The document discusses why DevOps is vital for companies in the modern business landscape. It notes that software is now central to many businesses and products, like cars which contain over 150 million lines of code. DevOps applies lean principles to streamline the process of delivering software by reducing waste and improving feedback loops between development and operations teams. Implementing DevOps through systems thinking, amplifying feedback, and continuous experimentation can lead to benefits like less risk, faster feedback, and increased value delivery and organizational efficiency.
How the Telegraph Transitioned from Web Support to a DevOps CultureAtlassian
As a major news organisation, the Telegraph has a history of staying competitive to remain the number one news brand in the UK. So, how do you support a fast-moving organisation that needs to embrace digital and where change is imperative?
This presentation tells the story of how the Telegraph’s web support team transitioned to a DevOps culture. It will look at how they moved from a team performing traditional website support and implementing ad-hoc releases & roll-back (you build - we support), to an organisation that now supports multiple CMS’s, platforms, apps, a subscriptions channel and APIs (we build - we support). Come and learn more about the impact of changes in organisational structure, methodologies used, the need to remove boundaries and how failure can lead to ultimate success.
Carol Johnson, IT Director, Telegraph Media Group
OSSCube x Zend CIOSynergy Dallas PresentationOSSCube
This document discusses application modernization in the mobile world. It notes that trends like mobile-first development, cloud agility and scale, and rapid iterative development have disrupted traditional approaches. Continuous delivery is presented as a secret sauce for addressing concerns around faster response to requirements, reducing costs and time to market, and modernizing legacy applications. Continuous delivery is defined as making releases boring through frequent delivery and fast feedback. It enables agile development, continuous integration, automated testing and release automation to occur within days rather than months. Benefits include increased pace of innovation, improved product-market fit, higher quality, lower costs and reduced risk.
Au Lean Summit France 2016, Daniel Jones explique l'adéquation de la pensée Lean à l’ère du numérique. Selon lui, les enjeux du numérique se situent sur trois axes : les potentiels techniques, les dynamiques sociales et le rapprochement du client. La pensée Lean permet de libérer le potentiel et les promesses de la technologie.
Why a DevOps approach is critical to achieve digital transformationAgileSparks
The Internet of Things, mobile, big data and social media have all contributed to the need for a digital transformation of the products and services that companies deliver. The main objective of DevOps is to tightly integrate development and operations to improve the velocity of launching both new and enhanced existing applications to market whilst meeting other essential criteria such as quality, security and efficiency. DevOps can be a key enabler to support the Digital Transformation journey towards the new era of a unified, consistent and channel neutral experience.
Alexis Gaches
Advisor within the DevOps Business unit, CA Technologies
CA
Introduction to Lean Software DevelopmentGuy Nirpaz
This document discusses lean software development principles. It begins with background on the origins of lean thinking in Toyota's production model and principles like eliminating waste, continuous flow, and pursuing perfection. Lean software development aims to eliminate waste, increase feedback, delay commitment, deliver fast, build integrity in, empower teams, and see the whole system. Examples of waste in software include partially done work, extra processes, extra features, and task switching. Kanban and information radiators are discussed as ways to visualize workflow. Lean focuses more on fundamentals like why while Scrum provides more detailed practices, but both aim to optimize value delivery.
The document discusses bringing DevOps benefits to IT service management through an agile approach. It addresses common perceptions of ITIL and DevOps that can create barriers. The three ways of DevOps - flow, feedback, and continual learning - are presented along with relevant ITIL processes to investigate in each area. Adopting agile principles for ITSM design is recommended to allow faster feedback and better process integration. Change management is highlighted as an area that could leverage automation and examine desired change rates. Large-scale adoption is noted as challenging but promising great results by blending old and new capabilities.
Lean software engineering emphasizes continuous delivery of high quality applications. Ken Pugh explains the principles and practices that form the basis of lean software development―concentrating on developing a continuous flow by eliminating delays and loopbacks; delivering quickly by developing in small batches; emphasizing high quality which decreases delays due to defect repair; making policies, process and progress transparent; optimizing the whole rather than individual steps; and becoming more efficient by decreasing waste. Ken describes lean’s emphasis on cycle time, rather than resource utilization, and demonstrates the value stream map which helps you visualize the development cycle flow to identify bottlenecks. He explores the differences between push and pull flow, describes how lean thinking shows up in agile processes including Scrum and Extreme Programming, and discusses how lean can be applied to the entire workflow—not just the development portion. Ken concludes with a discussion of how you can begin your lean transformation.
This document provides an overview of lean software development methodology. It discusses lean principles like value, value stream, flow, pull and perfection. It demonstrates these principles through examples like stuffing envelopes. The document outlines how to define value, map the value stream, eliminate waste, create flow, implement pull and continuous improvement. It provides real-world examples and discusses how to apply lean thinking in practice. Resources for further learning about scaled agile framework and focus areas are also included.
How the Telegraph Transitioned from Web Support to a DevOps CultureAtlassian
As a major news organisation, the Telegraph has a history of staying competitive to remain the number one news brand in the UK. So, how do you support a fast-moving organisation that needs to embrace digital and where change is imperative?
This presentation tells the story of how the Telegraph’s web support team transitioned to a DevOps culture. It will look at how they moved from a team performing traditional website support and implementing ad-hoc releases & roll-back (you build - we support), to an organisation that now supports multiple CMS’s, platforms, apps, a subscriptions channel and APIs (we build - we support). Come and learn more about the impact of changes in organisational structure, methodologies used, the need to remove boundaries and how failure can lead to ultimate success.
Carol Johnson, IT Director, Telegraph Media Group
OSSCube x Zend CIOSynergy Dallas PresentationOSSCube
This document discusses application modernization in the mobile world. It notes that trends like mobile-first development, cloud agility and scale, and rapid iterative development have disrupted traditional approaches. Continuous delivery is presented as a secret sauce for addressing concerns around faster response to requirements, reducing costs and time to market, and modernizing legacy applications. Continuous delivery is defined as making releases boring through frequent delivery and fast feedback. It enables agile development, continuous integration, automated testing and release automation to occur within days rather than months. Benefits include increased pace of innovation, improved product-market fit, higher quality, lower costs and reduced risk.
Au Lean Summit France 2016, Daniel Jones explique l'adéquation de la pensée Lean à l’ère du numérique. Selon lui, les enjeux du numérique se situent sur trois axes : les potentiels techniques, les dynamiques sociales et le rapprochement du client. La pensée Lean permet de libérer le potentiel et les promesses de la technologie.
Why a DevOps approach is critical to achieve digital transformationAgileSparks
The Internet of Things, mobile, big data and social media have all contributed to the need for a digital transformation of the products and services that companies deliver. The main objective of DevOps is to tightly integrate development and operations to improve the velocity of launching both new and enhanced existing applications to market whilst meeting other essential criteria such as quality, security and efficiency. DevOps can be a key enabler to support the Digital Transformation journey towards the new era of a unified, consistent and channel neutral experience.
Alexis Gaches
Advisor within the DevOps Business unit, CA Technologies
CA
Introduction to Lean Software DevelopmentGuy Nirpaz
This document discusses lean software development principles. It begins with background on the origins of lean thinking in Toyota's production model and principles like eliminating waste, continuous flow, and pursuing perfection. Lean software development aims to eliminate waste, increase feedback, delay commitment, deliver fast, build integrity in, empower teams, and see the whole system. Examples of waste in software include partially done work, extra processes, extra features, and task switching. Kanban and information radiators are discussed as ways to visualize workflow. Lean focuses more on fundamentals like why while Scrum provides more detailed practices, but both aim to optimize value delivery.
The document discusses bringing DevOps benefits to IT service management through an agile approach. It addresses common perceptions of ITIL and DevOps that can create barriers. The three ways of DevOps - flow, feedback, and continual learning - are presented along with relevant ITIL processes to investigate in each area. Adopting agile principles for ITSM design is recommended to allow faster feedback and better process integration. Change management is highlighted as an area that could leverage automation and examine desired change rates. Large-scale adoption is noted as challenging but promising great results by blending old and new capabilities.
Lean software engineering emphasizes continuous delivery of high quality applications. Ken Pugh explains the principles and practices that form the basis of lean software development―concentrating on developing a continuous flow by eliminating delays and loopbacks; delivering quickly by developing in small batches; emphasizing high quality which decreases delays due to defect repair; making policies, process and progress transparent; optimizing the whole rather than individual steps; and becoming more efficient by decreasing waste. Ken describes lean’s emphasis on cycle time, rather than resource utilization, and demonstrates the value stream map which helps you visualize the development cycle flow to identify bottlenecks. He explores the differences between push and pull flow, describes how lean thinking shows up in agile processes including Scrum and Extreme Programming, and discusses how lean can be applied to the entire workflow—not just the development portion. Ken concludes with a discussion of how you can begin your lean transformation.
This document provides an overview of lean software development methodology. It discusses lean principles like value, value stream, flow, pull and perfection. It demonstrates these principles through examples like stuffing envelopes. The document outlines how to define value, map the value stream, eliminate waste, create flow, implement pull and continuous improvement. It provides real-world examples and discusses how to apply lean thinking in practice. Resources for further learning about scaled agile framework and focus areas are also included.
QuiXilver is the modern solution for collaborating within teams as well as companywide:
- QuiXilver Collaborate
- QuiXilver Optimize
- QuiXilver Develop
The document discusses why agile software development works better than traditional predictive methods. It argues that software development is a creative process that is difficult to plan and predict due to variability from factors like changing requirements, people's availability and performance. This variability can lead to queues and delays if not managed properly. Agile methods help manage this variability through techniques like limiting work in progress, reducing task size, and accepting changes in priorities. The document emphasizes that agile is more about adapting processes and putting people first rather than following practices rigidly.
Black Diamond: Jenkins, Deployit & Continuous DeliveryXebiaLabs
This document provides the agenda for a Jenkins and Continuous Delivery event taking place on January 29, 2014 in Boston. The agenda includes sessions on continuous delivery culture and practices led by Andrew Phillips of XebiaLabs, elastic build environments led by Kohsuke Kawaguchi of Jenkins and CloudBees, and moving to continuous delivery led by Sunil Mavadia of DigitalGlobe. Brief introductions are also provided for the speakers, including their backgrounds and experience in areas like DevOps, ALM tooling, and continuous delivery.
Agile Software Development Scrum Vs LeanAbdul Wahid
Scrum and Lean are both software development methodologies that aim to improve processes and productivity. Scrum focuses on self-organizing teams working in short sprints to develop products, while Lean emphasizes eliminating waste and respecting people. Both value continuous improvement, but Lean provides more engineering practices while Scrum is more of a framework. While their approaches differ, Scrum and Lean share fundamental values and can be used together by applying Lean principles within Scrum's flexible process.
Dealing with Shifting Priorities using Lean/Kanban Flow, WIP Limits and Capac...AgileSparks
Many teams suffer from due to conflicting priorities. When today's priority one usurps yesterday's priority one, expensive context switching becomes a problem.
Operations teams are especially hard hit by shifting priorities because of increased variability from supporting ongoing development of new projects while maintaining features & apps in production. Add in unplanned work and security issues and we have a battle between getting new features delivered or keeping production stable. Hence the dilemma DevOps is working to solve.
Dominica will talk about how Dev and Ops teams can use use a Lean flow Kanban approach to limit work-in-progress and allocate capacity for the nature of the demand as a way to address and improve prioritization issues and context switching.
The document discusses current trends in the software development industry. It outlines trends toward more agile processes, managing technical debt, using lean and six sigma principles, reuse, social management, managed services, kanban, green initiatives like virtual servers and renewable energy, and retiring legacy applications. Recent trends focus on quicker delivery, prioritizing requirements, incremental development, collaboration, reducing waste, improving processes, and digital formatting of documents. Concerns include the need for skilled resources, effective metrics, building reuse capabilities, leveraging social platforms, and knowledge transfer during staff changes.
NUS-ISS Learning Day 2015 - Project Management - May the Agility be with YouNUS-ISS
The document outlines an unconference discussion on adopting agile practices. It introduces the unconference format and poses questions about experiences implementing agile. Common challenges are discussed, such as whether scrum eliminates the need for a project manager. The tensions between project management and software engineering aspects of agile are also examined. The discussion suggests both considering organizational readiness and marrying traditional project frameworks with scrum. Finally, it encourages an agile mindset and continuous improvement.
A 27% reduction of the inventory level, doubled turns and improved on time delivery prove that Lean Management is able to provide outstanding results in less than 18 months! This is possible if an aligned team is learning what Lean is and how it has to be organized. Learning Lean ongoing and continuously is the key for sustainable results. In his presentation “Lean Management = Learn Management”, Klaus Beulker shows how this is done at a German Crane builder, who has implemented Lean management “wall to wall”, from Engineering and Sales to Procurement, Material Planning and Production.
Découvrez d'autres retours d'expérience sur notre site www.institut-lean-france.fr
Lean Software Delivery with IBM Rational PlatformClay Nelson
This document discusses how principles of Lean Thinking from manufacturing can be applied to software delivery processes to improve quality and reduce waste. It defines Lean Thinking and the seven types of waste it aims to eliminate. Key principles for software delivery discussed include value flow to continuously deliver working software in a just-in-time manner, eliminating partially done work and extra features, and embracing iterative development approaches. The IBM Rational platform can help implement Lean approaches to transform software delivery.
Continuous Delivery Sounds Great but it Won't Work HereJez Humble
Since the Continuous Delivery book came out in 2010, it's gone from being a controversial idea to a commonplace... until you consider that many people who say they are doing it aren't really, and there are still plenty of places that consider it crazy talk.
In this session Jez will present some of the highlights and lowlights of the past six years listening to people explain why continuous delivery won't work, and what he learned in the process.
Presentation I gave to the Chicago ACM about Lean Software Development. Full audio can be found here:
https://soundcloud.com/griffinc/intro-to-lean-software
This document discusses DevOps and continuous delivery. It notes that businesses need to adapt quickly and old ways of working are being replaced by new models like DevOps. DevOps breaks down silos between teams and focuses on customer satisfaction, resilience, speed to market, and efficiency. A key part of DevOps is continuous integration, delivery, testing and deployment through automation. Cultural change and breaking down barriers between teams is important for successful DevOps implementation.
I am a Test Engineer: Why should I care about DevOps?Anand Deshpande
This document discusses how test engineers should embrace DevOps. It notes that born digital companies are innovating rapidly using DevOps to keep pace with business needs. DevOps helps improve efficiency, reduce costs and team sizes by shortening the cycle between development, testing and operations. The document advises that as a tester, one's future is best served by being part of a DevOps team through embracing a culture of collaboration without blame, automating processes, using lean principles and continuously measuring and improving. It suggests expanding testing skills to include automation, behavior driven development and chaos engineering approaches.
This document provides an overview of DevOps for architects. It defines DevOps as developers and operations teams working collaboratively across the entire software development lifecycle. The document discusses that DevOps aims to help businesses by optimizing collaboration and value delivery through practices like automation, continuous integration and deployment, and emphasizing a culture of communication, shared responsibility, and learning. It also provides perspectives on DevOps from several experts and discusses how architects can approach their work in a DevOps environment.
Selection And Implementation Of An Enterprise Maturity...Jenny Calhoon
The passage discusses documentation in agile software development processes. While documentation is considered important, traditional agile processes provide little internal documentation and rely heavily on verbal communication. This can lead to lapses in memory over time and make it harder to understand design rationale, especially with team turnover. The main objective of documentation is to instruct those maintaining or upgrading the system about its structure, functionality, operation, and design. Documentation is important for stakeholders like users, testers, and project managers as well.
Mobile, the world-wide-web and the Internet of Things are driving a new digital economy. And it’s growing fast. In order to satisfy the increasing consumer demand, you need to continuously deliver high quality releases. Download this whitepaper and discover the 8 key steps to delivering daily SAP release cycles designed to accelerate the pace of SAP change to support your digital strategy.
DevOps is an exciting new management framework that combines software development and IT operations. It aims to shorten the systems development life cycle and provide continuous delivery with high software quality. DevOps is rapidly popularity across the IT industry due to the ease with which it can be used in combination with Agile software development.
Original Source: https://www.knowledgetrain.co.uk/it/devops/what-is-devops
This document discusses challenges facing the financial services industry and opportunities for transformation through DevOps. It notes that while three-quarters of institutions are investing in data analytics capabilities, only 17% believe they are fully prepared for regulatory compliance responsibilities. DevOps is presented as a way to optimize work flow and release value faster through continuous delivery pipelines. Success requires solving for enterprise complexity by creating conditions for the system to fix itself. Pipelines are described as the industry's "factories" and a bottom-up approach is advocated, starting with individual applications and teams before expanding transformation.
Chef Automate can help organizations reduce the pain of audits through continuous compliance. It does this by expressing security and compliance requirements as code that can be incorporated directly into the development process. This allows organizations to detect and correct issues early before they reach production. Chef Automate also helps standardize compliance across heterogeneous environments by providing a common language for describing compliance controls. It can then continuously monitor systems to ensure they remain compliant and provide an up-to-date record for audits.
Cutting Edge on Development Methodologies in ITAndrea Tino
The document provides an overview of the evolution of software development methodologies from Waterfall to Agile and DevOps. It discusses how software development moved from a sequential Waterfall model to iterative Agile methodologies as business needs changed and requirements became more dynamic. It then explains how DevOps further merged development and operations teams to enable continuous delivery in highly connected, microservices-based architectures needed to support modern digital businesses. Key practices like continuous integration, delivery, infrastructure as code, and monitoring are also summarized.
Our group made this presentation for our Info Mangement class, and we got an A*! hope it proves helpful....some of the material had been taken from slideshare itself
QuiXilver is the modern solution for collaborating within teams as well as companywide:
- QuiXilver Collaborate
- QuiXilver Optimize
- QuiXilver Develop
The document discusses why agile software development works better than traditional predictive methods. It argues that software development is a creative process that is difficult to plan and predict due to variability from factors like changing requirements, people's availability and performance. This variability can lead to queues and delays if not managed properly. Agile methods help manage this variability through techniques like limiting work in progress, reducing task size, and accepting changes in priorities. The document emphasizes that agile is more about adapting processes and putting people first rather than following practices rigidly.
Black Diamond: Jenkins, Deployit & Continuous DeliveryXebiaLabs
This document provides the agenda for a Jenkins and Continuous Delivery event taking place on January 29, 2014 in Boston. The agenda includes sessions on continuous delivery culture and practices led by Andrew Phillips of XebiaLabs, elastic build environments led by Kohsuke Kawaguchi of Jenkins and CloudBees, and moving to continuous delivery led by Sunil Mavadia of DigitalGlobe. Brief introductions are also provided for the speakers, including their backgrounds and experience in areas like DevOps, ALM tooling, and continuous delivery.
Agile Software Development Scrum Vs LeanAbdul Wahid
Scrum and Lean are both software development methodologies that aim to improve processes and productivity. Scrum focuses on self-organizing teams working in short sprints to develop products, while Lean emphasizes eliminating waste and respecting people. Both value continuous improvement, but Lean provides more engineering practices while Scrum is more of a framework. While their approaches differ, Scrum and Lean share fundamental values and can be used together by applying Lean principles within Scrum's flexible process.
Dealing with Shifting Priorities using Lean/Kanban Flow, WIP Limits and Capac...AgileSparks
Many teams suffer from due to conflicting priorities. When today's priority one usurps yesterday's priority one, expensive context switching becomes a problem.
Operations teams are especially hard hit by shifting priorities because of increased variability from supporting ongoing development of new projects while maintaining features & apps in production. Add in unplanned work and security issues and we have a battle between getting new features delivered or keeping production stable. Hence the dilemma DevOps is working to solve.
Dominica will talk about how Dev and Ops teams can use use a Lean flow Kanban approach to limit work-in-progress and allocate capacity for the nature of the demand as a way to address and improve prioritization issues and context switching.
The document discusses current trends in the software development industry. It outlines trends toward more agile processes, managing technical debt, using lean and six sigma principles, reuse, social management, managed services, kanban, green initiatives like virtual servers and renewable energy, and retiring legacy applications. Recent trends focus on quicker delivery, prioritizing requirements, incremental development, collaboration, reducing waste, improving processes, and digital formatting of documents. Concerns include the need for skilled resources, effective metrics, building reuse capabilities, leveraging social platforms, and knowledge transfer during staff changes.
NUS-ISS Learning Day 2015 - Project Management - May the Agility be with YouNUS-ISS
The document outlines an unconference discussion on adopting agile practices. It introduces the unconference format and poses questions about experiences implementing agile. Common challenges are discussed, such as whether scrum eliminates the need for a project manager. The tensions between project management and software engineering aspects of agile are also examined. The discussion suggests both considering organizational readiness and marrying traditional project frameworks with scrum. Finally, it encourages an agile mindset and continuous improvement.
A 27% reduction of the inventory level, doubled turns and improved on time delivery prove that Lean Management is able to provide outstanding results in less than 18 months! This is possible if an aligned team is learning what Lean is and how it has to be organized. Learning Lean ongoing and continuously is the key for sustainable results. In his presentation “Lean Management = Learn Management”, Klaus Beulker shows how this is done at a German Crane builder, who has implemented Lean management “wall to wall”, from Engineering and Sales to Procurement, Material Planning and Production.
Découvrez d'autres retours d'expérience sur notre site www.institut-lean-france.fr
Lean Software Delivery with IBM Rational PlatformClay Nelson
This document discusses how principles of Lean Thinking from manufacturing can be applied to software delivery processes to improve quality and reduce waste. It defines Lean Thinking and the seven types of waste it aims to eliminate. Key principles for software delivery discussed include value flow to continuously deliver working software in a just-in-time manner, eliminating partially done work and extra features, and embracing iterative development approaches. The IBM Rational platform can help implement Lean approaches to transform software delivery.
Continuous Delivery Sounds Great but it Won't Work HereJez Humble
Since the Continuous Delivery book came out in 2010, it's gone from being a controversial idea to a commonplace... until you consider that many people who say they are doing it aren't really, and there are still plenty of places that consider it crazy talk.
In this session Jez will present some of the highlights and lowlights of the past six years listening to people explain why continuous delivery won't work, and what he learned in the process.
Presentation I gave to the Chicago ACM about Lean Software Development. Full audio can be found here:
https://soundcloud.com/griffinc/intro-to-lean-software
This document discusses DevOps and continuous delivery. It notes that businesses need to adapt quickly and old ways of working are being replaced by new models like DevOps. DevOps breaks down silos between teams and focuses on customer satisfaction, resilience, speed to market, and efficiency. A key part of DevOps is continuous integration, delivery, testing and deployment through automation. Cultural change and breaking down barriers between teams is important for successful DevOps implementation.
I am a Test Engineer: Why should I care about DevOps?Anand Deshpande
This document discusses how test engineers should embrace DevOps. It notes that born digital companies are innovating rapidly using DevOps to keep pace with business needs. DevOps helps improve efficiency, reduce costs and team sizes by shortening the cycle between development, testing and operations. The document advises that as a tester, one's future is best served by being part of a DevOps team through embracing a culture of collaboration without blame, automating processes, using lean principles and continuously measuring and improving. It suggests expanding testing skills to include automation, behavior driven development and chaos engineering approaches.
This document provides an overview of DevOps for architects. It defines DevOps as developers and operations teams working collaboratively across the entire software development lifecycle. The document discusses that DevOps aims to help businesses by optimizing collaboration and value delivery through practices like automation, continuous integration and deployment, and emphasizing a culture of communication, shared responsibility, and learning. It also provides perspectives on DevOps from several experts and discusses how architects can approach their work in a DevOps environment.
Selection And Implementation Of An Enterprise Maturity...Jenny Calhoon
The passage discusses documentation in agile software development processes. While documentation is considered important, traditional agile processes provide little internal documentation and rely heavily on verbal communication. This can lead to lapses in memory over time and make it harder to understand design rationale, especially with team turnover. The main objective of documentation is to instruct those maintaining or upgrading the system about its structure, functionality, operation, and design. Documentation is important for stakeholders like users, testers, and project managers as well.
Mobile, the world-wide-web and the Internet of Things are driving a new digital economy. And it’s growing fast. In order to satisfy the increasing consumer demand, you need to continuously deliver high quality releases. Download this whitepaper and discover the 8 key steps to delivering daily SAP release cycles designed to accelerate the pace of SAP change to support your digital strategy.
DevOps is an exciting new management framework that combines software development and IT operations. It aims to shorten the systems development life cycle and provide continuous delivery with high software quality. DevOps is rapidly popularity across the IT industry due to the ease with which it can be used in combination with Agile software development.
Original Source: https://www.knowledgetrain.co.uk/it/devops/what-is-devops
This document discusses challenges facing the financial services industry and opportunities for transformation through DevOps. It notes that while three-quarters of institutions are investing in data analytics capabilities, only 17% believe they are fully prepared for regulatory compliance responsibilities. DevOps is presented as a way to optimize work flow and release value faster through continuous delivery pipelines. Success requires solving for enterprise complexity by creating conditions for the system to fix itself. Pipelines are described as the industry's "factories" and a bottom-up approach is advocated, starting with individual applications and teams before expanding transformation.
Chef Automate can help organizations reduce the pain of audits through continuous compliance. It does this by expressing security and compliance requirements as code that can be incorporated directly into the development process. This allows organizations to detect and correct issues early before they reach production. Chef Automate also helps standardize compliance across heterogeneous environments by providing a common language for describing compliance controls. It can then continuously monitor systems to ensure they remain compliant and provide an up-to-date record for audits.
Cutting Edge on Development Methodologies in ITAndrea Tino
The document provides an overview of the evolution of software development methodologies from Waterfall to Agile and DevOps. It discusses how software development moved from a sequential Waterfall model to iterative Agile methodologies as business needs changed and requirements became more dynamic. It then explains how DevOps further merged development and operations teams to enable continuous delivery in highly connected, microservices-based architectures needed to support modern digital businesses. Key practices like continuous integration, delivery, infrastructure as code, and monitoring are also summarized.
Our group made this presentation for our Info Mangement class, and we got an A*! hope it proves helpful....some of the material had been taken from slideshare itself
The document discusses how DevOps can help transform enterprises from traditional slow and siloed software development processes to more agile and collaborative processes. It introduces a "Sonar model" to visualize how DevOps establishes feedback loops between development, testing, operations, and business users to continuously improve products and give businesses a competitive advantage. The model shows how Agile development, DevOps practices like continuous integration and delivery, and incorporating long-term business feedback can work together to achieve project, product, and business goals.
This document provides an introduction to DevOps in ITSM (IT service management). It discusses key benefits of DevOps such as more frequent deployments, faster recovery from failures, and less time spent on unplanned work and rework based on the 2016 State of DevOps Report. DevOps emphasizes communication, collaboration and integration between development and operations. The document then addresses common myths about DevOps and how it relates to ITIL, Agile, and what is involved in DevOps practices. It explains how DevOps can add value when used together with ITIL by improving communication between teams, overcoming organizational barriers, ensuring a uniform understanding of value, and getting early operations involvement in design.
The document discusses strategies for successful digital transformation. It argues that the most common mantras of "technology is key" and "ambition is all it takes" often fail because digital transformations require focusing on people, processes, and customer experience instead. The document outlines an approach of establishing a clear vision, getting feedback from customers, improving transparency and processes, and using technology to enable other changes rather than being the primary driver. It provides examples from one company's digital transformation journey of improving processes, using data to enhance the customer experience, and introducing new digital services and channels.
Modernize 2018: The Need for Speed - ContentfulOptimizely
The document discusses how companies need to get digital products to market faster to keep up with competitors. It provides an overview of how the software development process has changed, with an emphasis on cloud-based architectures and microservices. It then details a case study of how the Australian health insurer nib was able to increase its speed to market for digital products by 10 times through the creation of a "Digital Delivery Workshop", which used agile and experimental approaches. Key aspects that helped nib increase speed included adopting a modular architecture and infrastructure, continuous deployment practices, and integrating content management into the development process.
Modernize Conference 2018 - The Need for Speed - Contentful and nib health fundsPaul Biggs
Presented by Contentful and nib health funds at the Modernize Conference in Sydney Australia on May 16th, 2018.
Learn how the traditional CMS market is being disrupted by new market dynamics, as all companies are being forced to become digital product companies -- they must adapt and become software-centric in order to keep up with their customers.
Companies are creating cross-functional digital teams to support this new mandate, who are building modern, reusable architectures so they can get to market faster.
This document summarizes Mendix's agile application development platform. It discusses how Mendix solves issues like lack of business and IT alignment and rigid enterprise software by enabling rapid application development and continuous collaboration. Mendix's platform allows non-technical users to visually model applications and includes tools for capturing requirements, development, deployment and management. Case studies show Mendix can reduce development times by up to 5x and Mendix offers a no-cure, no-pay proof-of-concept model to demonstrate capabilities.
AIIM Nuxeo Webinar: Modern Problems Require Modern SolutionsNuxeo
John Mancini from AIIM explores why the key information management challenges faced by a modern organization require a new modern set of solutions to solve them.
PDMA 2008 World Class Web 2.0 Product OrgAdam Nash
This is the presentation from the PDMA 2008 presentation by Adam Nash on "Building a World-Class Web 2.0 Product Organization" from September 15, 2008.
Aufbau von agilen und effizienten IT Organisationen mit DevOpsAWS Germany
IT-Landschaften und -Applikationen werden zunehmend komplexer. Als Folge dessen haben Entwicklungsteams ihre Software-Entwicklungsprozesse mit der Zeit entsprechend weiterentwickelt. Autonome und selbstbestimmte Teams treten vermehrt in den Vordergrund und folgen einem agilen Ansatz und Prinzipien, die dem "Lean Software Development" entstammen. Dieser Wandel hat sich bis hin zu den Operationsteams vollzogen und so die Grenzen zwischen Entwicklung und Betrieb verschwimmen lassen.
Unter dem Begriff "DevOps" versteht man heute eine Menge an Werkzeugen, Prozessen, Best Practices, und auch Unternehmensleitlinien, die IT-Organisationen agiler und effizienter machen. Zwar sind die Werkzeuge und die Methodik unter DevOps Fachleuten gut verstanden, jedoch ergeben sich aufgrund des traditionellen IT-Betriebs (Mode 1 IT) oft nicht die versprochenen Vorteile, wie erhöhte Agilität und Flexibilität.
AWS bietet Ihnen eine flexible Plattform, auf deren Basis Unternehmen wie Netflix, Airbnb, Zalando und viele andere, DevOps Praktiken und Prozesse mit großem Erfolg umsetzen konnten.
Dieses Webinar nimmt die verschiedenen Elemente von DevOps genauer unter die Lupe und erklärt wie sie der Grundstein für diese Erfolgsgeschichten wurden.
This modern engineering technique has grown from good old SOA (Service Oriented Architecture) with features like REST (vs. old SOAP) support, NoSQL databases and the Event driven/reactive approach sprinkled in.
Microservices
The criticism
Evolutionary approach
Best practices
Create a Separate Database for Each Service
Rely on contracts between services
Deploy in Containers
Treat Servers as Volatile
Related techniques and patterns
Design patterns
Integration techniques
Deployment of microservices
Serverless - Function as a Service
Continuous Deployment
Related technologies
Microservices based e-commerce platforms
Technologies that empower microservices achitecture
Distributed logging and monitoring
Case Studies: Re-architecting the monolith
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7. “Why Every Business is a
Software Business” – Watts S. Humphrey
Three management principles from 2002
8. Modern Cars
Software in a modern 2016 car
is 150 million lines of code
10% of costs for a D-segment,
or large, car
It grows at a compound annual
rate of 11 percent
Software enables critical
automotive innovations
9. “Why Every Business is a
Software Business” – Watts S. Humphrey
Management Principles:
1. Recognize That You Are in the Software
Business
10. “Why Every Business is a
Software Business” – Watts S. Humphrey
Management Principles:
1. Recognize That You Are in the Software
Business
2. Quality Must Be the Top Priority
11. “Why Every Business is a
Software Business” – Watts S. Humphrey
Management Principles:
1. Recognize That You Are in the Software
Business
2. Quality Must Be the Top Priority
3. Quality Software Is Developed by
Disciplined and Motivated People
18. Lean definition & principles
Lean manufacturing is a
systematic method
originating in the Japanese
manufacturing industry
(Toyota) for the
minimization of waste
5 principles are:
Identify Value from customer
perspective
Map the Value Stream how each
step of the process contributes
Create Flow by reducing waste
Establish Pull so that customer
kick off the chain
Seek Perfection by reviewing
again and again your process
40. What’s the ROI ?
Westpac Bank (New Zealand)
Measured overall organisation efficiency
For every $1 spent on a problem, Westpac
was delivering a return of about 20-22 cents
After DevOps transformation, that number is
just shy of 40 cents
2x increase in the value delivery
41. An ingredient for growth?
“In August 2017, we had
450,000 customers. We now
have more than 2.3 million
customers”
Patrick Kua, N26 CTO
(March 2019)
42. Bibliography & References (1/3)
“Software Is Eating The World” — Marc Andreessen WSJ August 20, 2011
https://www.wsj.com/articles/SB10001424053111903480904576512250915629460
Why Every Business Is a Software Business” — Watts S. Humphrey Informit, Feb 22, 2002
http://www.informit.com/articles/article.aspx?p=25491
“This Car Runs on Code” — Robert N. Charette Feb 2009
https://spectrum.ieee.org/transportation/systems/this-car-runs-on-code
https://www.visualcapitalist.com/millions-lines-of-code/
https://www.mckinsey.com/industries/automotive-and-assembly/our-insights/rethinking-car-
software-and-electronics-architecture
https://commons.wikimedia.org/wiki/History_of_accountancy
https://queue.acm.org/detail.cfm?id=2945077
https://community.risingstack.com/how-n26-built-a-modern-banking-software-with-javascript-
microservices/
43. Bibliography & References (2/3)
State of DevOps 2019
https://cloud.google.com/blog/products/devops-sre/the-2019-accelerate-state-of-devops-
elite-performance-productivity-and-scaling
The NIST Definition of Cloud Computing
https://nvlpubs.nist.gov/nistpubs/Legacy/SP/nistspecialpublication800-145.pdf
“The real ROI of DevOps” — Justin Arbuckle, February 3, 2017
https://jaxenter.com/real-roi-devops-131520.html
”Case Study: Compuware DevOps Transformation” — David Rizzo, May 7, 2018
https://itrevolution.com/case-study-compuware-rizzo/
https://www.visualcapitalist.com/wp-content/uploads/2019/05/the-future-of-talent-in-
banking.html
44. Bibliography & References (3/3)
The DevOps Handbook — G.Kim, P.Debois, J.Willis, J.Humble (IT Revolution
2016)
Accelerate — Nicole Forsgren, Jez Humble (Trade Select 2018)
Project to Product — Mik Kersten (IT Revolution 2019)
The Mythical Man-Month — Frederick P. Brooks Jr. (Addison Wesley 1995, 2nd
ed.)
Site Reliability Engineering — B.Beyer , C.Jones, J.Petoff, N.R.Murphy (O′Reilly
2016)
Making Work Visible — Dominica Degrandis (IT Revolution 2017)
Buonasera a tutti
In this session I will introduce you to DevOps and why is becoming (or will soon be) a vital component of your organisation’s strategy
I am Giulio Vian and work at the Dublin BuildIt Studio, part of Wipro Digital and my role is to help customers succeed in their digital transformation initiatives.
As I am not a native English speaker hope you will forgive my mistakes.
This is the agenda for the session
First I will highlight some major trends of current social and business landscape
Then I will define and describe DevOps and where it fits
Lastly I will briefly give some advice on implementing DevOps in an organisation
So let’s start with the first section about current social and business landscape
In 2011, Marc Andreessen wrote an article titled “Why Software Is Eating The World” for WSJ
He examined how new companies displaced established businesses: Borders by Amazon, Blockbuster by Netflix, and so on.
Andreessen is the co-author of Mosaic, the first browser of the Internet. He sits on the board of directors of Facebook, eBay, and Hewlett Packard Enterprise, among others.
Source: https://www.wsj.com/articles/SB10001424053111903480904576512250915629460
Andreessen detailed and technical analysis needs no real explanation: many of us remember these tools.
Paper maps, Film cameras, Disk players, Phone boots, and so on.
I used them all!
all replaced by the portable computer we call smartphone.Through the magic of software it replaced so many communication, recording and playback technologies.
Probably Watts S. Humphrey isn’t much known outside the software engineering field, but maybe you bump into the Capability Maturity Model (CMM) that he invented.
In his 2002 article titled “Why Every Business Is a Software Business” he enucleates three principles for organisations.
Informit, Feb 22,
http://www.informit.com/articles/article.aspx?p=25491
A striking example of reliance on software is car manufacturing.
We see some numbers: a 2018 article from McKinsey says that software is taking more and more of a car engineering and cost: 150 million lines of code is more than Microsoft Windows OS or the Facebook platform.
What I found most striking in that piece is the statement “Software enables critical automotive innovations”.
Does this means that you cannot innovate without software?
https://spectrum.ieee.org/transportation/systems/this-car-runs-on-code
Feb 2009 “This Car Runs on Code” By Robert N. Charette
https://www.visualcapitalist.com/millions-lines-of-code/
https://www.mckinsey.com/industries/automotive-and-assembly/our-insights/rethinking-car-software-and-electronics-architecture
First: Recognize That You Are in the Software Business
Remember he wrote this in 2002 well before many transformation entered our ordinary life, still he points that every business depends on software. If you agree than you are half way through understanding DevOps.
The second principle is that Software Quality Must Be the Top Priority.
If your business depends on software, bad software will harm your bottom line.
Financial industry showed up on newspaper front pages for quality and security issues despite care and regulations.
DevOps helps by pushing quality controls upstream (shift left) and demanding investment in automated checks.
Note that this principle makes no reference to any process, it asks for best-in-class outcomes. As a management principle it wants to guide your organisation and investment priorities.
The last principle speaks about personnel management: Quality Software Is Developed by Disciplined and Motivated People.
It is interesting the choice of these two adjectives.
You need people that looks for perfection and teamwork, not Marvel superheroes
It suggests team players, that care about rules, and know when to break them.
Motivated balances the Disciplined: modern organisation are not assembly lines, they live and breath on intellectual work. You need people committed and caring about quality outcomes, eager to stay in touch with new technology.Source: https://youtu.be/-uaULx1WUzk?t=376
We spent enough time on framing the discourse, it is time to move to the heart of the topic.
Information Technology has lots and lots of different roles…
…each role is a small fiefdom.
The biggest groups in IT organisations are Developers and IT Operations.
DevOps is a portmanteau of these: Developers and IT Operations.
The term itself is ten years old (2009).
The issue is that each group is defensive and complex parliamentary procedures go on between the two groups.
DevOps aims at a continuous exchange of information and artefacts between interested groups.
It advocates to remove barriers between these two groups in IT organisation and between IT and related groups of customers.
Instead of high walls between specialties, IT must become porous and let the business flow smoothly.
The DevOps Handbook represent a milestone in the IT industry. The authors’ definition is «DevOps is the result of applying Lean principles to the technology value stream»: we will see what it means in detail.
Lean comes from manufacturing, most famous is Toyota. It focus on what creates value in the stream of work and what is waste.
So, imagine an IT department efficient as car assembly line, delivering a new car every 90 seconds.(picture is from BMW factory)
The analogy breaks down as a software feature is not a complete car, but the Lean principles, from modern manufacturing, are equally foundational.
IT work benefits from techniques like automation, pull-model, value stream etc
Reshaping IT processes you can obtain a constant flow of value to internal and external customers.
No need to explain how this can favourably impact your Time-to-market for new products and services.
The 90 seconds is a reality in huge systems like Facebook, but in Finance we see some examples of best-in-class amongst start-ups.
N26, the online German bank is delivering many times per hour!
Many of these changes are not visible to users but collectively build up new features.
https://community.risingstack.com/how-n26-built-a-modern-banking-software-with-javascript-microservices/
State of DevOps is an annual report, now from Google, that examines the DevOps transformation across industries. There is evidence of positive impacts on the bottom line for best performers compared to worse performers.
https://cloud.google.com/blog/products/devops-sre/the-2019-accelerate-state-of-devops-elite-performance-productivity-and-scaling
How this lean works in practice?
We do no have time to detail everything: I will highlight two elements.
https://queue.acm.org/detail.cfm?id=2945077
A cargo ship is a good analogy to describe the characteristics of quarterly / annual releases:
It consumes a huge amount of resources and costs a lot, in the order of M$.
Requires lot of infrastructure and is as efficient as possible (fill ratio, route efficiency).
And takes many weeks to deliver.
On the other hand the cost of intra-city postal delivery is minimum, less efficient but quick (intra-day). This translates in faster feedback for senders.
Clearly the risk is different. What if the address is wrong? A container is sent to the wrong side of the world and takes many weeks to be shipped to the original destination; a letter would be redelivered within days at much lower cost.
Finally post is delivered daily, cargos … not.
Approach software with a scientific mindset: each release changes how the system interacts with users. The outcome could be positive or negative. Every change is an experiment because we do not know future, people’s reactions, market condition.We need to focus on monitoring outcomes, anticipating failure costs and recovery procedures.
No bone nor egg is broken here.
So how we translate these ideas in our business?
The Handbook describes the DevOps transformation by following the Three Ways.
The ways are not exclusive but steps in a growth path: when you learn calculus in University, you still need the four basic operations you learned in primary school.
Also the concept of number does not stay the same: it is refined and enriched.
Similarly as there is not end limit in studying and researching math, there is no end goal in improving the process and reducing waste.
The social and business environment changes and your organisation needs to constantly adapt.
DevOps is NOT an IT Transformation: it is about the entire value stream that uses technology.Technology is a mean that connects Business to Customers that why IT is a crucial ring of the chain.
Once major obstacles are removed from this stream, an organisation can move to the next Way or level.
One delivers value when a feature is deployed in production
Question: how long this takes in your organisation?
You know where time is spent? Is the work visible?
Compliance and security checks become part of automation and move as-early-as-possible in the chain
Sadly many thinks that the First Way is all there is about DevOps.
If one stops here, they won’t get the long-term benefits
It is impossible to have perfect requirements and perfect implementations, that is why we need fast feedback mechanism.
Stop delivering as soon as you discover a problem in the chain, it prevents the problem to become become worse.
Focus on fixing any quality issue that slipped through instead of procrastinating solutions.
If you do not improve constantly, your quality will degrade over time.
The next level is about feedback: it entails removing communication obstacles that makes outcome of a release opaque.
There is an important theme here: using a scientific approach to delivering value based on measures and facts.
A more advanced techniques requires more investment. Develop two alternative implementations of the same change and offer it to two small subsets of your users.
This technique is known as A/B or split testing.
It should be clear that no product will be able to bring DevOps and the Three Ways into your organization.
Myth #7—DevOps is Only for Open Source Software
Although many DevOps success stories take place in organizations using software, such as the LAMP stack (Linux, Apache, MySQL, PHP), achieving DevOps outcomes is independent of the technology being used. Successes have been achieved with applications written in Microsoft.NET, COBOL and mainframe assembly code, as well as with SAP and even embedded systems.
https://itrevolution.com/devops-handbook-debunking-devops-myths/
Also “The DevOps Handbook”
To break barriers down, you can create multi-disciplinary stream-focused teams.
Shift Performance metrics from Individuals to Teams, from Activities to Outcomes.
And, despite the job market labels, hiring, so called, DevOps Engineers, will not transform your organisation.
You risk to have a ultra-fast deliver pipeline… still shipping twice a year, a pure cost centre in the organisation.
This is a question to IT managers… but also to HR and up to the CEO
Justin Arbuckle, The real ROI of DevOps
February 3, 2017
https://jaxenter.com/real-roi-devops-131520.html
Case Study: Compuware DevOps Transformation
David Rizzo
May 7, 2018
https://itrevolution.com/case-study-compuware-rizzo/
Stop using ROI as the main IT driver
Overall efficiency will improve by reducing waste
Think of investing in IT as a survival strategy
DevOps impacts on bottom line.
https://medium.com/insiden26/what-hypergrowth-is-like-at-n26-bd3f3667cc46
5x in 18 months