Content presented as part of Cisco Live 2015 in San Diego
Why DevOps and what it means to be a DevOps-Enabled Organization?
Recommendations on Toolchain, Metrics framework, best practices and tips to help you embark on your IT Organization on DevOps journey
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
DOES15 - Jim Stoneham - Getting Faster Answers at Yahoo AnswersGene Kim
Jim Stoneham, Former VP, Yahoo! Communities
I will share the more detailed story of how we moved Yahoo Answers from 4-6 week deploys to daily releases – and all the cultural change that required and created.
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.
Keith Zalaznik from Deloitte Consulting shows how arming IT with the tools to automate and integrate their core disciplines, real-time DevOps has the opportunity to profoundly impact the IT shop—accelerating IT delivery, improving quality and better aligning IT with the business.
For more information on DevOps solutions from CA Technologies, please visit: http://bit.ly/1wbjjqX
Succeeding with DevOps Transformation - Rafal GancarzOpenCredo
Many organisations are interested in adopting DevOps culture and practices but quite often they face some serious challenges after starting a DevOps transformation programme. These problems can be mitigated if organisations are well prepared for what’s likely to happen when their existing processes and culture are being altered during the DevOps transformation effort.
This talk aims to explore the common problem areas that can impact the success of the DevOps transformation, and will provide practical advice for dealing with these based on experiences from our past engagements. It will offer some insight into how organisations can prepare and manage the transformation programme, track and report the progress, and finally, ensure that the desired business outcomes are achieved.
How We Do DevOps at Walmart: OneOps OSS Application Lifecycle Management Plat...WalmartLabs
Recently, Dr. Qingsong Zhang spoke at a Meetup about how Walmart is using DevOps.
Within this slide deck, you'll learn about our DataOps, DevOps and OneOps, an application lifecycle management (ALM), and open source DevOps platform for cloud which was developed by Walmart Labs.
Feel free to follow us on Twitter: @one_ops!
Contribute to One_Ops: www.oneops.com
Whether you are a Developer, QA or a IT
Operations personnel, with organizations adapting devops practices you need to skill up
with the latest and the greatest of the devops tools, relevant to you. And its not the same
basket of tools that dev and ops both opt for. This talk is about the essential devops skills
required to transform yourself to be a next gen devops professional. And this is based on
real data, a devops skills report 2016 (to be published soon) by Initcron Systems.
DevOps Deep Dive Webinar: Building a business case for agile and devopsBasis Technologies
You may have heard about DevOps buzz. But what do you need to know to convince your boss to build a business case ? Why should your organization invest in the changes required to adopt DevOps and Agile methods?
For many companies, DevOps and Agile is a part of this digital transformation puzzle, giving them the agility and operational benefits needed to change IT systems fast.
Download this webinar recording where we’ll explain the technical and business advantage of implementing DevOps and Agile practices in your organization, and how to go about doing it.
Just go to: http://www.basistechnologies.com/Building-a-business-case-for-DevOps-and-Agile-for-SAP-webinar
Death to the DevOps team - Agile Cambridge 2014Matthew Skelton
Death to the DevOps Team! - how to avoid another silo
Matthew Skelton, Skelton Thatcher Consulting Ltd.
An increasing number of organisations - including many that follow Agile practices - have begun to adopt DevOps as a set of guidelines to help improve the speed and quality of software delivery. However, many of these organisations have created a new 'DevOps team' in order to tackle unfamiliar challenges such as infrastructure automation and automated deployments.
Although a dedicated team for infrastructure-as-code can be a useful intermediate step towards greater Dev and Ops collaboration, a long-running 'DevOps team' risks becoming another silo, separating Dev and Ops on a potentially permanent basis.
I will share my experiences of working with a variety of large organisations in different sectors (travel, gaming, leisure, finance, technology, and Government), helping them to adopt a DevOps approach whilst avoiding another team silo.
We will see examples of activities, approaches, and ideas that have helped organisations to avoid a DevOps team silo, including:
- DevOps Topologies: "Venn diagrams for great benefit DevOps strategy"
- techniques for choosing tools (without fixating on features)
- new flow exercises based on the Ball Point game
- recruitment brainstorming
- Empathy Snap, a new retrospective exercise well suited to DevOps
This session will provide 'food for thought' when adopting and evolving DevOps within your own organisation.
DOES16 London - Jonathan Fletcher - Re-imagining Hiscox IT: A DevOps StoryGene Kim
Re-imagining Hiscox IT: A DevOps Story
Jonathan Fletcher, Enterprise Architect & Platform Services lead, Hiscox
Description:
DevOps at Hiscox is a journey without an obvious destination! Come and hear about why this is so important to them and how its redefining much of what they do. In this session, we'll examine some practises for making a start with DevOps and what it's like to be the annoying guy that's driving things forward.
DevOps Enterprise Summit London 2016
DOES15 - Bill Shinn - Prove it! The Last Mile for DevOps in Regulated Organiz...Gene Kim
Bill Shinn, Principal Security Solution Architect, Amazon Web Services
In mathematics, the proof is an established style of argument designed to show that a statement is true. In compliance and audit circles the equivalent of “true” is when a control is operating effectively and validated using appropriate evidence. Despite recent years of progress in developer efficiency and feature flow, the style of argument used to demonstrate control often still resembles spreadsheets, screen shots and live observations of operators.
In a DevOps world, practices like continuous deployment and infrastructure automation actually implement key controls. Asking engineering teams to perform manual tasks required for control artifacts creates friction that often stops DevOps culture shifts before they gets off the ground.
This talk focuses on the last mile of demonstrating security and compliance in enterprises embracing DevOps: proving that you control risk without resorting to legacy control attestation. Based on thousands of engagements with global and Fortune 1000 companies migrating workloads to AWS, this talk tells the stories of highly-successful enterprises trying to demonstrate security and compliance in a cloud and DevOps world.
This talk showcases the following areas:
-Identifying blockers and friction – reasons current compliance and audit reporting practices in regulated enterprises can slow transitions to the cloud and DevOps practices.
-Partnership – Organizational behaviors and leadership moves that help overcome objections to the automation of security controls typical of DevOps delivery models.
-Control Design – Examples of how to translate compliance requirements into engineering specs that work in a environment built on automation.
-Control Evidence – Proofs! Patterns used by highly regulated companies to automate evidence and artifact gathering.
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 - Jan Schilt - DevOps is Not Going to Work…Unless! How T...Gene Kim
DevOps is Not Going to Work…Unless! How The Phoenix Project Simulation Can Help
Jan Schilt, Founder, GamingWorks
This presentation will explore how the business simulation game “The Phoenix Project” based on the book of the same name can greatly improve the success of your DevOps investment. As case studies reveal there are enormous benefits to be realized by adopting DevOps, however industry trends reveal that many will fail as a result of ‘Cultural and behavioral’ issues and failing to adequately address organizational change. We have seen with ITIL how many organizations failed to gain the promised benefits because they could not translate the theory into practice and the belief that a tool would solve all their issues. Let us not make the same mistakes with DevOps. In this presentation we will show you how a business simulation can increase the velocity of your adoption, create buy-in, improve communication and collaboration skills between Dev and Ops, and capture concrete, shared, improvement actions aimed at creating success.
DevOps Enterprise Summit San Francisco 2016
DOES14 - Jonny Wooldridge - The Cambridge Satchel Company - 10 Enterprise Tip...Gene Kim
Jonny Wooldridge, CTO, The Cambridge Satchel Company at the DevOps Enterprise Summit 2014
View video: https://www.youtube.com/watch?v=CzUTztwcc58
View Jonny Wooldridge's blog: http://www.enterprisedevops.com
Following 3.5 years building a DevOps capability and culture at M&S I will be condensing the experience down to 10 Enterprise DevOps tips that are relevant to companies of all sizes and complexities. Bringing start-up lean thinking to an enterprise was never going to be easy but the lessons learned are relevant to us all.
Four pillars of DevOps - John Shaw - Agile Cambridge 2014johnfcshaw
Slides presented at Agile Cambridge 2014 http://agilecambridge.net/ac2014/sessions/index.php?session=57
Session Description:
The emerging practice of DevOps is a natural extension to established Agile methods. The choice of tooling to support the practices is important and will influence heavily how rapid, repeatable and reliable live deployments might be.
Three of the four pillars are concerned with automation through tooling but, arguably, the fourth pillar is more important than the other three together. The fourth pillar is at the heart of the Agile Manifesto: people.
The "Gold Rush" for DevOps is dominated by vendors and the push to sell their wares. But it is people who use the tools, people who define, develop and assure the software, and people who manage the services after they have gone live. One of the cornerstones of DevOps is breaking down the walls between development teams and operations; too much tool specialisation will lead to further separation and even the introduction of yet another silo.
This talk will cover four pillars to DevOps: Environments, Deployment, Testing and People. The insights brought together in this talk were gained under commercial engagements with government clients, on development of financial systems responsible for management of funding in the adult education sector.
Starting and Scaling DevOps In the EnterpriseSonatype
Gary Gruver, Gruver Consulting
In my role, I get to meet lots of different companies, and I realized quickly that DevOps means different things to different people. They all want to do “DevOps” because of all the benefits they are hearing about, but they are not sure exactly what DevOps is, where to start, or how to drive improvements over time. They are hearing a lot of different great ideas about DevOps, but they struggle to get every-one to agree on a common definition and what changes they should make. It is like five blind men describing an elephant. In large orga-nizations, this lack of alignment on DevOps improvements impedes progress and leads to a lack of focus.
This session is intended to help structure and align those improvements by providing a framework that large organizations and their executives can use to understand the DevOps principles in the context of their current development processes and to gain alignment across the organization for success-ful implem
Succeeding with DevOps Transformation - Rafal GancarzOpenCredo
Many organisations are interested in adopting DevOps culture and practices but quite often they face some serious challenges after starting a DevOps transformation programme. These problems can be mitigated if organisations are well prepared for what’s likely to happen when their existing processes and culture are being altered during the DevOps transformation effort.
This talk aims to explore the common problem areas that can impact the success of the DevOps transformation, and will provide practical advice for dealing with these based on experiences from our past engagements. It will offer some insight into how organisations can prepare and manage the transformation programme, track and report the progress, and finally, ensure that the desired business outcomes are achieved.
How We Do DevOps at Walmart: OneOps OSS Application Lifecycle Management Plat...WalmartLabs
Recently, Dr. Qingsong Zhang spoke at a Meetup about how Walmart is using DevOps.
Within this slide deck, you'll learn about our DataOps, DevOps and OneOps, an application lifecycle management (ALM), and open source DevOps platform for cloud which was developed by Walmart Labs.
Feel free to follow us on Twitter: @one_ops!
Contribute to One_Ops: www.oneops.com
Whether you are a Developer, QA or a IT
Operations personnel, with organizations adapting devops practices you need to skill up
with the latest and the greatest of the devops tools, relevant to you. And its not the same
basket of tools that dev and ops both opt for. This talk is about the essential devops skills
required to transform yourself to be a next gen devops professional. And this is based on
real data, a devops skills report 2016 (to be published soon) by Initcron Systems.
DevOps Deep Dive Webinar: Building a business case for agile and devopsBasis Technologies
You may have heard about DevOps buzz. But what do you need to know to convince your boss to build a business case ? Why should your organization invest in the changes required to adopt DevOps and Agile methods?
For many companies, DevOps and Agile is a part of this digital transformation puzzle, giving them the agility and operational benefits needed to change IT systems fast.
Download this webinar recording where we’ll explain the technical and business advantage of implementing DevOps and Agile practices in your organization, and how to go about doing it.
Just go to: http://www.basistechnologies.com/Building-a-business-case-for-DevOps-and-Agile-for-SAP-webinar
Death to the DevOps team - Agile Cambridge 2014Matthew Skelton
Death to the DevOps Team! - how to avoid another silo
Matthew Skelton, Skelton Thatcher Consulting Ltd.
An increasing number of organisations - including many that follow Agile practices - have begun to adopt DevOps as a set of guidelines to help improve the speed and quality of software delivery. However, many of these organisations have created a new 'DevOps team' in order to tackle unfamiliar challenges such as infrastructure automation and automated deployments.
Although a dedicated team for infrastructure-as-code can be a useful intermediate step towards greater Dev and Ops collaboration, a long-running 'DevOps team' risks becoming another silo, separating Dev and Ops on a potentially permanent basis.
I will share my experiences of working with a variety of large organisations in different sectors (travel, gaming, leisure, finance, technology, and Government), helping them to adopt a DevOps approach whilst avoiding another team silo.
We will see examples of activities, approaches, and ideas that have helped organisations to avoid a DevOps team silo, including:
- DevOps Topologies: "Venn diagrams for great benefit DevOps strategy"
- techniques for choosing tools (without fixating on features)
- new flow exercises based on the Ball Point game
- recruitment brainstorming
- Empathy Snap, a new retrospective exercise well suited to DevOps
This session will provide 'food for thought' when adopting and evolving DevOps within your own organisation.
DOES16 London - Jonathan Fletcher - Re-imagining Hiscox IT: A DevOps StoryGene Kim
Re-imagining Hiscox IT: A DevOps Story
Jonathan Fletcher, Enterprise Architect & Platform Services lead, Hiscox
Description:
DevOps at Hiscox is a journey without an obvious destination! Come and hear about why this is so important to them and how its redefining much of what they do. In this session, we'll examine some practises for making a start with DevOps and what it's like to be the annoying guy that's driving things forward.
DevOps Enterprise Summit London 2016
DOES15 - Bill Shinn - Prove it! The Last Mile for DevOps in Regulated Organiz...Gene Kim
Bill Shinn, Principal Security Solution Architect, Amazon Web Services
In mathematics, the proof is an established style of argument designed to show that a statement is true. In compliance and audit circles the equivalent of “true” is when a control is operating effectively and validated using appropriate evidence. Despite recent years of progress in developer efficiency and feature flow, the style of argument used to demonstrate control often still resembles spreadsheets, screen shots and live observations of operators.
In a DevOps world, practices like continuous deployment and infrastructure automation actually implement key controls. Asking engineering teams to perform manual tasks required for control artifacts creates friction that often stops DevOps culture shifts before they gets off the ground.
This talk focuses on the last mile of demonstrating security and compliance in enterprises embracing DevOps: proving that you control risk without resorting to legacy control attestation. Based on thousands of engagements with global and Fortune 1000 companies migrating workloads to AWS, this talk tells the stories of highly-successful enterprises trying to demonstrate security and compliance in a cloud and DevOps world.
This talk showcases the following areas:
-Identifying blockers and friction – reasons current compliance and audit reporting practices in regulated enterprises can slow transitions to the cloud and DevOps practices.
-Partnership – Organizational behaviors and leadership moves that help overcome objections to the automation of security controls typical of DevOps delivery models.
-Control Design – Examples of how to translate compliance requirements into engineering specs that work in a environment built on automation.
-Control Evidence – Proofs! Patterns used by highly regulated companies to automate evidence and artifact gathering.
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 - Jan Schilt - DevOps is Not Going to Work…Unless! How T...Gene Kim
DevOps is Not Going to Work…Unless! How The Phoenix Project Simulation Can Help
Jan Schilt, Founder, GamingWorks
This presentation will explore how the business simulation game “The Phoenix Project” based on the book of the same name can greatly improve the success of your DevOps investment. As case studies reveal there are enormous benefits to be realized by adopting DevOps, however industry trends reveal that many will fail as a result of ‘Cultural and behavioral’ issues and failing to adequately address organizational change. We have seen with ITIL how many organizations failed to gain the promised benefits because they could not translate the theory into practice and the belief that a tool would solve all their issues. Let us not make the same mistakes with DevOps. In this presentation we will show you how a business simulation can increase the velocity of your adoption, create buy-in, improve communication and collaboration skills between Dev and Ops, and capture concrete, shared, improvement actions aimed at creating success.
DevOps Enterprise Summit San Francisco 2016
DOES14 - Jonny Wooldridge - The Cambridge Satchel Company - 10 Enterprise Tip...Gene Kim
Jonny Wooldridge, CTO, The Cambridge Satchel Company at the DevOps Enterprise Summit 2014
View video: https://www.youtube.com/watch?v=CzUTztwcc58
View Jonny Wooldridge's blog: http://www.enterprisedevops.com
Following 3.5 years building a DevOps capability and culture at M&S I will be condensing the experience down to 10 Enterprise DevOps tips that are relevant to companies of all sizes and complexities. Bringing start-up lean thinking to an enterprise was never going to be easy but the lessons learned are relevant to us all.
Four pillars of DevOps - John Shaw - Agile Cambridge 2014johnfcshaw
Slides presented at Agile Cambridge 2014 http://agilecambridge.net/ac2014/sessions/index.php?session=57
Session Description:
The emerging practice of DevOps is a natural extension to established Agile methods. The choice of tooling to support the practices is important and will influence heavily how rapid, repeatable and reliable live deployments might be.
Three of the four pillars are concerned with automation through tooling but, arguably, the fourth pillar is more important than the other three together. The fourth pillar is at the heart of the Agile Manifesto: people.
The "Gold Rush" for DevOps is dominated by vendors and the push to sell their wares. But it is people who use the tools, people who define, develop and assure the software, and people who manage the services after they have gone live. One of the cornerstones of DevOps is breaking down the walls between development teams and operations; too much tool specialisation will lead to further separation and even the introduction of yet another silo.
This talk will cover four pillars to DevOps: Environments, Deployment, Testing and People. The insights brought together in this talk were gained under commercial engagements with government clients, on development of financial systems responsible for management of funding in the adult education sector.
Starting and Scaling DevOps In the EnterpriseSonatype
Gary Gruver, Gruver Consulting
In my role, I get to meet lots of different companies, and I realized quickly that DevOps means different things to different people. They all want to do “DevOps” because of all the benefits they are hearing about, but they are not sure exactly what DevOps is, where to start, or how to drive improvements over time. They are hearing a lot of different great ideas about DevOps, but they struggle to get every-one to agree on a common definition and what changes they should make. It is like five blind men describing an elephant. In large orga-nizations, this lack of alignment on DevOps improvements impedes progress and leads to a lack of focus.
This session is intended to help structure and align those improvements by providing a framework that large organizations and their executives can use to understand the DevOps principles in the context of their current development processes and to gain alignment across the organization for success-ful implem
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Nguyên Tâm Jsc. Là đơn vị chuyên nghiệp cung cấp dây cáp điện trên toàn quốc. Với nhiều năm kinh nghiệm. Xin liên hệ: 0437173426, 0437173982, 0437170497 ( www.daycap.com.vn )
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Jeff Brightlight (37) is a Divisional CIO at $15B Fictious Ltd. As requested by the Board Jeff and his team embark on a journey towards a Digital Business. They discover the importance of adjusted governance and delivery models, a cross-domain leadership platform, progressed talent development, and a fit-for-purpose IT landscape. For the latter part Jeff has himself updated by his Enterprise Architect Anton d’Entamico on AWS, SAP HEC, SAP S/4HANA 1511, Central Finance (cFin), SAP MDG, and SAP HCP. What's the role of sexy Cindy, assistant to the Board? Will Fictious survive as a business in the Digital arena and, will Jeff win his much-desired CIO of the Year award...?
Catalog Relay Idec
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DOES16 London - Philippe Guenet - G3 Model –A Practical Lean Approach to Impr...Gene Kim
G3 Model – A Practical Lean Approach to Improve Technology Delivery in Banks
Mr. Philippe Guenet, Executive Delivery Manager, GFT
2008 was not only the bursting of the credit bubble, but also the explosion of the technical debt in banks. Years / decades of silo-organisations, growth based acquisition and IT legacy led to high cost of ownership and quasi paralysis when faced with high demand on technology resulting from Regulatory changes and Digitalisation. The adoption of Agile aimed to change this but it is slow coming. As a professional service organisation we often feel powerless, like most of our stakeholders, in driving better software delivery lifecycle. We have analysed the blockers step by step and established a new delivery model mixing Lean and Agile to overcome the constraints. In this talk we will review the typical patterns of IT waste and the practical solutions we experimented with to drive a more efficient delivery of technology – now in its 3rd generation (G3 model).
DOES14 - David Ashman - Blackboard Learn - Keep Your Head in the CloudsGene Kim
Blackboard's Transition from Enterprise to Cloud Software through DevOps
How do you implement DevOps in a software company that has 16 years of established culture and processes? What if this organization is the industry leader and has everything to lose by changing? Over the last two years, Blackboard has gone through an enormous change, from a company delivering enterprise software once every 18 months to one on the verge of delivering Cloud enabled education software through continuous deployment. My presentation will talk about the triumphs and challenges of taking a group entrenched in years of legacy to a new vision of faster delivery of high quality software.
DOES15 - Randy Shoup - Ten (Hard-Won) Lessons of the DevOps TransitionGene Kim
Randy Shoup, Consulting CTO
DevOps is no longer just for Internet unicorns any more. Today many large enterprises are transitioning from the slow and siloed traditional IT approach to modern DevOps practices, and getting substantial improvements in agility, velocity, scalability, and efficiency. But this transition is not without its challenges and pitfalls, and those of us who have led this journey have the scar tissue to prove it.
A successful transition to DevOps practices ultimately involves changes to organization, to culture, and to architecture. Organizationally, we want to create multi-skilled teams with end-to-end ownership and shared on-call responsibilities. Culturally, we want to prioritize solving problems and improving the product over closing tickets. Architecturally, we want to move to an infrastructure with independently testable and deployable components.
The ten practical lessons outlined in this session synthesize the speaker’s experiences leading teams at eBay, Google, and KIXEYE, as well as from his current consulting practice.
DOES14 - Aimee Bechtle and Bill Donaldson - The MITRE CorpGene Kim
Bill and Aimee's Excellent DevOps Journey
Bill Donaldson, Senior Principal Engineer, and Aimee Bechtle, Principal Software Engineer, The MITRE Corp
In their presentation Bill Donaldson and Aimee Bechtle will share a summary of their tumultuous journey that has resulted in 75% of their corporate applications utilizing Continuous Integration with automated deployments, a 70% reduction in labor, and 288% reduction of cycle time. They will support these numbers with charts depicting the deployment volumes over the course of a 1.5 year adoption. They will share how by selecting the right applications, approach, and people, and using creative ways to advertise success, the new capabilities were embraced and adopted in their organization. The presentation will conclude with how Aimee has transformed her team to support Continuous Integration with auto deploy. Additionally, she will share why the 25% remain in the manual system and how she’s pursuing Continuous Delivery.
In 2011 Bill Donaldson and Aimee Bechtle were leading development and deployment operations teams in The MITRE Corporation’s corporate IT department. MITRE is a not-for-profit corporation whose mission is to provide the US Government world class Systems Engineering. MITRE’s IT was running well with a mature and stable release process. Bill’s team had successfully adopted agile development practices and was adept at producing high quality software code quickly. However, the successful adoption of agile introduced a problem between the developers and the deployment operations team lead by Aimee. Developers had to “hurry up and wait” on operation’s 24-hour SLA to build and deploy their apps. The SLA frequently expired due to multiple handoffs and human errors. Tired of the bottlenecks and lengthy cycle times one day Bill said to Aimee “24 hours is 23.5 hours too long”. This simple requirement sparked the vision for a transformation of MITRE’s software delivery process.
The deployment operations team was employing a manual, mature and repeatable process that had been in place for over 10 years. In fact, in 2012 the Release & Deployment Management process scored the highest among all the processes in an ITIL process evaluation. So why would Aimee be motivated to change? Because MITRE’s unique mission and culture values innovation, active cost management, and establishing MITRE as a showcase to their Government customers.
Bill from Dev, and Aimee from Ops, partnered to successfully deliver an enterprise continuous integration and automated deployment capability. Aimee took Bill’s requirements and declared them as acceptance criteria. Together they formed an influential, cross-functional team that was critical to building momentum and adoption within the organization. And together they experienced the pitfalls and challenges of implementing change, working against the resistors and laggards. At times project goals were in question but through determination
DOES16 San Francisco - Damon Edwards - The Talent You Need is Already Inside ...Gene Kim
The Talent You Need is Already Inside Your Company
Damon Edwards, Co-Founder, SimplifyOps, Inc
“Buy vs Build” is a decision made all throughout an enterprise. We vigorously debate either position when it comes to our technology and tools. But what about our people? Conventional wisdom holds that, if an enterprise seeks a transformation, it must go into “buy” mode and acquire as much talent as possible from the outside. However, in reality this is an expensive strategy with a low success rate. Putting aside the obvious problem of there being a very limited number of “the best” to spread across an entire industry, the “buy” strategy is still largely based on hope. You hope that the new people will bring the right ideas that will automatically spread. You hope that the new people will have experience that can be translated to your business. But, more often than not, the hope of the income new is undermined and overwhelmed by the same systemic issues that caused your current problems. This talk is about a tactical set of actions that leaders can take to find and fix their company’s systemic issues. If you fix the system, you’ll be able to de-risk the new. If you fix the system, you’ll find a truth that just isn’t discussed: the talent you need to succeed is already inside your company.
DevOps Enterprise Summit San Francisco 2016
DOES16 London - Kevin Bowman - Surviving the Grand NationalGene Kim
Surviving the Grand National
Kevin Bowman, Head of Operations, Sky Betting & Gaming
As one of the UK's largest online betting websites, the Grand National always breaks records by every metric. We have a complex technical platform, involving in-house and 3rd-party provided software, serving a highly dynamic website on the busiest day of the sports betting year.
I'll tell the story "from the trenches" of how we planned for and ran the day, and what lessons we learned to make next year's even better. Including technical details (keeping our website running whilst normal customer traffic looks to most companies like a DDoS) and how we organised our responsibilities on the day itself, I'll go through the various challenges we faced and how we overcame them to have our most successful Grand National yet.
DevOps Enterprise Summit London 2016
Data-Driven DevOps: Mining Machine Data for 'Metrics that Matter' in a DevOps...Splunk
IT organizations are increasingly using machine data - including in DevOps practices - to get away from 'vanity metrics' and instead to generate 'metrics that matter'. These metrics provide visibility into the delivery of new application code and the business value of DevOps, to both IT and business stakeholders.
Machine data provides DevOps teams and others - including QA, secops, CxOs and LOB leaders - with meaningful and actionable metrics. This allows stakeholders to monitor, measure, and continuously improve the velocity and quality of code throughout the software lifecycle, from dev/test to customer-facing outcomes and business impact.
In this session Andi Mann, chief technology advocate at Splunk, will share core methodologies, interesting case studies, key success factors and 'gotcha' moments from real-world experience with mining machine data to produce 'metrics that matter' in a DevOps context.
Innovate Better Through Machine data AnalyticsHal Rottenberg
This talk was presented at IP Expo Manchester in May, 2016. the themes discussed are:
- how does machine data relate to devops?
- how can tracking this data lead to better outcomes?
- what types of data are important to track?
You got DevOpsed! Your sysadmin team got renamed as the DevOps team. Developers got prod access. Code deploys to prod happen multiple times a day now. In the eyes of the business, things are great. Yet, the security team continues to be left out and really nothing seems to be better. In fact it feels worse.
Time to learn how to hack some devops for great good.
This talk will equip you with advice and tools to join in on the devops. You will also leave with a sample continuous delivery pipeline that is armed to dangerous and ready to identify security issues in a typical web application stack.
We'll use a range of open source technology including OWASP ZAP, gauntlt, brakeman, nmap, sqlmap, arachni and more.
Accelerate User Driven Innovation [Webinar]Dynatrace
https://info.dynatrace.com/apm_dtm_ops_17q4_wc_accelerate_user_driven_innovation_en_registration.html
Accelerate User Driven Innovation [Webinar]
DevOps adopters are more agile, more reliable and more successful but, only 2% of companies worldwide have adopted DevOps best practices.
We know it’s more difficult for enterprises companies with legacy systems and processes to get started but it isn’t impossible.
To help you accelerate your own DevOps journey & realise some of the benefits, we’re thrilled to be hosting international DevOps experts Andreas Grabner, Mark Tomlinson and James Pulley.
With combined experience across hundreds of DevOps deployments they have some remarkable use cases to share including Verizon, and even our own story of transforming from on premise six month waterfall deployment to a cloud native one hour continuous delivery model.
Don’t miss these amazing insights. Register today!
Survey after survey prove that DevOps and Continuous Delivery are quickly moving into the mainstream for one reason: they work! Continuous processes done right will increase productivity, speed up time to market, reduce risk, and increase quality. For more information, visit: http://www.dbmaestro.com/
Creating a DevOps Practice for Analytics -- Strata Data, September 28, 2017Caserta
Over the past eight or nine years, applying DevOps practices to various areas of technology within business has grown in popularity and produced demonstrable results. These principles are particularly fruitful when applied to a data analytics environment. Bob Eilbacher explains how to implement a strong DevOps practice for data analysis, starting with the necessary cultural changes that must be made at the executive level and ending with an overview of potential DevOps toolchains. Bob also outlines why DevOps and disruption management go hand in hand.
Topics include:
- The benefits of a DevOps approach, with an emphasis on improving quality and efficiency of data analytics
- Why the push for a DevOps practice needs to come from the C-suite and how it can be integrated into all levels of business
- An overview of the best tools for developers, data analysts, and everyone in between, based on the business’s existing data ecosystem
- The challenges that come with transforming into an analytics-driven company and how to overcome them
- Practical use cases from Caserta clients
This presentation was originally given by Bob at the 2017 Strata Data Conference in New York City.
DOES SFO 2016 - Kaimar Karu - ITIL. You keep using that word. I don't think i...Gene Kim
Let’s get this straight. ITIL is not about implementing dozens of processes, or about establishing a CAB to review every change request, or about the never-ending story of creating a CMDB. The ITIL framework has been designed to help IT organizations to move from being a black box technology provider – often viewed as a disposable cost centre – to becoming a service provider, and a true partner for the rest of the business. We know – we own the framework.
Unless your customer can achieve their objectives with the technology you run, and can get assistance when needed, no-one cares whether your architecture is built on a monolith, uses microservices, or can brag about being serverless. Agile as a mind-set covers the whole value chain, but common practices are limited to development only. DevOps as a philosophy covers the whole value chain, but common practices are limited to the deployment-focused intersection of development and operations only. Understanding the organisation's strategy, developing the product strategy, and dealing with customer issues are expected to be taken care of by someone else, as if by magic. Because of this, DevOps faces a risk of becoming the largest local optimisation exercise ever undertaken for way too many organisations
In tens of thousands of companies around the world, ITIL has helped to develop an organizational capability that has provided them with a competitive advantage. More than three million people have been certified, and ten times as many trained over the years. Yet, we have all heard the horror stories, too. So what is it that separates a successful adoption of ITIL from an unsuccessful attempt at implementing the framework? What are the common problematic practices and anti-patterns we have seen in the wild, and what does the guidance in ITIL really say? How can you move from a broken approach to IT Service Management to one that delivers value. Can you still use ITIL in the DevOps world? Do you even need to? Or, perhaps, the questions is whether DevOps can survive (in the enterprise) without embracing the service mind-set.
DOES SFO 2016 - Daniel Perez - Doubling Down on ChatOps in the EnterpriseGene Kim
HPE's Research Development & Engineering team has been on a fast-tracked DevOps journey over the past couple of years.
During our DOES 2014 talk we shared our deployment of ElectricFlow as a highly available and centralized self-service solution that has enabled HPE developers to quickly onboard onto ElectricFlow for build/test/deployment pipelines in a repeatable and cost-effective way.
At DOES 2015 we expanded on our investments into a comprehensive monitoring, self-healing, and accelerated deployment strategy across all of our applications to further bridge our Dev and Ops gap with greater visibility into our environments and to accelerate our time-to-market with repeatable and fully automated deploys.
Join us this year as we continue in this journey with our biggest transformation yet: the proliferation of ChatOps within our organization. We will discuss the decisions that lead us to these investments, the key lessons we have learned, and share our various Hubot integrations and capabilities.
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.
DOES SFO 2016 - Rich Jackson & Rosalind Radcliffe - The Mainframe DevOps Team...Gene Kim
This session will discuss the success story from Walmart on how they built a set of services on the mainframe to provide capabilities at a large scale for their distributed teams, as well as discuss the transformation required for mainframe teams to achieve this success.
DOES SFO 2016 - Greg Padak - Default to OpenGene Kim
Large enterprises have hierarchical organizations to define areas of responsibility and drive better accountability. Those structures often block cross-team interactions and knowledge sharing that slow innovation and agility. We will discuss strategies that use open platforms to drive meaningful development outcomes through collaboration and productivity across the enterprise.
DOES SFO 2016 - Michael Nygard - Tempo, Maneuverability, InitiativeGene Kim
Tempo. Most people are familiar with it in the musical sense. It’s the speed, cadence, rhythm that the music is played. It drives the music forward - and pulls it back. But there’s more to tempo than a musical beat. In war, like in business, tempo - the speed at which you can transition from one task to the next - is a critical component for victory.
No single person nor department owns tempo. Somebody can’t just shout, “I now control the tempo,” and take charge. If you operate at a faster tempo than your cycle time allows, then you’ll get thrashing. The rate of tempo emerges organically as companies move around that action loop of sensing, deciding and acting.
Tempo emerges from the convergence of architecture, infrastructure, organization, and mindset. All these things have to align to achieve tempo. None of them can be changed in isolation.
In this talk, we will look at different models for transforming an organization to high tempo and high performance. We'll see how that can get derailed and what to do about it.
DOES SFO 2016 - Alexa Alley - Value Stream MappingGene Kim
Value Stream Mapping can streamline development processes and workflows. This talk will cover how Hearst has done internal Value Stream Mapping workshops to improve team collaboration and release times.
In this talk, I will discuss Value Stream Mapping and how it has helped transform internal processes for businesses within Hearst to adopt a DevOps culture. I’ll walk through the successes and learning experiences we’ve gained by holding VSM sessions at different businesses, in varying verticals at Hearst. We will review real examples of workflows, release times, benefits to the contributors and business, and how the collaboration has helped teams. While there are great successes, I will also share where we saw room for improvement and how we continually make changes to bring the most value to our teams. The most important value is how these have helped to start building a DevOps mindset in a company of over 25,000 employees.
DOES SFO 2016 - Mark Imbriaco - Lessons From the Bleeding EdgeGene Kim
DevOps news is dominated by discussions about tools, and with good reason. It's not unusual for the amount of infrastructure-related code in a system to approach or even exceed the amount of code dedicated to the actual problem the system is solving, even in small systems. As our systems scale in size and complexity, we invest an ever increasing amount of resources into building solutions to help manage our our complex technical systems. And rightly so.
What's often overlooked, however, is the human component of our systems. All too often our approaches to tools, processes, and systems management attempt to remove humans rather than empower them.
I'll make the case that humans are not a source of entropy to be safeguarded against in our systems, but rather a fundamental source of resilience and even efficiency. We'll discuss ways that we can use this point of view to our advantage when constructing our systems to move faster without sacrificing safety. We'll look at things like tools and our interactions with them, team collaboration, and even organizational structure and policies.
We've had plenty of talks about building for web scale, cloud scale, and even planetary scale. Let's spend some time talking about designing for human scale.
DOES SFO 2016 - Topo Pal - DevOps at Capital OneGene Kim
In my previous years’ talks at DevOps Enterprise Summit, I spoke about starting and scaling of DevOps at Capital One; importance of Open Source, Open Technology and Innovations in DevOps.
This year, I will present Capital One’s journey of maturing in DevOps and Continuous Delivery. My presentation will cover our current areas of focus: Delivery Pipeline, Flow and Measurements. I will also share some of the problems we faced and what we did to solve them.
DOES SFO 2016 - Cornelia Davis - DevOps: Who Does What?Gene Kim
Within the IT organizational structures that have dominated the last several decades roles and responsibilities are fairly standardized. But with the dramatic changes that DevOps practices and supporting toolsets bring, many are left feeling a bit off balance - it’s no longer clear who is responsible for even things as “straight-forward” as development or operations.
In this talk I will take traditional roles that are distributed across fairly standard IT structures and sort them into a new organizational context. What is the role of the Enterprise Architect? Who does capacity planning and how? How can change management step out of the way all while still satisfying the requirements of safe deployments? How do agile teams interface with personnel responsible for maintaining legacy systems? I’ll leave the audience with a blueprint for a new organizational structure.
DOES SFO 2016 - Avan Mathur - Planning for Huge ScaleGene Kim
Installing one CI server or configuring a deployment pipeline for a specific application might be easy enough. However, as enterprises look to scale their DevOps adoption and optimize their software delivery practices across the organization (to support additional teams, product lines, application releases, processes and infrastructure) -- software delivery pipeline(s) need to scale to support enterprise workloads.
For some enterprises, this means having a pipeline that can withstand the velocity and throughput of thousands of product releases, supporting tens of thousands of developers and distributed teams, hundreds of thousands of infrastructure nodes, multitudes of inter-dependent application components, or millions of builds and test-cases.
This scale poses unique challenges and implications for your pipeline design. This talk covers best practices for analyzing and (re)designing your software delivery pipeline – regardless of your chosen tool-set or technologies. Obtain tips and tools for ensuring your pipelines and DevOps infrastructure have the right architecture and feature-set to support your software production as it scales, while also ensuring manageability, governance, security, and compliance.
Learn best practices for how to:
1) Plan for scale: how to project for the types of performance indicators/vectors you’d need to scale across.
2) How to design of your pipeline and supporting infrastructure and operations (such as data retention, artifact retrieval, monitoring, etc.).
3) Design your pipeline workflows and processes to allow reusability and standardization across the organization, while also enabling flexibility to support the needs of specific teams/apps.
4) Design your pipeline in a way that enables fast rollout- easy onboarding thousands of applications, across hundreds of teams
5) Incorporate security access controls, approval gates and compliance checks as part of your pipeline and have them standard across all releases
6) Ensure your architecture support HA, DR and business continuity.
As organizations invest in DevOps to release more frequently, there’s a need to treat the database tier as an integral part of your automated delivery pipeline – to build, test and deploy database changes just like any other part of your application.
However, databases (particularly RDBMS) are different from source code, and pose unique challenges to Continuous Delivery - especially in the context of deployments. Often, code changes require updating or migrating the database before the application can be deployed. A deployment method that works for installing a small database or a green-field application may not be suitable for industrial-scale databases. Updating the database can be more demanding than updating the app layer: database changes are more difficult to test, and rollbacks are harder. Furthermore, for organizations who strive to minimize service interruption to end users, database updates with no-downtime are a laborious operation.
Your DB stores the most mission-critical and sensitive data of your organization (transaction data, business data, user information, etc.). As you update your database, you’d want to ensure data integrity, ACID, data retention, and have a solid rollback strategy - in case things go wrong …
This talk covers strategies for database deployments and rollbacks:
• What are some patterns and best practices for reliably deploying databases as part of your CD pipeline?
• How do you safely rollback database code?
• How do you ensure data integrity?
• What are some best practices for handling advanced scenarios and backend processes, such as scheduled tasks, ETL routines, replication architecture, linked databases across distributed infrastructure, and more.
• How to handle legacy database, alongside more modern data management solutions?
DOES SFO 2016 - Marc Priolo - Are we there yet? Gene Kim
2 years ago at DOES14, I presented “Vision Versus Execution: Implementing Continuous Delivery”. I shared how we achieved a big Continuous Delivery win – increasing software test coverage and delivery velocity and efficiency.
Since then, we have been busy scaling DevOps, Continuous Delivery and Lean principles across teams and practices throughout Urban Science. This rollout included both a cultural aspect, as well as an implementation of a centralized, shared, self-service automation solution for our teams – enabling them to “opt-in” to an automated pipeline.
In this talk I will present anecdotes and learnings gathered through our experience over the past two years and discuss the challenges and the value of scaling DevOps across the organization.
DOES SFO 2016 - Steve Brodie - The Future of DevOps in the EnterpriseGene Kim
DevOps adoption is growing rapidly, especially in the enterprise. What started as a “keeping up with the unicorns” grassroots movement within more forward thinking companies, has matured to large, complex enterprises now often being on the forefront of DevOps innovation.
DOES SFO 2016 - Aimee Bechtle - Utilizing Distributed Dojos to Transform a Wo...Gene Kim
Aimee Bechtle of Capital One’s Card Technology Advanced Engineering team will share how they have utilized Distributed Dojos to transform to a workforce skilled in DevOpsSec, public cloud and automation. Their Distributed Dojo strategy was formed when they needed to quickly and efficiently meet the challenges of a large cloud migration but were limited by local resources. Reaching out to a prominent retail chain they learned how draw from their engineering talent to form short-term, highly focused delivery teams. These teams now work cohesively across multiple locations to solve the challenges introduced when migrating such a large-scale, complex infrastructure to the cloud. They will explain how within weeks several Dojo teams were formed and releasing automation that not only supported Card Technology’s DevOpsSec and cloud mission, but provided associates with new skills that could be proliferated throughout the company.
DOES SFO 2016 - Ray Krueger - Speed as a Prime DirectiveGene Kim
Speed as a Prime Directive
Ray Krueger, Vice President of Engineering, Hyatt Hotels Corporation
Hyatt is transforming into a technology company that delivers digital experiences in the Hospitality industry. We're applying Continuous Delivery in order to achieve our goals faster. In the process, we are simplifying and abstracting legacy environments and building a hospitality technology platform.
DOES SFO 2016 - Paula Thrasher & Kevin Stanley - Building Brilliant Teams Gene Kim
After an initial DevOps transformation as a company, we had to grapple with how to scale and grow the talent and workforce to build a NextGen DevOps-minded company of 18,000+ people. We have built a number of programs to expand awareness, encourage growth mindsets, and drive workforce development. We will share the different ways we are working to "Build Brilliant Teams" to drive our DevOps transformations.
DOES SFO 2016 - Kevina Finn-Braun & J. Paul Reed - Beyond the Retrospective: ...Gene Kim
At DOES15, we presented the work we'd done at Salesforce to take their SRE teams to the "blameless cloud." We worked with various roles in the SRE teams so they could start asking the right questions about failure, and through the postmortem and retrospective process, begin to make lasting changes in _how_ Salesforce worked with and remediated identified failures.
But DevOps espouses less siloed thinking and more shared responsibilities, so we found postmortems within the SRE organization weren't enough. As Salesforce was moving toward a model of "service ownership," teams along
the entire software delivery value stream needed to start to understand their roadblocks to remediation and what aspects of the complex system they worked in were impeding their ability to "own their service."
We'll discuss the second phase of our work in helping these operations _and product_ teams gain a deeper understanding of service ownership, and why
just "DevOps'ing it up" wasn't quite enough on its own to help. plus we'll introduce an expanded model from last year's talk that incorporates human factors and complexity theory. These additions helped prime the teams to more effectively grapple with the challenges facing them on the road to true service ownership.
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
Generating a custom Ruby SDK for your web service or Rails API using Smithyg2nightmarescribd
Have you ever wanted a Ruby client API to communicate with your web service? Smithy is a protocol-agnostic language for defining services and SDKs. Smithy Ruby is an implementation of Smithy that generates a Ruby SDK using a Smithy model. In this talk, we will explore Smithy and Smithy Ruby to learn how to generate custom feature-rich SDKs that can communicate with any web service, such as a Rails JSON API.
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
2. Who Am I?
YES
B.S. Electrical Engineering, Rice
University
Programmer, Webmaster at FedEx
VP of IT at Towery Publishing
Web Systems Manager, SaaS
Systems Architect at National
Instruments
Release Manager, Engineering
Manager at Bazaarvoice
NO
3. National Instruments
NATI – founded in 1976, $1.24bn
revenue, 7249 employees, 10
sites worldwide (HQ: Austin)
Makes hardware and software for
data acquisition, virtual
instrumentation, automated test,
instrument control
Frequently on Fortune’s 100 Best
Companies to Work For list
4. #1: NI Web Systems (2002-2008)
Managed Web Systems team supporting NI’s Web presence (ni.com)
Primary source of product information (site visits were a key KPI on
the overall lead to sales conversion pipeline), half of all lead
generation, and about 12% of corp revenue was direct e-commerce.
Key goals were all about aggressive growth - globalization, driving
traffic, increasing conversion, and e-commerce sales.
Team was 4 sysadmins supporting 80 developers and coordinating
with the other IT Infrastructure teams.
Large and diverse tech stack –hundreds of applications comprised of
Java, Oracle PL/SQL, Lotus Notes Domino, and more.
5. The Problems
Previous team philosophy had been actively anti-automation.
Stability was low; site uptime hovered around 97% with constant work.
Web Admin quality of life was poor and turnover was high. Some weeks
we had more than 200 oncall pages (resulting in two destroyed oncall
pagers).
Application teams were siloed by business initiative, infrastructure teams
siloed by technology. Our team sat “between” them, and they didn’t play
well together (especially the infrastructure teams).
Monthly code releases were “all hands on deck,” beginning late Friday
evening and going well into Saturday.
6. What We Did
Stop the bleeding – triage issues, get metrics, do RCAs, operations
shield, staff up (eventually doubling our size)
Automate – service restarts, app deployment, self serve tools
Process – “Systems Development Framework”, operational rotation
Partner with Apps and Business
Drove creation of “all stakeholders” overall Web team goal roadmap
(performance, availability, budget, maintenance%, agility)
Security Practice
Application Performance Management practice
7. Results
“The value of the Web Systems group to the Web
Team is that it understands what we’re trying to
achieve, not just what tasks need completing.”
-Christer Ljungdahl, Director, Web Marketing
9. #2: NI R&D Cloud Architect (2009-2011)
NI R&D decided to branch out into SaaS products.
Formed a greenfield team with myself as systems architect
and 5 other key devs and ops from IT
Experimental, had some initial product ideas but also
wanted to see what we could develop
LabVIEW Cloud UI Builder (Silverlight app, save/compile/share in
cloud)
LabVIEW FPGA Compile Cloud (FPGA compiles in cloud from LV
product)
Technical Data Cloud (IoT data upload)
10. What We Did - Initial Decisions
Cloud First
Do not use existing IT systems or processes, go integrated self-contained team
Adapt R&D NPI and design review processes to agile
All cloud hosted and RESTful apps - all our old tools wouldn’t work
Security First
We knew security would be one of the key barriers to adoption
Doubled down on threat modeling, scanning, documentation
Automation First
PIE, the Programmable Infrastructure Environment
11.
12.
13. What We Did, Part 2
Close dev/ops collaboration initially rocky, powered through it
REST not-quite-microservices approach
Educated desktop software devs on Web-scale operational
needs
Used “Operations: The New Secret Sauce” mentality to add
value:
Transparent uptime/status page
Rapid deployment anytime
Incident handling, follow-the-sun ops
Monitoring/logging metrics feedback to developers and business
14. Results
Average NI new software product time to market –
3 years
Average NI Cloud new product time to market –
1 year
15. Meanwhile… DevOps!
Velocity 2009, June 2009
DevOpsDays Ghent, Nov 2009
OpsCamp Austin, Feb 2010
Velocity 2010/DevOpsDays Mountain View, June
2010
Helped launch CloudAustin July 2010
We hosted DevOpsDays Austin 2012 at NI!
16. Bazaarvoice
BV – founded in 2005, $191M revenue,
826 employees, Austin Ventures backed
startup went public in 2012
SaaS provider of ratings and reviews and
analytics and syndication products, media
Very large scale – customers are 30% of
leading brands, retailers like Walmart,
services like OpenTable – 600M
impressions/day, 450M unique
users/month
17. #3: BV Release Manager (2012)
Bazaarvoice was making the transition into an engineering-heavy company,
adopting Agile and looking to rearchitect their aging core platform into a
microservice architecture.
They were on 10-week release cycles that were delayed virtually 100% of
the time
They moved to 2 week sprints but when they tried to release to production
at the end of them they had downtime and a variety of issues (44
customers reported breakages)
I was brought on with the goal of “get us to two week releases in a month”
(I started Jan 30, we launched March 1)
I had no direct reports, just broad cooperation and some key engineers
seconded to me
18. The Problems
Monolithic architecture (15,000 files, 4.9M lines of code, running on 1200
hosts in 4 datacenters)
Lots of branching
Slow testing (low percentage of automated regression testing)
Lots of branch checkins after testing begins
Creates vicious cycle of more to test/more delays
Unclear ownership of components
Release pipeline very “throw over the wall”-y
Concerns from Implementation, Support, and other teams about “not
knowing what’s going on”
19. What We Did
Product teams took several (~3) sprints off to automate regression testing
Core QA tooling investment (JUnit, TeamCity CIT, Selenium)
Review of assets and determining ownership (start of a service catalog)
Trunk and single release branch per release only, critical fix checkins only
“If the build is broken and you had a change in, it’s your job to fix it”
Release process requiring explicit signoffs for each checkin in Confluence/JIRA
Testing process changed (feature test in dev, regress in QA, smoke in stage)
Feature flagging system (launch new features dark, keep them in trunk)
Mass communication for service status and releases
20. Results
First release: “no go” – delayed 5 days, 5 customer issues
Second release: on time, 1 customer issue
Third release: on time, 0 customer issues
Kept detailed metrics on # checkins, delays, process faults (mainly branch
checkins), support tickets
We had issues (big blowup in May from a major change) and then we’d change
the process - “Just enough process” – go/no-go meetings and master signoffs
were important early, but removed when team matured
Running the releases was handed off to a rotation through the dev teams
After all the heavy lifting to get to biweekly releases, we went to weekly releases
with little fanfare in September – average customer reported issues of 0
21. #4:BV Engineering Manager (2012-2014)
We had a core team working on the legacy ratings & reviews system
while new microservice teams embarked on a rewrite “to the side”
We declared “the death of the centralized ops team” mid-2012 and
disseminated them into the dev teams, initially reporting to a DevOps
manager
I took over the various engineers working on the existing product –
about 40 engineers, 2/3 of which were offshore outsourcers from
Softserve
22. The Problems
With the assumption that “the legacy stack” would only be around a short
time, they had not been moved to agile and were very understaffed.
Volume (hits and data volume) continued to grow at a blistering pace
necessitating continuous expansion and rearchitecture
Black Friday peaks stressed our architecture, with us serving 2.6 billion review
impressions on Black Friday and Cyber Monday 2013.
Relationships with our outsourcer partner was strained
Escalated support tickets were only hitting SLA 72% of the time
Hundreds to thousands of alerts a day, 750-item product backlog
Growing security and privacy compliance needs – SOX, ISO, TÜV, AFNOR
23. What We Did
Moved the teams to agile, embedded DevOps and PM
(took a couple tries)
Started onshore rotations and better communication with
outsourcers, empowered their engineers
Balanced Scrum product backlogs with a Kanban-style
“triage process” to handle large load of incidents and
support tickets
Focused on metrics and custom visualizations and
transparent communication to align staff across teams
24.
25. What We Did, Part 2
“Merit Badge” style crosstraining program to bring up new
SMEs to reduce load on “the one person that knows how to
do that”
“Dynamic Duo” day/night dev/ops operational rotation
Joint old team/new team Black Friday planning, game days
Worked with auditors and InfoSec team – everything
automated and auditable in source control, documentation
in wiki. Integrated security team findings into product
backlog for PM stack ranking.
26. Results
Customer support SLA went up quarter by quarter to 100%
Steadily increasing velocity across all 4 sprint teams
Great value from outsourcer partner
Successfully weathered Black Friday spikes year after year
Incorporation of “new stack” services, while slower than
initially desired, happened in a more measured manner
(pivot to strangler pattern)
Automation made compliance easy
27.
28. Top Five Takeaways
Help Your People - Culture and Quality of Life
Improve Latency *and* Bandwidth
◦(Custom) Automation
◦Lean, Agile Process
Don't Be Penny Wise, Pound Foolish
◦Play Man Not Zone
Balancing Planned And Unplanned Work Is Key
Communication Sows Collaboration
Hello from Austin, TX! I’m Ernest Mueller and I’m here to talk to you about a series of four DevOps transformations I’ve led.
Before you ask, no, I am not Paul Blart, Mall Cop. I spent the 1990s in Memphis, TN, at both the giant IT shop at FedEx and a print and Internet publishing startup. In 2001 I came to Austin and started in on a series of DevOps transformations at two companies. I want to share with you what we did and how it went – you’ll hear a lot of great theory talks here, but this talk is a strictly experiential format - what we did/how it turned out, including the mistakes I made and how my teams learned over time.
First, National Instruments, an Austin-based enterprise producing hardware and software for engineers and scientists in design, test, and measurement. NI products help scientists and engineers power everything from the CERN supercollider to LEGO robots. Has anyone here used LabVIEW?
My previous company had gone under in the post-9/11 bust. My passion for Web technology and technical management led to a role back home in Texas at National Instruments.
IT at NI was organized around standard enterprise lines, with separate dev and infrastructure organizations supporting both internal systems and customer-facing Web systems.
So keep in mind this was “pre-DevOps” (and even pre-Agile, mostly). We had to initially prioritize things that would most reduce the load on us. Only then could we pivot to considering what would most benefit the developers, and then, the business. The APM practice reduced our production issues by 30% and reduced troubleshooting time by 90%.
(see http://www.riverbed.com/customer-stories/National-Instruments.html for the source on the APM benefit stats.)
We got to where we had measurable availability and performance goals that we were hitting along with hitting the yearly site growth and sales goals, and made the team’s work sustainable. At the end of six years we had a good sized, highly skilled team with great tools and process. Quality of life for the engineers was a lot better.
I knew in my heart something was wrong. We were throwing a lot of smart people at the work we had and had good process, good automation, good collaboration – but we were still the blocker for overall organizational velocity. The dev teams were just starting to use Agile and it was giving us heartache. Also, interaction within other Infrastructure teams was a problem. As our approach and goals began to differ from those of the other teams we experienced conflict – we needed OpsOps, you might say. Keep in mind, there hadn’t been the first DevOpsDays yet. But we had gone to the first Velocity conference in 2008 and had been filled with all kinds of new ideas…
We didn’t know exactly what to do, but we knew that the existing way we worked IT systems would never be fast or agile enough for product purposes. When we got VMWare in IT, it turned a 6 week server procurement process into 4 weeks, only removing the Dell fulfillment time. So we went all in on cloud up front as a single integrated agile team, even though it meant displacing every single tool we were familiar with (none were cloud friendly at the time).
Security wise, we got ahead of that by doing security work proactively and being transparent about doing so. The first question every LabVIEW FPGA customer asked was “wait but what about the security of my IP?” And we had a prepared response assuring them “your data is yours” with our CISSP talking about how we do threat modeling and regular security testing and have an incident reporting. And that satisfied every asker!
We also embarked on writing our own configuration management system, PIE. Why? Simply, chef and puppet existed at the time but didn’t do what we need – Windows support in particular, but also we knew we wanted something that could instantiate and manage an entire system at runtime and understand service dependencies. We figured we’d need to mix Amazon cloud, Azure cloud, NI on premise services, and other SaaS services and a CM system that “puts bits on machines” doesn’t do that.
We knew this would be a lot of work that a small team would not be putting towards direct product development and we had to really all look at each other and decide that yes, this was a necessary part of achieving our goal.
So we went in with a very simple but strict goal of “have that entire phylogical diagram be code, and have it be dynamic as systems change, code is deployed, etc.” PIE had an XML model detailing the systems, the services running on those systems, and their interconnections. It used zookeeper as a runtime registry.
Dev, test, and production systems were always identical.
Changes were made exclusively through version control.
We even used PIE for ad hoc command dispatch so that could be logged.
This approach is finally gaining currency especially with docker’s more explicit support for service dependencies, but nothing else did this well for a long time.
We had some design reviews where the app architect came to me and said “these ops guys are asking questions we just don’t understand… Maybe we should have separate reviews.” I explained that we could learn each other’s language and set up a virtuous cycle of collaboration or continue to split everything and go down the vicious cycle of tickets and process and bottlenecks. So we kept at it.
Even with building our own automation platform (and other plumbing like login and licensing services), we delivered a product to market each year (plus some other prototypes and internal services), both directly web-facing and integrated with NI’s desktop products.
Besides this, our uptime was 100% (vs 98.59% for our online catalog during the same period), we had security we’d never been able to get done (DMZs for example)… It may not be “fair” to compare a greenfield app with our legacy site, but we’d been working on that site for 6 years, and in the end it’s the results that matter. We didn’t have to balance resiliency and innovation, we were getting both with our approach. And quality of life was great, night and day from the previous setup.
The primary hurdle was more in the sales and marketing of these new solutions – they were coming faster than they were prepared for!
I think it’s important to note that during this period is when DevOps was coined as a term and took off. I was very, very lucky in that many of the principals happened to come to OpsCamp Austin right after the first DevOpsDays happened and were all abuzz about it. Getting plugged into this wave of sharing was extremely energizing – we kept wondering if we were completely crazy and off track until we found out that so many people were finding the same issues and headed in the same direction.
Bazaarvoice provides hosted ratings and reviews, along with related services like authenticity, analytics, content syndication between retailers and brands, etc. They’re one of the big Austin tech startup success stories.
Agile without DevOps was causing problems, in other words.
We took a strong stance on dev empowerment and responsibility, and also each team setting their own specific metrics. So teams took off as many sprints as they needed to hit their own automated regression testing metric, with the rubric “you better not mess this up for everyone else.”
Lean process, You should be looking to remove – process steps, old code, unused features – not just add, as you go.
A lot of the existing ops team went to the PRR team. I started with them, got them running on Scrum, worked on oncall, incident command, etc. processes and then incorporated the devs.
This “legacy stack” is still around now, of course.
With what I had learned, we started more with culture and process than with tools and technology. Pretty much it’s all about collaboration, and putting just enough process in place to aid collaboration.
For example, this is a custom system metric visualization I had our devs write that replaced ~20 linear feet of Zabbix graphs in a way that ops, devs, level 1 support, and even business folk could understand.
In the end we had large scale integrated DevOps doing a lot of sustaining work as well as continuing heavy infrastructure development successfully.
I met with some ISO auditors asking about hackups, and I showed them our wiki pages and where the automation code was in github that did all of it automated, with clear retention times etc., and I thought they were going to cry for a minute.
And perhaps most importantly, engineer quality of life improved! So that critical Black Friday? Did we do an all-hands crisis center over the holiday weekend? Nope, people went home and had Thanksgiving dinner, relying on our tooling, training and process to bring us through a critical crunch time – and it did, year after year.
Common threads across all of these? Look at it all holistically. Your value chain is your latency, but how much work you're putting in is your bandwidth; you should work on both (self serve reduces what all's coming into the pipeline). Have staff dedicated to products. Automate for maximum speed and efficiency, and don’t be afraid to write your own. Communicate as much as you can to anyone who’ll listen. Carefully work on ways to balance planned and unplanned work. And have just enough process, base it on metrics, and don’t be afraid to prune it back.