Teaching Elephants to Dance (and Fly!): A Developer's Journey to Digital Tran...Burr Sutter
The document provides an overview of the challenges facing developers in achieving digital transformation and discusses various strategies and techniques to help address these challenges, including adopting DevOps practices, implementing continuous integration and deployment pipelines, using automation and infrastructure as code, and moving to microservices architectures. It emphasizes the need for organizations to adapt and evolve quickly in the face of digital disruption.
My 'Phoenix Project'—One Developer's Evolutionary JourneyBurr Sutter
What do Gene Kim and his apparent doppelgänger Burr Sutter have in common beyond strikingly similar goatees? DevOps. Building on Kim's iconic tech novel 'The Phoenix Project,' this lightning talk for All Things Open (with opensource.com) highlights Sutter's own 'Phoenix Project' DevOps experience earlier in his career. "We quickly understood that the only way out was forward—together—devs, ops, DBAs, and our business people—the whole team. We hero'ed up, worked in a fundamentally new way, and succeeded at the the impossible." Follow Burr on Twitter @BurrSutter
my understanding of fundamentals of DevOps and how it relates conceptually to Agile, Scrum, Kanban, etc.
SlideShare does not allow uploading a new version of existing presentation. Hence I have to upload the new verson.
Goto https://www.slideshare.net/nitinbhide/devops-understanding-core-concepts for latest version.
Scaling Scrum with UX in the EnterpriseCaleb Jenkins
Scrum is the most popular Agile framework in the world for effective team collaboration on complex projects. Scrum provides a small set of rules that create just enough structure for teams to be able to focus their innovation. Scrum is optimized for teams for teams of 5 to 9 people. Making Scrum work with larger teams or in large enterprise environments brings its own set of challenges. This talk presents 3 patterns used on enterprise teams to scale Scrum effectively with global teams.
This presentation was given at the 2014 Tulsa Tech Fest in Tulsa, OK - http://developingux.com/TulsaTech2014/
Andy Rachleff, Wealthfront Presentation at Lean Startup SXSW500 Startups
The document outlines 4 lessons learned from a company's first version of customer development. The lessons are: 1) Start simply with paper prototypes before building software; 2) Understand your product's most important attribute, which for them was simplicity; 3) Customer development does not require a designer, a "UX developer" is sufficient; and 4) It is okay if not everyone likes your idea, and you should be willing to take risks. The overarching lesson is that the discovery phase should focus on learning from customers and iterating the product, rather than perfect execution.
10 Reasons Your Software Sucks - Election 2012 EditionCaleb Jenkins
The document provides an overview of 10 reasons why software sucks and 10 practices needed to improve it. It discusses topics around development experience, object orientation, SOLID principles, patterns, secure coding, source control, automated testing, continuous integration/delivery, agile practices, and continuous learning. The overall message is that following best practices around these topics can help build better software and engineering teams.
Teaching Elephants to Dance (and Fly!): A Developer's Journey to Digital Tran...Burr Sutter
The document provides an overview of the challenges facing developers in achieving digital transformation and discusses various strategies and techniques to help address these challenges, including adopting DevOps practices, implementing continuous integration and deployment pipelines, using automation and infrastructure as code, and moving to microservices architectures. It emphasizes the need for organizations to adapt and evolve quickly in the face of digital disruption.
My 'Phoenix Project'—One Developer's Evolutionary JourneyBurr Sutter
What do Gene Kim and his apparent doppelgänger Burr Sutter have in common beyond strikingly similar goatees? DevOps. Building on Kim's iconic tech novel 'The Phoenix Project,' this lightning talk for All Things Open (with opensource.com) highlights Sutter's own 'Phoenix Project' DevOps experience earlier in his career. "We quickly understood that the only way out was forward—together—devs, ops, DBAs, and our business people—the whole team. We hero'ed up, worked in a fundamentally new way, and succeeded at the the impossible." Follow Burr on Twitter @BurrSutter
my understanding of fundamentals of DevOps and how it relates conceptually to Agile, Scrum, Kanban, etc.
SlideShare does not allow uploading a new version of existing presentation. Hence I have to upload the new verson.
Goto https://www.slideshare.net/nitinbhide/devops-understanding-core-concepts for latest version.
Scaling Scrum with UX in the EnterpriseCaleb Jenkins
Scrum is the most popular Agile framework in the world for effective team collaboration on complex projects. Scrum provides a small set of rules that create just enough structure for teams to be able to focus their innovation. Scrum is optimized for teams for teams of 5 to 9 people. Making Scrum work with larger teams or in large enterprise environments brings its own set of challenges. This talk presents 3 patterns used on enterprise teams to scale Scrum effectively with global teams.
This presentation was given at the 2014 Tulsa Tech Fest in Tulsa, OK - http://developingux.com/TulsaTech2014/
Andy Rachleff, Wealthfront Presentation at Lean Startup SXSW500 Startups
The document outlines 4 lessons learned from a company's first version of customer development. The lessons are: 1) Start simply with paper prototypes before building software; 2) Understand your product's most important attribute, which for them was simplicity; 3) Customer development does not require a designer, a "UX developer" is sufficient; and 4) It is okay if not everyone likes your idea, and you should be willing to take risks. The overarching lesson is that the discovery phase should focus on learning from customers and iterating the product, rather than perfect execution.
10 Reasons Your Software Sucks - Election 2012 EditionCaleb Jenkins
The document provides an overview of 10 reasons why software sucks and 10 practices needed to improve it. It discusses topics around development experience, object orientation, SOLID principles, patterns, secure coding, source control, automated testing, continuous integration/delivery, agile practices, and continuous learning. The overall message is that following best practices around these topics can help build better software and engineering teams.
The Phoenix Project DevOps Simulation - Paul WilkinsonPink Elephant
ncorporating DevOps – The Phoenix Project Simulation
Businesses are demanding ever shorter release cycles for new applications. Traditionally ‘Operations’ is seen as a barrier with lengthy bureaucratic controls and delays in provisioning production systems. DevOps is a growing movement for shortening development and deployment and integrating Development and Operations. However, this requires a mind-set shift, new behaviours and a cultural shift in both Development and Operations. Traditionally suspicious of each other, they must now work closely together. Yet many companies are struggling to adopt and deploy DevOps and how to change the culture.
The “Phoenix Project” Simulation game is based upon The Phoenix Project. Parts Unlimited is in trouble. Newspaper reports reveal the poor financial performance of the organisation. The only way forward to not only save the company but to make it competitive and profitable is “The Phoenix Project” which represents an IT enabled business transformation, with Retail Operations as the business owner of this project. The VP of IT Operations is asked to take the lead of the IT department and ensure that “The Phoenix Project” will be a success. But the VP of IT Operations is facing a tremendous amount of work. A huge backlog of issues, features and projects. Are you up for the challenge…?
This session shows you how we do Kick-@$$ software development at Atlassian and actually get stuff done. Feedback cycles are short, code quality is awesome and customers get the features they lust after. Hear how we: use pull-requests for better code quality; collaborate fast to develop ideas; avoid meetings; tighten feedback loops to fail fast; shorten release cycles and work together happily on different continents. Sound like paradise? It is!
Lean Engineering: How to make Engineering a full Lean UX partnerBill Scott
In 1999, PayPal's name was synonymous with innovation. In fact, the so called PayPal Mafia (original founders) went on to establish Tesla, SpaceX, YouTube, Skype and other startups. They also provided the early investments of many of the most innovative companies on the internet today. But over time that innovation slowed to a crawl.
In 2011 a number of things begin to come together for PayPal that started its journey back to innovation. This is the story of that reboot and how engineering has played a key role in partnering directly with product and design to move from a culture of products having a long shelf life, to one of rapid experimentation.
In this talk, Bill will outline the principles of Lean Engineering; principles for engineering that enable learning. Drawing from his experience leading User Interface Engineering at both Netflix & PayPal, Bill will walk you through the key principles your engineering team will need to adopt to be that enabler for product and design in your organization. This talk will not just inspire you, but it will also give you some hard earned advice on making this a reality in your organization.
This story summarizes the journey of a mobile app development team implementing DevOps practices to continuously improve their app quality and release process. The team faced issues with outdated test builds, poor app ratings, and a manual release process. They started using Visual Studio Team Services (VSTS) to automate builds, implement branching for quality, add crash analytics and usage tracking, and configure a release pipeline for staged rollouts. This helped improve app quality through testing, get feedback from users, and release new versions more reliably and frequently. While VSTS was missing some features like store deployments and secret management, it helped the team establish better DevOps practices for continuous delivery.
A DevOps Primer: Whole Team Approaches for Better Software QualityTechWell
With fingers wagging and eyes squinting, they query Why didn’t you find this problem during testing? How many times have you tried to defend yourself with things like We can’t test everything or It’s a corner case? Everyone knows you can’t improve quality with testing alone, so what can you do? Marianne Hollier shares practices and tools that help improve your test effectiveness and overall software quality. Learn how early collaboration across your whole team can remove bottlenecks and surprises. See how capturing and agreeing on interfaces between dependent systems can eliminate common issues that occur when systems are finally integrated for testing and nothing works. Understand how service virtualization and test automation go hand-in-hand to get your testing effort started earlier to achieve higher coverage more quickly. Join Marianne to learn how continuous integration and continuous deployment can get your test environments ready to test immediately after a new build is made—with no wasted time.
8 Principles for Enabling Build/Measure/Learn: Lean Engineering in ActionBill Scott
Keynote for eBay Classifieds TechCon 2013, Tues June 25, 2013.
This is a variation on previous lean engineering talks but focuses on 8 principles for enabling build/measure/learn.
10 Reasons Your Software Sucks 2014 - Tax Day Edition!Caleb Jenkins
Based on years of consulting, and working with some of the largest (and smallest) software companies in the world.. these are the 10 practices that if you started doing today, would drastically improve the quality and delivery of your software! Also, be sure to hang around afterwards in the Open Spaces area.. Caleb will be around to discuss any of the areas from his talk in more detail. It’s going to be great time!
Topics hit on: Object Oriented Principals, SOLID Coding, Security Concerns, Software Patterns, Automated Testing, Source Control - Branching and Merging Strategies, Continuous Integration, Agile | Scrum | XP | Lean, Team Dynamics, Continually Learning
Salesforce: CI,CD & CT by "Priyanka Dive" from "Crevise". The presentation was done at #doppa17 DevOps++ Global Summit 2017. All the copyrights are reserved with the author
The document describes WiredReach's process for implementing continuous deployment. It discusses how they moved from bi-weekly release cycles with large releases to releasing multiple times per day with releases containing under 25 lines of code. This was done by setting up automated testing and deployment pipelines. It also touches on some of the challenges they faced in taking this approach and strategies for incrementally building systems to support continuous deployment like adding production monitoring and building a "cluster immune system".
Lean engineering for lean/balanced teams: lessons learned (and still learning...Balanced Team
Bill Scott discusses lessons learned bringing lean principles to engineering at PayPal. Some key points:
1. PayPal moved from a culture of long delivery cycles to prioritizing rapid experimentation and learning from customer feedback.
2. The company established two-pizza teams, used Git for continuous deployment, and made the prototype and production stacks the same to enable fast iteration.
3. Principles for lean engineering include refactoring to support experimentation, designing for volatility, decentralizing work, and establishing a "brain" to guide agile work based on customer needs.
Lean Engineering. Applying Lean Principles to Building ExperiencesBill Scott
Highlights a couple of principles that we have been applying to our UI engineering teams to move us to applying Lean UX to our products.
This was a 25 minute talk from Lean Day UX in NYC on March 1, 2013.
Sam Newman is a technologist at ThoughtWorks. This talk from FlowCon 2014 goes into the nitty gritty of managing build, test and release of microservices and also covers the often ignored tradeoff between testing before deployment, and testing afterwards.
The document discusses lessons learned from using Cucumber acceptance tests. It describes challenges faced with early attempts at automation that just replicated manual tests, resulting in brittle tests. Collaboration between testers and developers was initially lacking. Over time, the team improved by focusing on executable specifications through behavior-driven development, keeping automated tests clean, DRY and abstracted. They learned test code is also production code. Quality is a team effort requiring collaboration at all stages of development.
Keynote: The Phoenix Project: Lessons Learned - PuppetConf 2014Puppet
This document summarizes a presentation about DevOps lessons learned. It discusses that DevOps can provide higher business value than expected, benefits both development and operations teams, and requires high-trust management. It also notes that DevOps is applicable to all types and sizes of organizations, not just large tech companies, and shares an example of a COBOL application adopting DevOps practices across 20 technology stacks. The presentation encourages attendees to learn more about an upcoming DevOps Enterprise Summit for organizations applying DevOps.
Don't hate, automate. lessons learned from implementing continuous deliverySolano Labs
This presentation on Continuous Delivery is from the November 2013 Automated Testing San Francisco meetup that took place at Constant Contact. The author/presenter is Matt Wilson, CTO of Lab Zero. Matt has advised clients at various industries including consumer brands, non-profits, start-ups, and financial services on Agile development, web application development, and other technology leadership challenges. This overview on Continuous Delivery highlights some of the best practices that Lab Zero has distilled, based on their many client engagements.
---
About Matt Wilson:
Matt is an enthused agile developer, architect, and consultant. He enjoys building elegant web services in Ruby. He believes that high-fives are underrated and measures the success of his day by how many he's seen.
Prior to joining Lab Zero, Matt's work history includes: Co-founder/Architect at Earfl.com, Architect at Kodak Gallery, Developer at Westwave Communications, Engineer at Motorola, and Developer at Coldwell Banker.
About Lab Zero:
Lab Zero Innovations, Inc. provides web application development and technology leadership consulting. Our client relationships include staff augmentation, pure software development, project management, system integration, advisor/leadership roles. Contact us about your next project.
DevOps Done Right The How and Why of Versioning Environment ArtifactsPerforce
If you have ever been tasked with figuring out how to deal with large sets of files or large binaries in a version control system, you’ve probably had problems with performance, reliability and scalability. While there are workarounds that can address some of these issues, the workarounds introduce their own complexity that can be difficult to implement and support.
Gene Kim has talked many times (most recently at PuppetConf 2014) about the importance of not only versioning source code but other assets, too. Version control is more important than ever as more companies embrace DevOps and Continuous Delivery and Deployment.
Although Lee Hawkins stumbled into testing—in 1999 after migrating from the UK to Australia amid a tech boom time—he has since become a passionate member of the worldwide testing community and currently holds the title of principal test architect. So, what does that really mean? A test architect at Dell Software provides technical leadership and strategic direction for testing, and Lee describes what that means in his day-to-day work. His position involves advocacy for great new testing ideas gleaned from the wider testing community, mentoring new testers, and coaching testing teams in using context-appropriate approaches to their work. This leadership role extends beyond Dell, too, so a typical day might include sharing knowledge with a meetup group, blogging on a testing topic, or helping a new speaker with a conference proposal. Join Lee to discover that testing is far from being a dead-end career and learn how you can become an active participant in your testing community.
The Phoenix Project DevOps Simulation - Paul WilkinsonPink Elephant
ncorporating DevOps – The Phoenix Project Simulation
Businesses are demanding ever shorter release cycles for new applications. Traditionally ‘Operations’ is seen as a barrier with lengthy bureaucratic controls and delays in provisioning production systems. DevOps is a growing movement for shortening development and deployment and integrating Development and Operations. However, this requires a mind-set shift, new behaviours and a cultural shift in both Development and Operations. Traditionally suspicious of each other, they must now work closely together. Yet many companies are struggling to adopt and deploy DevOps and how to change the culture.
The “Phoenix Project” Simulation game is based upon The Phoenix Project. Parts Unlimited is in trouble. Newspaper reports reveal the poor financial performance of the organisation. The only way forward to not only save the company but to make it competitive and profitable is “The Phoenix Project” which represents an IT enabled business transformation, with Retail Operations as the business owner of this project. The VP of IT Operations is asked to take the lead of the IT department and ensure that “The Phoenix Project” will be a success. But the VP of IT Operations is facing a tremendous amount of work. A huge backlog of issues, features and projects. Are you up for the challenge…?
This session shows you how we do Kick-@$$ software development at Atlassian and actually get stuff done. Feedback cycles are short, code quality is awesome and customers get the features they lust after. Hear how we: use pull-requests for better code quality; collaborate fast to develop ideas; avoid meetings; tighten feedback loops to fail fast; shorten release cycles and work together happily on different continents. Sound like paradise? It is!
Lean Engineering: How to make Engineering a full Lean UX partnerBill Scott
In 1999, PayPal's name was synonymous with innovation. In fact, the so called PayPal Mafia (original founders) went on to establish Tesla, SpaceX, YouTube, Skype and other startups. They also provided the early investments of many of the most innovative companies on the internet today. But over time that innovation slowed to a crawl.
In 2011 a number of things begin to come together for PayPal that started its journey back to innovation. This is the story of that reboot and how engineering has played a key role in partnering directly with product and design to move from a culture of products having a long shelf life, to one of rapid experimentation.
In this talk, Bill will outline the principles of Lean Engineering; principles for engineering that enable learning. Drawing from his experience leading User Interface Engineering at both Netflix & PayPal, Bill will walk you through the key principles your engineering team will need to adopt to be that enabler for product and design in your organization. This talk will not just inspire you, but it will also give you some hard earned advice on making this a reality in your organization.
This story summarizes the journey of a mobile app development team implementing DevOps practices to continuously improve their app quality and release process. The team faced issues with outdated test builds, poor app ratings, and a manual release process. They started using Visual Studio Team Services (VSTS) to automate builds, implement branching for quality, add crash analytics and usage tracking, and configure a release pipeline for staged rollouts. This helped improve app quality through testing, get feedback from users, and release new versions more reliably and frequently. While VSTS was missing some features like store deployments and secret management, it helped the team establish better DevOps practices for continuous delivery.
A DevOps Primer: Whole Team Approaches for Better Software QualityTechWell
With fingers wagging and eyes squinting, they query Why didn’t you find this problem during testing? How many times have you tried to defend yourself with things like We can’t test everything or It’s a corner case? Everyone knows you can’t improve quality with testing alone, so what can you do? Marianne Hollier shares practices and tools that help improve your test effectiveness and overall software quality. Learn how early collaboration across your whole team can remove bottlenecks and surprises. See how capturing and agreeing on interfaces between dependent systems can eliminate common issues that occur when systems are finally integrated for testing and nothing works. Understand how service virtualization and test automation go hand-in-hand to get your testing effort started earlier to achieve higher coverage more quickly. Join Marianne to learn how continuous integration and continuous deployment can get your test environments ready to test immediately after a new build is made—with no wasted time.
8 Principles for Enabling Build/Measure/Learn: Lean Engineering in ActionBill Scott
Keynote for eBay Classifieds TechCon 2013, Tues June 25, 2013.
This is a variation on previous lean engineering talks but focuses on 8 principles for enabling build/measure/learn.
10 Reasons Your Software Sucks 2014 - Tax Day Edition!Caleb Jenkins
Based on years of consulting, and working with some of the largest (and smallest) software companies in the world.. these are the 10 practices that if you started doing today, would drastically improve the quality and delivery of your software! Also, be sure to hang around afterwards in the Open Spaces area.. Caleb will be around to discuss any of the areas from his talk in more detail. It’s going to be great time!
Topics hit on: Object Oriented Principals, SOLID Coding, Security Concerns, Software Patterns, Automated Testing, Source Control - Branching and Merging Strategies, Continuous Integration, Agile | Scrum | XP | Lean, Team Dynamics, Continually Learning
Salesforce: CI,CD & CT by "Priyanka Dive" from "Crevise". The presentation was done at #doppa17 DevOps++ Global Summit 2017. All the copyrights are reserved with the author
The document describes WiredReach's process for implementing continuous deployment. It discusses how they moved from bi-weekly release cycles with large releases to releasing multiple times per day with releases containing under 25 lines of code. This was done by setting up automated testing and deployment pipelines. It also touches on some of the challenges they faced in taking this approach and strategies for incrementally building systems to support continuous deployment like adding production monitoring and building a "cluster immune system".
Lean engineering for lean/balanced teams: lessons learned (and still learning...Balanced Team
Bill Scott discusses lessons learned bringing lean principles to engineering at PayPal. Some key points:
1. PayPal moved from a culture of long delivery cycles to prioritizing rapid experimentation and learning from customer feedback.
2. The company established two-pizza teams, used Git for continuous deployment, and made the prototype and production stacks the same to enable fast iteration.
3. Principles for lean engineering include refactoring to support experimentation, designing for volatility, decentralizing work, and establishing a "brain" to guide agile work based on customer needs.
Lean Engineering. Applying Lean Principles to Building ExperiencesBill Scott
Highlights a couple of principles that we have been applying to our UI engineering teams to move us to applying Lean UX to our products.
This was a 25 minute talk from Lean Day UX in NYC on March 1, 2013.
Sam Newman is a technologist at ThoughtWorks. This talk from FlowCon 2014 goes into the nitty gritty of managing build, test and release of microservices and also covers the often ignored tradeoff between testing before deployment, and testing afterwards.
The document discusses lessons learned from using Cucumber acceptance tests. It describes challenges faced with early attempts at automation that just replicated manual tests, resulting in brittle tests. Collaboration between testers and developers was initially lacking. Over time, the team improved by focusing on executable specifications through behavior-driven development, keeping automated tests clean, DRY and abstracted. They learned test code is also production code. Quality is a team effort requiring collaboration at all stages of development.
Keynote: The Phoenix Project: Lessons Learned - PuppetConf 2014Puppet
This document summarizes a presentation about DevOps lessons learned. It discusses that DevOps can provide higher business value than expected, benefits both development and operations teams, and requires high-trust management. It also notes that DevOps is applicable to all types and sizes of organizations, not just large tech companies, and shares an example of a COBOL application adopting DevOps practices across 20 technology stacks. The presentation encourages attendees to learn more about an upcoming DevOps Enterprise Summit for organizations applying DevOps.
Don't hate, automate. lessons learned from implementing continuous deliverySolano Labs
This presentation on Continuous Delivery is from the November 2013 Automated Testing San Francisco meetup that took place at Constant Contact. The author/presenter is Matt Wilson, CTO of Lab Zero. Matt has advised clients at various industries including consumer brands, non-profits, start-ups, and financial services on Agile development, web application development, and other technology leadership challenges. This overview on Continuous Delivery highlights some of the best practices that Lab Zero has distilled, based on their many client engagements.
---
About Matt Wilson:
Matt is an enthused agile developer, architect, and consultant. He enjoys building elegant web services in Ruby. He believes that high-fives are underrated and measures the success of his day by how many he's seen.
Prior to joining Lab Zero, Matt's work history includes: Co-founder/Architect at Earfl.com, Architect at Kodak Gallery, Developer at Westwave Communications, Engineer at Motorola, and Developer at Coldwell Banker.
About Lab Zero:
Lab Zero Innovations, Inc. provides web application development and technology leadership consulting. Our client relationships include staff augmentation, pure software development, project management, system integration, advisor/leadership roles. Contact us about your next project.
DevOps Done Right The How and Why of Versioning Environment ArtifactsPerforce
If you have ever been tasked with figuring out how to deal with large sets of files or large binaries in a version control system, you’ve probably had problems with performance, reliability and scalability. While there are workarounds that can address some of these issues, the workarounds introduce their own complexity that can be difficult to implement and support.
Gene Kim has talked many times (most recently at PuppetConf 2014) about the importance of not only versioning source code but other assets, too. Version control is more important than ever as more companies embrace DevOps and Continuous Delivery and Deployment.
Although Lee Hawkins stumbled into testing—in 1999 after migrating from the UK to Australia amid a tech boom time—he has since become a passionate member of the worldwide testing community and currently holds the title of principal test architect. So, what does that really mean? A test architect at Dell Software provides technical leadership and strategic direction for testing, and Lee describes what that means in his day-to-day work. His position involves advocacy for great new testing ideas gleaned from the wider testing community, mentoring new testers, and coaching testing teams in using context-appropriate approaches to their work. This leadership role extends beyond Dell, too, so a typical day might include sharing knowledge with a meetup group, blogging on a testing topic, or helping a new speaker with a conference proposal. Join Lee to discover that testing is far from being a dead-end career and learn how you can become an active participant in your testing community.
Atrybucja wielokanałowa – dlaczego last-click to zła metoda pomiaru?3camp
The document discusses cross-channel attribution and connecting online user data with on-site behavior. It includes charts showing the distribution of online conversions by channel and concepts of how attention and desire drive consumer action. Examples are given of how measuring attribution across channels can improve marketing campaign performance and ROI. The presentation is proprietary and confidential information from Mirek Wąsowicz.
The document discusses the importance of prototypes in software development. It notes that initial prototypes often do not look good or even function properly. It then introduces JustProto.com as a solution for creating prototypes to help clients visualize ideas before significant coding begins. The document concludes by thanking users and mentioning a promotional coupon code.
The document summarizes Adrian Cockcroft's experience giving talks about Netflix's approach to technology over time. It notes that initially people reacted skeptically, saying Netflix's approach was crazy and wouldn't work (2009-2010). Later, people said it could only work for large companies like Netflix (2011). By 2012, people said they wanted to adopt a similar approach but couldn't. The document outlines key lessons learned from Cockcroft's time at Netflix, including that speed wins in the marketplace and removing friction from product development helps enable faster innovation.
Summary of fast development and cloud native architecture along with cost optimization techniques. Presented as opening keynote at the Utility and Cloud Computing 2014 as part of the Cloud Control Workshop.
DevOps Days Toronto: From 6 Months Waterfall to 1 hour Code DeploysAndreas Grabner
Slides used for https://www.devopsdays.org/events/2017-toronto/program/andreas-grabner/
In 2011 we delivered 2 major releases of our on premise enterprise software. Market, technology and customer requirements forced us to change that in order to remain competitive.
Now – in 2017 - we are deploying and providing feature releases every 2 weeks for both our on premise and SaaS-based offering. We deploy 170 SaaS production changes per day and have a DevOps pipeline that allows us to deploy a code change within 1h if necessary.
To increase quality, we built and provide a DevOps pipeline that currently executes 31000 Unit & Integration Tests per Hour as well as 60h UI Tests per Build. Our application teams are responsible end-to-end for their features and use production monitoring to validate their deployments which allows them to find 93% of bugs in production before it impacts our end users.
In this session I explain how this transformation worked from both “Top Down” as well as “Bottom Up” in our organization. A key component was the 4 people strong DevOps Team who developed and “sell” their DevOps Pipeline to the globally distributed application teams. I will give insights into how our pipeline enables application teams to design, code, test and run a new feature for our user base.
I will also talk about the “dark moments” as change is never without friction. Both internally as well as with our customers who also had to get used to more rapid changes.
Shows an excerpt of the PERFORM 2014 Conference's Hands-On Training on Automated Deployments. Tells the why and the how and differentiates between agent-based and agentless solutions, such as Chef, Puppet or Ansible. Goes into greater detail on the Ansible host automation tool.
How to Better Manage Technical Debt While Innovating on DevOpsDynatrace
Forget the “Unicorns.” There is a lot to learn from “DevOps Unicorns” such as Etsy or Facebook, but for enterprises dealing with technical debt in legacy systems developed by teams no longer with the company, copying the unicorns is not an option.
Richard Dominguez, Operations Developer at Prep Sportswear, needed to “keep the lights on” for their legacy systems, while enabling his DevOps teams to launch new features much faster. Today Prep Sportswear releases more updates to their legacy systems than ever before by reducing MTTR (Mean Time To Repair), giving them more time to innovate on DevOps and Continuous Delivery on their new platform. You’ll learn:
• Top metrics for an Ops dashboard to catch potential issues early
• Tips to manage technical debt in legacy code caused by dev teams long gone
• Efficient ways to close loops while providing input to DevOps so they can optimize innovation and releases
Introduction to Automated Deployments with AnsibleMartin Etmajer
An introduction to Automated Deployments and their relevance in Continuous Delivery. Explains the most important concepts of the Ansible Deployment Automation tool using simple examples.
Dans cette présentation, Chris Heilmann nous parlera des problèmes liés à l'adoption de standards du web récents, et décrira des façons de contourner ces difficultés. Un exemple simple est le manque de prise en charge native de l'audio et de la vidéo, et les problèmes des implémentations actuelles.
La session illustrera concrètement comment régler des problèmes a priori sans solution en les attaquant sous un autre angle. Il s'agit essentiellement de trouver une façon pragmatique de vendre, implémenter et utiliser les standards plutôt que d'attendre que le marché adopte des technologies dont l'utilisation devrait être d'une évidence complète.
Présentation originale : http://www.slideshare.net/cheilmann/working-in-the-now-presentation/
The document discusses the roles involved in software development and their organization. It suggests splitting roles into two "houses" - a platform team and an application team. The platform team would be responsible for deploying and maintaining the underlying platform and infrastructure, while the application team focuses on developing and deploying customer-facing applications. It then sorts the various roles into these two categories to illustrate how responsibilities could be divided between the teams.
A slow time to market and the associated cost of delay is crippling many organisations as their strategic platforms can no longer support innovation to stay ahead. Often these platforms are built in silos, which are hard to integrate with or change. Companies like Amazon, Netflix, RBS and eBay have shown that it needn't be this way.
This revolution is being driven in large part by their adoption of microservice architectures, they are building systems composed of small collaborating services that can be changed, scaled or even replaced independently - but employing Microservices is not without challenges.
7 Practices to Expand Performance and Effective Collaboration in DevOpsDynatrace
When apps fail, whose fault is it? In today’s DevOps world, every stakeholder in the app delivery chain is accountable for various aspects of performance, scalability, and availability.
Mark Tomlinson, performance engineering veteran and founder of the popular PerfBytes podcast, and Andreas Grabner, Dynatrace performance advocate, share seven practices to help you expand performance and effective collaboration into your DevOps team, including:
• Why DevOps means you need to check your ego at the door
• What metrics each role across teams can focus on to build quality and performance
• How to use, measure and report these metrics
• What performance means for different stakeholders and the resources required
• Examples of how increased collaboration and responsibility can improve performance
Teaching Elephants to Dance (and Fly!) A Developer's Journey to Digital Trans...Burr Sutter
We can be brilliant developers, but we won’t succeed—and won’t lead our organizations to succeed—without a new perspective (if you will) and new assumptions about the components of the “technology ecosystem” that are fundamentally critical to our success. This includes the operators, QA team, DBAs, security folks, and even the pure business contingent—in most cases, each of these individuals and groups plays a critical role in the success of what we create and give birth to as developers. What we do in isolation might be genius, but if we insulate ourselves—especially with arrogance—from these colleagues, neither our code nor our organizations will realize their full potential, and most will fail. The bottom line is that our old ways are no longer viable, and as the elite within our industry, we will be the leaders and heroes who discard old assumptions and adopt a new perspective in this exciting journey to digital transformation—where the impossible can become reality.
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Organizations like Google, Amazon, Facebook, and Netflix employ DevOps practices to deploy code into production hundreds, or even thousands, of times per day, while providing world-class availability, reliability, and security. In contrast, many organizations struggle to release every nine months.
But DevOps isn't just for the Unicorns.
Gene Kim, co-author of The Phoenix Project and the upcoming DevOps Cookbook, shares:
• How you can replicate the DevOps practices and outcomes of the so-called “Unicorns”
• The top lessons learned in his study of high-performing technology organizations
• How you can apply these lessons at your company
Register for “DevOps: From Adoption to Performance” and learn how even large, complex organizations across almost every vertical are using DevOps practices to replicate the technology and performance feats of the “Unicorns.”
https://info.dynatrace.com/apm_wc_Gene_Kim_webinar_na_registration.html
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Ostatnia faza produktu: co się dzieję kiedy programista zakończył swoje zadanie
1. ‹#›
COMPANY CONFIDENTIAL – DO NOT DISTRIBUTE
…
or
when
does
the
job
for
the
developer
end?
!
Dr
inż.
Sebastian
Ryszard
Kruk
Product
Manager
Compuware
Late
phases
of
the
application
lifecycle
1
2. COMPANY CONFIDENTIAL – DO NOT DISTRIBUTE#APMLive
You
build
it,
you
test
it,
you
deploy
it
…
2
4. COMPANY CONFIDENTIAL – DO NOT DISTRIBUTE#APMLive
How
often
do
they
deploy?
3
300
Deployments
/
Year
5. COMPANY CONFIDENTIAL – DO NOT DISTRIBUTE#APMLive
How
often
do
they
deploy?
3
300
Deployments
/
Year
10+
Deployments
/
Day
6. COMPANY CONFIDENTIAL – DO NOT DISTRIBUTE#APMLive
How
often
do
they
deploy?
3
300
Deployments
/
Year
50-‐60
Deployments
/
Day
10+
Deployments
/
Day
7. COMPANY CONFIDENTIAL – DO NOT DISTRIBUTE#APMLive
How
often
do
they
deploy?
3
300
Deployments
/
Year
50-‐60
Deployments
/
Day
10+
Deployments
/
Day
Every
11.6
seconds
8. COMPANY CONFIDENTIAL – DO NOT DISTRIBUTE#APMLive
More
on
Amazons
Story
4
Deploying
every
11.6s
9. COMPANY CONFIDENTIAL – DO NOT DISTRIBUTE#APMLive
More
on
Amazons
Story
4
75%
fewer
outages
since
2006
Deploying
every
11.6s
10. COMPANY CONFIDENTIAL – DO NOT DISTRIBUTE#APMLive
More
on
Amazons
Story
4
75%
fewer
outages
since
2006
90%
fewer
outage
minutes
Deploying
every
11.6s
11. COMPANY CONFIDENTIAL – DO NOT DISTRIBUTE#APMLive
More
on
Amazons
Story
4
75%
fewer
outages
since
2006
90%
fewer
outage
minutes
~0.001%
of
deployments
cause
a
problem
Deploying
every
11.6s
12. COMPANY CONFIDENTIAL – DO NOT DISTRIBUTE#APMLive
More
on
Amazons
Story
4
75%
fewer
outages
since
2006
90%
fewer
outage
minutes
~0.001%
of
deployments
cause
a
problem
Instantaneous
automatic
rollback
Deploying
every
11.6s
17. COMPANY CONFIDENTIAL – DO NOT DISTRIBUTE#APMLive7
NASA
Mission
Control
Center,
Apollo
13,
1970
War rooms
18. COMPANY CONFIDENTIAL – DO NOT DISTRIBUTE#APMLive7
NASA
Mission
Control
Center,
Apollo
13,
1970 Facebook,
December
2012
War rooms
19. COMPANY CONFIDENTIAL – DO NOT DISTRIBUTE#APMLive7
NASA
Mission
Control
Center,
Apollo
13,
1970 Facebook,
December
2012
Mean
Time
to
Innocence
War rooms
21. COMPANY CONFIDENTIAL – DO NOT DISTRIBUTE#APMLive
Status
Quo:
Bugfixing
in
Production
happens
9
YES
we
know
this
!
80%
Dev
Time
in
Bug
Fixing
!
$60B
Defect
Costs
!
BUT
22. COMPANY CONFIDENTIAL – DO NOT DISTRIBUTE#APMLive
Status
Quo:
Bugfixing
in
Production
happens
9
~80%
of
problems
caused
by
~20%
patterns
YES
we
know
this
!
80%
Dev
Time
in
Bug
Fixing
!
$60B
Defect
Costs
!
BUT
23. COMPANY CONFIDENTIAL – DO NOT DISTRIBUTE#APMLive
Root
Cause:
Architectural
Decisions
10
Metrics:
#
Visitors,
#
Requests
/
User
24. COMPANY CONFIDENTIAL – DO NOT DISTRIBUTE#APMLive
Root
Cause:
Deployment
Considerations
11
Metrics:
#
Log
Messages
25. COMPANY CONFIDENTIAL – DO NOT DISTRIBUTE#APMLive
Root
Cause:
Implementation
Flaws
12
Still
crashes
Problem
fixed!Fixed
Version
Deployed
Metrics:
Heap
Size,
#
Objects
Allocated
26. COMPANY CONFIDENTIAL – DO NOT DISTRIBUTE#APMLive
Root
Cause:
Not
Optimized
3rd
party
Software
13
Metrics:
#
SQL
Executions
/
Request
#
of
“same”
SQL
Executions
27. COMPANY CONFIDENTIAL – DO NOT DISTRIBUTE#APMLive
Root
Cause:
CDN
Configuration
Mistakes
14
46!
HTTP
403
Requests
for
images
on
the
landing
page
Probably
a
configuration
problem
with
their
Amazon
AWS
CDN
Lots
of
time
“wasted”
due
to
roundtrips
that
just
result
in
a
403
Metrics:
HTTP
4xx
&
5xx
Total
Number
of
Resources
28. COMPANY CONFIDENTIAL – DO NOT DISTRIBUTE#APMLive
Root
Cause:
Disconnect
with
Business
15
Metrics:
Expected
vs
Real
Visits
by
Region
Expected
vs
Real
User
Experience
29. COMPANY CONFIDENTIAL – DO NOT DISTRIBUTE#APMLive
Root
Cause:
Network
16
Metrics:
End-‐to-‐End
RTT,
loss
rate,
network
performance
30. COMPANY CONFIDENTIAL – DO NOT DISTRIBUTE#APMLive
Root
Cause:
End-‐User’s
Hardware
17
Metric:
Zero
windows
size
events
31. COMPANY CONFIDENTIAL – DO NOT DISTRIBUTE#APMLive
Root
Cause:
End-‐User
18
Reason:
Inefficient
use
of
custom
SAP
T-‐Codes
in
custom
report
32. COMPANY CONFIDENTIAL – DO NOT DISTRIBUTE#APMLive
Where
is
the
problem?
19
Shopzilla
CIO
(in
2010):
“…
when
they
get
in
the
war
room
-‐
the
developers
and
ops
teams
describe
the
problem
as
the
enemy,
not
each
other”
Image
taken
from
https://www.scriptrock.com/blog/devops-‐whats-‐hype-‐about/
33. COMPANY CONFIDENTIAL – DO NOT DISTRIBUTE#APMLive
Where
is
the
problem?
19
Shopzilla
CIO
(in
2010):
“…
when
they
get
in
the
war
room
-‐
the
developers
and
ops
teams
describe
the
problem
as
the
enemy,
not
each
other”
Image
taken
from
https://www.scriptrock.com/blog/devops-‐whats-‐hype-‐about/
34. COMPANY CONFIDENTIAL – DO NOT DISTRIBUTE#APMLive
Where
is
the
problem?
19
Shopzilla
CIO
(in
2010):
“…
when
they
get
in
the
war
room
-‐
the
developers
and
ops
teams
describe
the
problem
as
the
enemy,
not
each
other”
Image
taken
from
https://www.scriptrock.com/blog/devops-‐whats-‐hype-‐about/
Missing
Collaboration
35. COMPANY CONFIDENTIAL – DO NOT DISTRIBUTE#APMLive
Where
is
the
problem?
19
Shopzilla
CIO
(in
2010):
“…
when
they
get
in
the
war
room
-‐
the
developers
and
ops
teams
describe
the
problem
as
the
enemy,
not
each
other”
Image
taken
from
https://www.scriptrock.com/blog/devops-‐whats-‐hype-‐about/
Missing
Collaboration
Disconnected
Teams
37. COMPANY CONFIDENTIAL – DO NOT DISTRIBUTE#APMLive
From
Waterfall
to
Continues
Operations
21
Waterfall Agile
Continuous
Integration
Continuous
Delivery
Continuous
Deployment
38. COMPANY CONFIDENTIAL – DO NOT DISTRIBUTE#APMLive
From
Waterfall
to
Continues
Operations
21
Waterfall Agile
Continuous
Integration
Continuous
Delivery
Continuous
Deployment
DevOps
Continuous
Operations
39. COMPANY CONFIDENTIAL – DO NOT DISTRIBUTE#APMLive
Solution:
DevOps
+
Performance
Focus
22
41. ‹#› COMPANY CONFIDENTIAL – DO NOT DISTRIBUTE
Culture Become ONE Team
Performance Scalability Deployment
42. COMPANY CONFIDENTIAL – DO NOT DISTRIBUTE#APMLive
Automate
24
#
of
SQL
Executions
#
of
Log
Lines
MBs
/
Uses
Time
for
Deployment
Time
for
Rollback
Response
TimesPerf
Test
Code
Coverage
Measurability
43. COMPANY CONFIDENTIAL – DO NOT DISTRIBUTE#APMLive
Automate
24
#
of
SQL
Executions
#
of
Log
Lines
MBs
/
Uses
Time
for
Deployment
Time
for
Rollback
Response
TimesPerf
Test
Code
Coverage
Measurability
Tools Results
44. COMPANY CONFIDENTIAL – DO NOT DISTRIBUTE#APMLive
Continuous
Performance
in
Test
Automation
25
Build testSearch OK
testPurchase OK
Build # Test Case Status
Test Framework Results
45. COMPANY CONFIDENTIAL – DO NOT DISTRIBUTE#APMLive
Continuous
Performance
in
Test
Automation
25
Build testSearch OK
testPurchase OK
Build testSearch FAILED
testPurchase OK
Build # Test Case Status
Test Framework Results
We identified a regresesion
46. COMPANY CONFIDENTIAL – DO NOT DISTRIBUTE#APMLive
Continuous
Performance
in
Test
Automation
25
Build testSearch OK
testPurchase OK
Build testSearch FAILED
testPurchase OK
Build testSearch OK
testPurchase OK
Build # Test Case Status
Test Framework Results
Problem solved
47. COMPANY CONFIDENTIAL – DO NOT DISTRIBUTE#APMLive
Continuous
Performance
in
Test
Automation
25
Build testSearch OK
testPurchase OK
Build testSearch FAILED
testPurchase OK
Build testSearch OK
testPurchase OK
Build # Test Case Status # SQL # Excep CPU
Test Framework Results Architectural Data
Lets look behind the scenes
48. COMPANY CONFIDENTIAL – DO NOT DISTRIBUTE#APMLive
Continuous
Performance
in
Test
Automation
25
Build testSearch OK
testPurchase OK
Build testSearch FAILED
testPurchase OK
Build testSearch OK
testPurchase OK
Build # Test Case Status # SQL # Excep CPU
12 0 120ms
3 1 68ms
Test Framework Results Architectural Data
Lets look behind the scenes
49. COMPANY CONFIDENTIAL – DO NOT DISTRIBUTE#APMLive
Continuous
Performance
in
Test
Automation
25
Build testSearch OK
testPurchase OK
Build testSearch FAILED
testPurchase OK
Build testSearch OK
testPurchase OK
Build # Test Case Status # SQL # Excep CPU
12 0 120ms
3 1 68ms
12 5 60ms
3 1 68ms
Test Framework Results Architectural Data
Lets look behind the scenes
Exceptions probably reason for
failed tests
50. COMPANY CONFIDENTIAL – DO NOT DISTRIBUTE#APMLive
Continuous
Performance
in
Test
Automation
25
Build testSearch OK
testPurchase OK
Build testSearch FAILED
testPurchase OK
Build testSearch OK
testPurchase OK
Build # Test Case Status # SQL # Excep CPU
12 0 120ms
3 1 68ms
12 5 60ms
3 1 68ms
75 0 230ms
3 1 68ms
Test Framework Results Architectural Data
Lets look behind the scenes
Problem fixed but now we have an
architectural regression
Problem fixed but now we have an
architectural regression
51. COMPANY CONFIDENTIAL – DO NOT DISTRIBUTE#APMLive
Continuous
Performance
in
Test
Automation
25
12 0 120ms
3 1 68ms
Build testSearch OK
testPurchase OK
Build testSearch OK
testPurchase OK
Build testSearch FAILED
testPurchase OK
Build testSearch OK
testPurchase OK
Build # Test Case Status # SQL # Excep CPU
12 0 120ms
3 1 68ms
12 5 60ms
3 1 68ms
75 0 230ms
3 1 68ms
Test Framework Results Architectural Data
Lets look behind the scenes
Now we have the functional and
architectural confidence
57. COMPANY CONFIDENTIAL – DO NOT DISTRIBUTE#APMLive
Let’s
Play
Murder
…
• Fonterra,
our
customer,
noticed
that
the
more
milk
churns
they
scan
the
slower
the
response
from
SAP
server
is.
28
58. COMPANY CONFIDENTIAL – DO NOT DISTRIBUTE#APMLive
Let’s
Play
Murder
…
• Fonterra,
our
customer,
noticed
that
the
more
milk
churns
they
scan
the
slower
the
response
from
SAP
server
is.
28
59. COMPANY CONFIDENTIAL – DO NOT DISTRIBUTE#APMLive
Let’s
Play
Murder
…
• Fonterra,
our
customer,
noticed
that
the
more
milk
churns
they
scan
the
slower
the
response
from
SAP
server
is.
28
Why??
http://bit.ly/apmblog-fonterra
60. compuware.com/APM
COMPANY CONFIDENTIAL – DO NOT DISTRIBUTE
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29