DOFD v3.5 Learner Manual_4May23.pdf
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DevOps Foundation® ©DevOps Institute unless otherwise stated 1 Tell Us a Little About Yourself Please let us know who you are: Name, organization and role...
DevOps Foundation® ©DevOps Institute unless otherwise stated 1 Tell Us a Little About Yourself Please let us know who you are: Name, organization and role DevOps/Agile/Lean/ITSM experience Why you are attending this course What you expect to learn What is your definition or perception of DevOps? ©DevOps Institute unless otherwise stated 2 DevOps Foundation Course Goals Learn about DevOps Understand its core vocabulary, principles, practices and automation Pass the DevOps Foundation Exam 40 multiple choice questions Hear and share real life 60 minutes scenarios 65% is passing Have fun! Accredited by DevOps Institute Get your digital badge ©DevOps Institute unless otherwise stated 3 Course Methodology & Bloom’s Taxonomy DevOps Institute utilizes Bloom’s Taxonomy to create rigorous courses and exams with clearly CREATE defined objectives and learning outcomes. EVALUATE ANALYZE This framework is important to the learning experience. It ensures APPLY that both the instructors and participants understand the UNDERSTAND course goals, have a clear rubric for how knowledge will be DevOps Foundation assessed, and that the goals and REMEMBER assessments are aligned with the defined objectives. 4 ©DevOps Institute unless otherwise stated DevOps Foundation Course Content Schedule DAY 1 DAY 2 Cultures, Behaviors, and Operating Module 1 Exploring DevOps Module 5 Models Automation & Architecting DevOps Module 2 Core DevOps Principles Module 6 Toolchains Module 3 Key DevOps Practices Module 7 Measurement, Metrics & Reporting Module 4 Business and Technology Frameworks Module 8 Sharing, Shadowing & Evolving 5 ©DevOps Institute unless otherwise stated Module 1 Exploring DevOps Module 1: Exploring DevOps Component Module 1 Content Defining DevOps Video A Short History of DevOps with Why Does DevOps Matter? Damon Edwards Case Story ING Bank, Netherlands The Business Perspective Discussion DevOps Myths versus Realities The IT Perspective Exercise Your Organizational Why 7 Module 1 Defining DevOps 8 The DevOps Collective Body of Knowledge True to its core values, DevOps is emerging through a shared and collective body of knowledge (CBoK) including: Publications Videos and webinars Conferences Blogs and articles MeetUp groups Case studies Slack channels Awards LinkedIn groups Subject matter expertise DevOps Institute actively researches and influences emerging DevOps practices in order to create meaningful training and certification. ©DevOps Institute unless otherwise stated Module 1 9 The DevOps Collective Body of Knowledge (2) ©DevOps Institute unless otherwise stated Module 1 10 The Short History of DevOps with Damon Edwards (11:47) ©DevOps Institute unless otherwise stated Module 1 11 What is DevOps? “Imagine a world where product owners, Development, QA, IT Operations and Infosec work together, not only to help each other, but also to ensure that the overall organization succeeds. By working towards a common goal, they enable the fast flow of planned work into production, while achieving world-class stability, reliability, availability and security.” ©DevOps Institute unless otherwise stated Module 1 12 What is DevOps? (2) Patrick Debois originally coined the word 'DevOps' ©DevOps Institute unless otherwise stated Module 1 13 What DevOps Is NOT A title A separate team A tool Only culture DevOps is coming to life Only automation through emerging practices Anarchy that are delivering real value A one size fits all strategy in real organizations. ©DevOps Institute unless otherwise stated Module 1 14 Why DevOps Is Important Now Enterprises have young, nimble startup competitors Agile software development and cloud infrastructure is increasing IT can no longer operate in a silo culture More organizations are migrating to the cloud Consumers have “app” mentalities and expectations There is more data available to the business Time to value must accelerate To meet these changing conditions, IT must adapt its culture, practices and automation to be more “continuous”. ©DevOps Institute unless otherwise stated Module 1 15 What Makes DevOps So Unique? Is it better than Scrum for improving the workflow of developers? Is it better than cybersecurity practices? Is it better than Lean in keeping IT more efficient? Is it better than ITIL® for service management? Is it better than Organizational Change Management for culture? Is it better than tools, technologies and automation? Each of these frameworks and approaches have delivered some degree of benefit but none have delivered full end-to-end IT improvement. ©DevOps Institute unless otherwise stated Module 1 16 DevOps Applies Systems Thinking Across the Entire IT Spectrum Value Stream Automation CI/CD Automation ITSM Agile Process Lean Culture People ITIL® is a registered trademark of AXELOS Limited. ©DevOps Institute unless otherwise stated Module 1 17 IT is a System of Systems Agile Value Stream Site Reliability Continuous Engineering Delivery/Deployment Test Event Incident Code and Commit Scrum Continuous Build and Configure Deploy Continuous Integration Release Stage Operations Change Configuration Release SLM Problem Organizational agility Capacity Change only occurs when Availability Knowledge Continuity processes and Event Security SLM automation are Service Knowledge aligned. Strategy Service Design Service Service Operation ITIL® is a registered trademark of AXELOS Limited. Transition ©DevOps Institute unless otherwise stated Module 1 18 Module 1 DISCUSSION DevOps Myths versus Realities 19 ©DevOps Institute unless otherwise stated DevOps Goals Improvements in Time to market/value Integration with the SMALLER, MORE FREQUENT RELEASES REDUCED EFFORT AND RISKS REDUCED COST OF PRODUCT business ITERATIONS AND DELAYS Responsiveness Code and deployment quality Productivity Visibility A CULTURE OF CONSISTENCY AND COMMUNICATION AND COLLABORATION SPEED THROUGH AUTOMATION Agility ©DevOps Institute unless otherwise stated Module 1 20 DevOps Values The 5 Ideals The First Ideal: Culture Locality and Simplicity Automation The Second Ideal: Focus, Flow, and Joy Lean The Third Ideal: Improvement of Daily Work Measurement The Fourth Ideal: Psychological Safety Sharing The Fifth Ideal: Customer Focus ©DevOps Institute unless otherwise stated Module 1 21 Automation Is an Essential Element Automation enables agility, consistency, speed and reliability. Shared decision-making, access to and an understanding of toolchains and other automation streamlines software delivery and prepares Ops for the long run. ©DevOps Institute unless otherwise stated Module 1 22 DevOps Stakeholders Dev includes all the people involved in developing software products and services including: Dev Ops includes all the people architects involved in delivering and business representatives’ managing software products customers Ops and services including: product managers information security project managers professionals quality assurance (QA) systems engineers testers and analysts system administrators suppliers IT operations engineers release engineers database administrators (DBAs) network engineers support professionals' suppliers DevOps extends beyond software developers and IT operations ©DevOps Institute unless otherwise stated Module 1 23 “You never change things by fighting the existing reality. To change something, build a new model which makes the existing model obsolete.” Buckminster Fuller Module 1 24 ©DevOps Institute unless otherwise stated Module 1 Why Does DevOps Matter? 25 Our Cadence is Off Historically - This is how it was: THE BUSINESS DEVELOPMENT IT OPERATIONS WATERFALL RIGOROUS INNOVATION PROJECTS PROCESSES Cadence – the flow or rhythm of events ©DevOps Institute unless otherwise stated Module 1 26 DevOps Improves IT’s Cadence and Velocity …agile, lean and ITSM practices are also needed. THE BUSINESS AGILE | LEAN | DEVOPS WINNING THROUGH INNOVATION CONTINUOUS DELIVERY* *The first of the 12 principles in the Agile Manifesto ©DevOps Institute unless otherwise stated Module 1 27 DevOps Improves Throughput AND Stability According to the 2022 State of DevOps Report, achieving elite status requires organizations to focus on flowing cohorts to include loosely-coupled architectures, CI/CD, version control and providing workplace flexibility. Elite-performing organizations have: 417 times more frequent code deployments Check > Act (PDCA) ©DevOps Institute unless otherwise stated Module 4 112 Safety Culture Attitude, beliefs, perceptions and values that employees share in “An incident is an unplanned relation to safety in the workplace investment, and if you don't see Blameless postmortems it that way as a leader, you are Valuing incidents not getting a return on the investment that was already Avoiding Single Points of Failures made on your behalf.” (SPOFs) Attributed to John Allspaw by Sidney Dekker in The Andon Cord – thank you for Beyond the Phoenix Project creating a learning opportunity ©DevOps Institute unless otherwise stated Module 4 113 Learning Organizations Have a commitment to learning Improvement requires learning something new Not learning creates cultural debt Humans love mastery (and autonomy and purpose) Management commitment is essential ©DevOps Institute unless otherwise stated Module 4 114 Continuous Funding Traditional funding happens on annual cycles Agile funding can be: Fixed cost or continuous Frequently reviewed Product/Team based funding Venture (or bet based) funding Focus on measuring return ©DevOps Institute unless otherwise stated Module 4 115 Module Four Quiz a) Processes and tools 1 In the Agile Manifesto, we value working software b) Comprehensive documentation over: c) Contract negotiations d) Following a plan a) Lean 2 _________(Fill-in-blank) is the way of thinking and acting that you practice to make it habit. b) Safety Culture c) Kanban d) Kata a) A5 thinking 3 Which of these is not a Lean tool? b) Value Stream Mapping c) Improvement kata d) Kanban a) Grasp the current condition 4 What is the first step in the improvement kata? b) Establish the next target condition c) Plan Do Check Act (PDCA) d) Understand the long-term vision or direction a) Peter Senge 5 Who ‘wrote the book’ on Learning Organizations? b) Jonathan Smart c) Henrik Kniberg d) Gene Kim 116 ©DevOps Institute unless otherwise stated Module Four Quiz Answers a) Processes and tools 1 In the Agile Manifesto, we value working software b) Comprehensive documentation over: c) Contract negotiations d) Following a plan a) Lean 2 _________(Fill-in-blank) is the way of thinking and acting that you practice to make it habit. b) Safety Culture c) Kanban d) Kata a) A5 thinking 3 Which of these is not a Lean tool? b) Value Stream Mapping c) Improvement kata d) Kanban a) Grasp the current condition 4 What is the first step in the improvement kata? b) Establish the next target condition c) Plan Do Check Act (PDCA) d) Understand the long-term vision or direction a) Peter Senge 5 Who ‘wrote the book’ on Learning Organizations? b) Jonathan Smart c) Henrik Kniberg d) Gene Kim 117 ©DevOps Institute unless otherwise stated Module 5 Culture, Behaviors, & Operating Models Module 5: Culture, Behaviors, & Operating Models Defining Culture Component Module 5 Content Cultural Debt Video Spotify Engineering Culture Part 2 Behavioral Models Case Story Target Organizational Models Discussion Placing on the Change Curve Exercise Rating & Improving Using the Westrum Model 119 “Culture eats strategy for breakfast.” Peter Drucker 120 ©DevOps Institute unless otherwise stated Module 5 What is Organizational Culture? “You can’t directly change culture. But you can change behavior, and behavior becomes culture.” Lloyd Taylor, VP IT Operations LinkedIn The values and behaviors that contribute to the unique social and psychological environment of an organization. https://gothamculture.com/what-is-organizational-culture-definition/ ©DevOps Institute unless otherwise stated Module 5 121 DevOps Helps to Overcome Cultural Debt Cultural debt occurs when cultural considerations are disregarded or deferred in favor of growth and innovation. “The effective interest rate on cultural debt is usually higher than on technical debt.” Dharmesh Shah, Founder & CTO IT’s silo culture and other organizational challenges are a direct result of disregarding cultural considerations in favor of rapid increases in corporate technology. The due date is today! ©DevOps Institute unless otherwise stated Module 5 122 Characteristics of a DevOps Culture Shared vision, goals and incentives Continuous Open, honest, two-way improvement communication Experimentation Collaboration Intelligent risk taking Pride of workmanship Learning and Respect practicing Trust Data-driven Transparency Safe Organizational culture is one of the strongest Reflection predictors of both IT performance and overall performance of the organization. Recognition 123 Module 5 Shifting Thoughts and Behaviors From To IT focus (inside-out) Customer focus (outside-in) Silos Cross-functional teams Command and control Collaborative Task-oriented Outcome-oriented Blame Responsibility Reactive Proactive Content Courageous Resistant Flexible Low trust High trust Real culture change takes time. It must be incremental and performed at a realistic pace. ©DevOps Institute unless otherwise stated Module 5 124 High Trust vs. Low Trust High Trust Low Trust Speed Speed Cost Cost ©DevOps Institute unless otherwise stated Module 5 125 Spotify Engineering Culture Part 2 with Henrik Kniberg (13:27) ©DevOps Institute unless otherwise stated Module 5 126 Culture and the Flow of Information Pathological Bureaucratic Generative (Power-oriented) (Rule-oriented) (Performance-oriented) Information is hidden Information may be ignored Information is actively sought Messengers are ‘shot’ Messengers are isolated Messengers are trained Responsibilities are shirked Responsibility is compartmentalized Responsibilities are shared Bridging is discouraged Bridging is allowed but discouraged Bridging is rewarded Failure is covered up Organization is just and merciful Failure causes enquiry Novelty is crushed Novelty creates problems Novelty is implemented Source: Westrum, A Typology of Organizational Cultures High-trust organizations encourage good information flow, cross-functional collaboration, shared responsibilities, learning from failures and new ideas. ©DevOps Institute unless otherwise stated Module 5 127 Module 5 EXERCISE Rating & Improving Using the Westrum Model ©DevOps Institute unless otherwise stated “People don't resist change. They resist being changed.” Peter Senge 129 ©DevOps Institute unless otherwise stated Culture Change is Never Easy You can’t change people; they can only change themselves People Change almost always takes longer typically and costs more than expected Stakeholder involvement is critical don’t resist People who participate in what and their own how to change decisions are far more likely to accept change ideas. ©DevOps Institute unless otherwise stated Module 5 130 People Adapt to Change at Different Paces The Chasm Early Late Proportion Majority Majority 34% 34% Early Adopters Critical Mass 13.5% Innovators Conservatives 2.5% 16% Time to Adopt New Ideas or Technology Source: Rogers. Diffusion of Innovations Adoption means that a person does something differently than before. ©DevOps Institute unless otherwise stated Module 5 131 Module 5 DISCUSSION Placing on the Change Curve ©DevOps Institute unless otherwise stated The Stages of Change Acceptance The Kübler- Ross Change Curve From leanchange.org ©DevOps Institute unless otherwise stated Module 5 133 Communication is Critical A DevOps culture requires timely and effective communication Shared tools facilitate timely and meaningful communication Chat platforms Task managers Social tools Alert management tools Knowledge sharing platforms ©DevOps Institute unless otherwise stated Module 5 134 Encourage Collaborative Relationships Collaboration involves people jointly working with others towards a common goal. In a collaborative environment, each person’s contribution is valued. Collaboration Requires participation Is voluntary (ideally) Providing feedback Identifying and solving problems Involves sharing Learning and sharing knowledge Responsibility for outcomes and expertise Resources Sharing and even swapping Requires cooperation, respect and responsibilities trust Making and keeping realistic commitments What’s the difference between collaboration and communication? ©DevOps Institute unless otherwise stated Module 5 135 Expect Some Conflict: Thomas-Kilmann Conflict Modes Because no two individuals have exactly the same expectations and desires, conflict is a natural part of our interactions with others. The Thomas-Kilmann Conflict Inventory (TKI) measures a person’s behavioral choices under certain conflict situations. Conflict Mode Approach Result Competing Assertive and Uncooperative Win/Lose Collaborating Assertive and Cooperative Win/Win Compromising Partially Assertive and Cooperative Each Wins and Loses Avoiding Unassertive and Uncooperative Lose/Lose Accommodating Unassertive and Cooperative Lose/Win Source: https://www.themyersbriggs.com/en-US/Products-and-Services/TKI ©DevOps Institute unless otherwise stated Module 5 136 Avoid Change Fatigue Change fatigue is a general sense of apathy or passive resignation towards organizational changes by individuals or teams. View resistance to change as normal Listen, empathize Communicate the big picture Explain the reason for this change Show how changes are connected The amount of change Tie changes to business strategies and goals fatigue that people Ensure each change initiative has an intended outcome experience is directly impacted by the way Empower people to contribute change is managed. Celebrate (even if only small) successes Create visible feedback and improvement loops ©DevOps Institute unless otherwise stated Module 5 137 Empower New Behaviors Improve communication and Social-media style idea and collaboration practices and story sharing and problem shared tools solving Create a common vocabulary Game days (hackathons) Job shadowing Communities of practice Cross-skilling Team building Immersion experiences Simulations Internal DevOps Days Sharing between peers, organizations and industries is a crucial factor in the growth and acceptance of DevOps. ©DevOps Institute unless otherwise stated Module 5 138 CASE STORY: Target “When we asked for permission- we were told no, but we did it anyways because we knew we needed to. We ran tools hackathons “We are a alongside our internal DevOpsDays events, and we hosted a ton of meetups. We’ve technology hosted 6 internal DevOpsDays events.” company.” Benefits Made structural changes gaining bottom-up, then top-down support Converged the agile and DevOps efforts Used training, coaching and immersive experiences – massive Dojo! Heather Mickman, Transformative Ross Clanton, Head Built a full stack environment in minutes instead of 3-6 months Technology of Engineering Built empathy and understanding Executive ©DevOps Institute unless otherwise stated Module 5 139 Module Five Quiz a) Peter Drucker 1 b) Gene Kim Who said: "Culture eats strategy for breakfast"? c) Damon Edwards d) Bill Gates a) Behavior 2 What can't you directly change? b) Habits c) Culture d) Systems a) Blame 3 What is a characteristic of a DevOps culture? b) Mistrust c) Fear d) Courage a) Messengers are shot 4 Which of these happens in a pathological culture? b) Responsibilities are shared c) Failure causes enquiry d) Novelty is implemented a) Run hackathons 5 What didn't Target do? b) Set up Dojos c) Get permission d) Build empathy 140 ©DevOps Institute unless otherwise stated Module Five Quiz Answers a) Peter Drucker 1 b) Gene Kim Who said: "Culture eats strategy for breakfast"? c) Damon Edwards d) Bill Gates a) Behavior 2 What can't you directly change? b) Habits c) Culture d) Systems a) Blame 3 What is a characteristic of a DevOps culture? b) Mistrust c) Fear d) Courage a) Messengers are shot 4 Which of these happens in a pathological culture? b) Responsibilities are shared c) Failure causes enquiry d) Novelty is implemented a) Run hackathons 5 What didn't Target do? b) Set up Dojos c) Get permission d) Build empathy 141 ©DevOps Institute unless otherwise stated Module 6 Automation & Architecting DevOps Toolchains Module 6: Automation & Architecting DevOps Toolchains CI/CD Component Module 6 Content Infrastructure as Code Video The DevOps Toolchain with John Okoro Cloud Case Story Fannie Mae Containers & Microservices Discussion Applying the DevOps Machine Learning Handbook’s Definition DevOps Toolchains Exercise Architect Your DevOps Toolchain 143 “DevOps is not about automation, just as astronomy is not about telescopes.” Christopher Little, quoted in The DevOps Handbook ©DevOps Institute unless otherwise stated Module 6 144 Xebia Labs ©DevOps Institute unless otherwise stated Module 6 145 Automation Benefits Automation supports: Automation gives rote tasks to computers Faster lead times and allows people to: More frequent releases Weigh evidence Solve problems Less turbulent releases Make decisions based Fewer errors on feedback Higher quality Use their skills, experience and judgment Improved security and risk mitigation Faster recovery “Your tools alone will not make you successful.” Business and customer Patrick Debois satisfaction ©DevOps Institute unless otherwise stated Module 6 146 The DevOps Toolchain with John Okoro (7:43) ©DevOps Institute unless otherwise stated Module 6 147 Important Terms Artifact Operating System (OS) Virtualization Any element in a software development A method for splitting a server into multiple project including documentation, test plans, partitions called "containers" or "virtual environments" in order to prevent applications images, data files and executable modules from interfering with each other Application Programming Interface (API) Containers A set of protocols used to create applications A way of packaging software into lightweight, for a specific OS or as an interface between stand-alone, executable packages including modules or applications everything needed to run it (code, runtime, system tools, system libraries, settings) for development, Microservices: shipment and deployment. A software architecture that is composed of Open source smaller modules that interact through APIs Software that is distributed with its source code so and can be updated without affecting the that end user organizations and vendors can entire system. This is known as loose coupling modify it for their own purposes Machine Learning Data analysis that uses algorithms that learn from data ©DevOps Institute unless otherwise stated Module 6 148 Cloud, Containers and Microservices Elite performers were 24 times more likely to Cloud computing: The have met all essential cloud characteristics practice of using remote than low performers. servers hosted on the internet to host applications rather than local servers in a private datacenter. Monolithic Containers & Microservices is a tool designed to make it easier to create, is an open source system for managing deploy, and run applications by using containers. Containers containerized applications across multiple hosts, allow a developer to package up an application with all of providing basic mechanisms for deployment, the parts it needs, such as libraries and other dependencies, maintenance, and scaling of applications and ship it all out as one package ©DevOps Institute unless otherwise stated Module 6 149 AI & Machine Learning Giving computers the ability to "learn” with data, without being explicitly programmed. Organizations are collecting more data than ever It’s hard to fully extract the value from that data Artificial Intelligence Data science is an increasingly popular discipline AI and Machine Learning enables predictive analytics Can find trends and correlations humans can’t Machine Learning Augments human contribution Boosts productivity Automated feedback loops Deep Learning Definition: Data analysis that uses algorithms to learn from data. ©DevOps Institute unless otherwise stated Module 6 150 DevOps Automation Practices A tool chain philosophy involves using an integrated set of complimentary task specific tools to automate end-to-end delivery and deployment processes. Tool chain (vs. a single-vendor solution) Shared tools Self-service Architecting software in a way that enables Test automation Monitoring Infrastructure as Code Experimentation Avoid tools that enforce silos! ©DevOps Institute unless otherwise stated Module 6 151 Communication and Collaboration Can Be Automated Too Innovative tools and platforms facilitate and expedite communication and collaboration across the Dev and Ops spectrum. How to Tools Issue alerts and alarms Communication platforms Improve response Dashboards Provide at a glance status updates Kanban boards Improve workflow Group chat rooms (ChatOps) Improve information flow Workflow and project management tools Enable virtual collaboration Document sharing Enable cross-functional, cross-skilling and Wikis and knowledge management systems job sharing ITSM tools Social tools Shared backlogs ©DevOps Institute unless otherwise stated Module 6 152 First Steps to Improving DevOps Automation Architect before automating Assess your existing tools and automation capabilities Simplify first – don’t automate bad processes Identify critical gaps Seek vendors who can meet your requirements Automate high value, repetitive and error-prone work Optimize workflow bottlenecks and communication Improve automated monitoring and notification practices Expect this to be an iterative process - your toolchain will evolve over time Do not underestimate the effort and cost of building toolchains from open source applications. Open source is not necessarily free. It means that you can modify the source to fit your needs. ©DevOps Institute unless otherwise stated Module 6 153 CASE STORY: Fannie Mae “We drive adoption as it makes sense on an app-by-app basis. It's been going on for about a year and a half and we're reaching a “We're putting critical mass point where people are really lining up. We can be ourselves in a much more flexible, much more dynamic, and provide our position to be customers and partners with the tools that they need to interact with us far more easily. Like anybody else, we've got to get ideas to much easier to production a lot faster than we're getting them there today.” work with.” Benefits 3-day deployment reduced to 45 minutes Deploys seven or eight times a day Jason Anders, IT Leadership for 40-75% savings on storage costs thanks to data virtualization Securitisation ©DevOps Institute unless otherwise stated Module 6 154 Module 6 DevOps Toolchains 155 “One way to enable market-oriented outcomes is for Operations to create a set of centralized platforms and tooling services that any Dev team can use to become more productive… a platform that provides a shared version control repository with pre- blessed security libraries, a deployment pipeline that automatically runs code quality and security scanning tools, which deploys our applications into known, good environments that already have production monitoring tools installed on them.” The DevOps Handbook ©DevOps Institute unless otherwise stated Module 6 156 Module 6 DISCUSSION Applying the DevOps Handbook’s Definition 157 ©DevOps Institute unless otherwise stated The Deployment Pipeline Delivery Version Build & Unit Acceptance UATs Release Team Control Tests Tests Check in Trigger The deployment pipeline Feedback is an automated process Check in Trigger for managing all Trigger changes, from check-in Feedback to release. Toolchains span silos and automate Feedback the deployment pipeline. Check in Trigger Feedback Trigger Approval Feedback Source: Continuous Delivery: Approval Reliable Software Releases Feedback through Build, Test, and Deployment Automation ©DevOps Institute unless otherwise stated Module 6 158 DevOps Toolchains The DevOps toolchain is composed of the tools needed to support a DevOps continuous integration, continuous deployment and continuous release and operations initiative. (Gartner) Toolchains automate tasks in the deployment pipeline Each element of the toolchain serves a specific purpose The deployment pipeline is an automated process for Applications within the toolchains are connected via APIs managing all changes, They do not have to be homogenous or from a single vendor from check-in to release. Toolchains are usually built around open and closed source Toolchains span silos and ecosystems automate the deployment Require an architectural design to ensure interoperability and pipeline. consistency How should DevOps toolchains interface to operational tools such as monitoring or support applications? Source: Continuous Delivery: Reliable Software Releases through Build, Test, and Deployment Automation 159 ©DevOps Institute unless otherwise stated Module 6 Sample DevOps Toolchain (US Government - DoD) There are many established open- and closed-source DevOps-enabled tools with vibrant ecosystems. How these tools are adapted and integrated into your deployment pipeline will determine their value. ©DevOps Institute unless otherwise stated Module 6 160 Elements in a DevOps Toolchain The deployment pipeline breaks the Typical Toolchain Elements: software delivery lifecycle into logical stages Requirements management Each stage provides Orchestration and visualization The opportunity to verify the quality Version control management of new features from a different Continuous integration and builds angle Artifact management Containers and OS virtualization The team with fast feedback Test and environment automation Visibility into the flow of changes Server configuration and deployment DevOps toolchains provide the System configuration management capabilities needed to automate and Alerts and alarms expedite each stage Monitoring ©DevOps Institute unless otherwise stated Module 6 161 Module 6 EXERCISE Architect Your DevOps Toolchain 162 ©DevOps Institute unless otherwise stated Build Your DevOps Toolchain Gradually Do not create a definitive toolchain that applies to all DevOps projects. The toolchain is a foundation requiring continuous innovation and customization to meet your Add more specific and ongoing DevOps priorities. automation Automate as needed Releases Automate acceptance Automate tests unit tests and Automate code Ensure that each DevOps team member build and analysis understands the capabilities and role of each tool Model your deployment in the DevOps toolchain to avoid tool overlap and value stream processes toolchain functionality gaps. Source: Continuous Delivery: Reliable Software Releases through Build, Test, and Deployment Automation by Jez Humble and Dave Farley ©DevOps Institute unless otherwise stated Module 6 163 Multiple Business Applications Require Multiple Toolchains Application A Self-service Application B Application C … Application N Source: Sanjeev Sharma, IBM Avoid creating more pipeline silos by taking an enterprise architecture approach: use ‘sensible defaults’. ©DevOps Institute unless otherwise stated Module 6 164 Module Six Quiz a) Telescopes 1 DevOps is not about automation, just as b) Stars astronomy is not about... c) The sun d) Spaceships a) Chef 2 Who is responsible for the Periodic Table of DevOps Tools? b) Google c) IT Revolution d) Xebia Labs a) 3 hours 3 Fannie Mae reduced deployment time to 45 minutes from: b) 30 hours c) 3 days d) 30 days a) Development 4 Who is best placed to provide DevOps toolchains as a shared service? b) The business c) Infosec d) IT Operations a) Profitable 5 Patrick Debois said: "Your tools alone will not make you..." b) Competitive c) Successful d) A market leader 165 ©DevOps Institute unless otherwise stated Module Six Quiz a) Telescopes 1 DevOps is not about automation, just as b) Stars astronomy is not about... c) The sun d) Spaceships a) Chef 2 Who is responsible for the Periodic Table of DevOps Tools? b) Google c) IT Revolution d) Xebia Labs a) 3 hours 3 Fannie Mae reduced deployment time to 45 minutes from: b) 30 hours c) 3 days d) 30 days a) Development 4 Who is best placed to provide DevOps toolchains as a shared service? b) The business c) Infosec d) IT Operations a) Profitable 5 Patrick Debois said: "Your tools alone will not make you..." b) Competitive c) Successful d) A market leader 166 ©DevOps Institute unless otherwise stated Module 7 Measurement, Metrics, & Reporting Module 7: Measurement, Metrics, & Reporting The Importance of Measurement Component Module 7 Content DevOps Metrics Video 4 DevOps Metrics to Improve – Speed/Throughput/Tempo Delivery Performance – Quality Case Story Societe Generale – Stability – Culture Discussion Metrics Used Today Change lead/cycle times Exercise The Most Meaningful Metrics Value Driven Metrics 168 The Importance of Measurement The First Way The Second Way The Third Way Flow Feedback Continuous Experimentation & Learning Change lead time Build/test results Hypothesis log Change cycle time Change fail rate Time allocated Time to value Monitoring Time spent Value realisation % rework / complete & Mastery achieved and accurate reported Measurements allow us to Evidence builds trust and Hypotheses need find constraints and justify earns the right to do more – quantifiable outcomes to their removal and monitor placing the bets in determine next experiment improvement experimentation ©DevOps Institute unless otherwise stated Module 7 169 “If you can’t measure it, you can’t improve it.” Peter Drucker ©DevOps Institute unless otherwise stated Module 7 170 Double the Awesome with Dr. Nicole Forsgren (21:46) ©DevOps Institute unless otherwise stated Module 7 171 Measuring Success Speed Quality Stability Culture Change lead and Mean time to detect Retention and loyalty Change failure rate cycle times incidents (MTTD) and eNPS Mean time to Deployment Deployment success Engagement and repair/recover (MTTR) frequency rates morale – Component Mean time to restore Deployment speed Incidents and defects service (MTRS) – Knowledge sharing Service Showing proof that DevOps practices benefit the organization requires Adapted from examining factors that influence overall IT performance. Splunk 2016 ©DevOps Institute unless otherwise stated Module 7 172 Module 7 DISCUSSION Metrics Used Today 173 ©DevOps Institute unless otherwise stated Change Lead/Cycle Time Lead Time Cycle Time The total elapsed time from the The time it takes for a story to point when a user story enters go from being “In progress” to the backlog, until the time it is Done. completed – including the time spent waiting in a backlog. Lead Time minus Cycle Time is Wait Time Source: Accelerate: Dr Nicole Forsgren, Jez Humble & Gene Kim ©DevOps Institute unless otherwise stated Module 7 174 Guidelines to Measure IT Performance DON’T MEASURE DO MEASURE Outputs, productivity Outcomes, value 4 types of (IT) work: Maturity Capability Business projects IT projects Lines of code, Delivery lead time, Planned Work velocity, utilization deployment frequency, Unplanned work time to restore service, change fail rate Individual or local Team or global Accelerate: Dr Nicole Forsgren, Jez Humble & Gene Kim ©DevOps Institute unless otherwise stated Module 7 175 CASE STORY: Societe Generale “It’s important to establish two sets of indicators. The first is the transformation itself. In other words, you “The return on need to measure how fast you’re moving towards investment (ROI) of the transformation. The second indicator is about the effort is extremely the business value - what is the time to market from important for others idea to production, including sprint velocity and quality?” in the organization.” Benefits Transitioned from a high-workload, waterfall-based approach Turned around an unsatisfied user base Continuous Delivery has seen: 45% reduction in time-to-market 10% savings in their (very considerable) operating budget Carlos Gonsalves, Global Chief Technology ©DevOps Institute unless otherwise stated Module 7 176 Gartner DevOps Metrics Pyramid ©DevOps Institute unless otherwise stated Module 7 177 Module 7 EXERCISE The Most Meaningful Metrics 178 ©DevOps Institute unless otherwise stated Module Seven Quiz a) Pain 1 b) Suspicion What does evidence build? c) Trust d) Speed a) The Annual DevSecOps Reports 2 The book Accelerate describes which research in detail? b) The State of DevOps Reports c) The Best Jobs in America Reports d) Most Popular DevOps Tools Reports a) See it 3 Peter Drucker said: "If you can't measure it, you can't..." b) Count it c) Improve it d) Feel it a) Maturity 4 Which of these should you measure? b) Capability c) Outputs d) Lines of code a) Lead Time minus Cycle Time 5 How do you calculate wait time? b) Cycle Time minus Lead Time c) Cycle Rate minus Velocity d) Velocity divided by Cycle Time 179 ©DevOps Institute unless otherwise stated Module Seven Quiz Answers a) Pain 1 b) Suspicion What does evidence build? c) Trust d) Speed a) The Annual DevSecOps Reports 2 The book Accelerate describes which research in detail? b) The State of DevOps Reports c) The Best Jobs in America Reports d) Most Popular DevOps Tools Reports a) See it 3 Peter Drucker said: "If you can't measure it, you can't..." b) Count it c) Improve it d) Feel it a) Maturity 4 Which of these should you measure? b) Capability c) Outputs d) Lines of code a) Lead Time minus Cycle Time 5 How do you calculate wait time? b) Cycle Time minus Lead Time c) Cycle Rate minus Velocity d) Velocity divided by Cycle Time 180 ©DevOps Institute unless otherwise stated Module 8 Sharing, Shadowing, & Evolving Module 8: Sharing, Shadowing, & Evolving DevOps Days Component Module 8 Content DevOps in the Enterprise Video DevOps: A Culture of Roles Sharing DevOps Leadership Case Story Disney Organizational Considerations Discussion What’s your open space topic? Getting Started Exercise Write your personal action Challenges, Risks and Critical plan as an experiment Success Factors 182 DevOps Encourages a Sharing Culture Immersion opportunities are becoming more available in an effort to provide DevOps teams access to subject matter coaches on topics such as CI, CD, Lean and design methods – Dojos (Internal to Target) – Garages (IBM) – Lofts (Amazon) – More to come DevOps simulations and gamifications are also becoming more available http://target.github.io/devops/the- dojo Games, hackathons, common workspaces, simulations and other innovations are helping to encourage the sharing of tools, knowledge, discoveries and lessons learned. ©DevOps Institute unless otherwise stated Module 8 183 DevOps: A Culture of Sharing with Gareth Rushgrove (2:19) ©DevOps Institute unless otherwise stated Module 8 184 Internal DevOps Days Some organizations are replicating the DevOps Days model as internal events DevOps Days events give teams and individuals an opportunity to learn, share, discuss, engage and provide The format can include input and feedback Traditional 30-minute presentations from internal and external resources While most effective in a physical Ignite (5 minute rapid-fire) topic- location, internal DevOps Days can be specific sessions conducted in a virtual environment. Open Space break-out discussions on suggested topics ©DevOps Institute unless otherwise stated Module 8 185 Module 8 DISCUSSION What’s your Open Space topic? 186 ©DevOps Institute unless otherwise stated Module 8 DevOps in the Enterprise 187 CASE STORY: Disney “There’s no secret to creating digital magic. We keep moving “The digital forward, opening up new doors, expansion of business means more work doing more things because we’re and firefighting.” curious.” Benefits 30 minutes to update 100 servers instead of 8 hours Less system drift Delivering continually and consistently Jason Cox, Director of Systems Halved the cost whilst delivering more (movies) Engineering ©DevOps Institute unless otherwise stated Module 8 188 Module 8 Roles 189 Addressing the DevOps Skills Gap Strategies The demand for DevOps resources is Training and certification making it difficult for organizations to attract and retain talent Immersion/coaching programs The breakneck pace at which technologies Restructuring pay and are evolving is making it difficult for corporate culture individuals to maintain a current skill set Supplement internal teams Ensuring individuals have the needed soft with outsourced talent skills and are a good cultural fit adds to the Recruiting bonuses hiring challenge Today’s CIOs are looking for workers who can shift gears and adapt to changing technology. ©DevOps Institute unless otherwise stated Module 8 190 CALMS Connects IT and Digital Transformation ©DevOps Institute unless otherwise stated Module 8 191 Skills and Characteristics of a DevOps Professional Skills Characteristics Business – Knowledge of business priorities and Adaptable processes Customer-focused Technical – Specialist with broad generalist Craftsmen knowledge (T-shaped) – experience or at least Curious an interest in writing code Data-driven Soft – Communication, collaboration, teamwork Engaged Self-management – initiative, time and stress Empathetic management, self-motivation, focus Transparent Generalist technical knowledge includes an understanding of DevOps practices, modern software engineering practices and modern architectures. ©DevOps Institute unless otherwise stated Module 8 192 DevOps Roles DevOps evangelist or leader Software engineers, developers and testers What other roles do Release manager you think should be Environment manager involved? Product Owner Scrum Master Automation/continuous delivery architect Build engineer Security engineer Quality assurance (QA)/Experience assurance (XA) DevOps operations engineer IT Support Site Reliability Engineer Agile Service Manager® Agile Process Owner ® ©DevOps Institute unless otherwise stated Module 8 193 What is a DevOps Engineer? Now a well-established role As with the concept of a DevOps team, the title has its pros and cons General characteristics include someone who: Wants to contribute his or her technical talent to business and process improvement initiatives Is comfortable collaborating with others Wants to be in a workplace that promotes a shared culture Has both development and IT operations skills Is experienced with automation ©DevOps Institute unless otherwise stated Module 8 194 Module 8 DevOps Leadership 195 Transformational Leadership "The goal of leadership is not to command, control, berate, intimidate, and evaluate workers through some set of contrived metrics. Instead, the job of leaders is to help organizations become better at self-diagnosis, self-improvement, and to make sure that local discoveries can be translated and converted to global improvements.” Dr Stephen Spear cited by Gene Kim in Beyond the Phoenix Project The characteristics of transformational leadership are highly correlated with IT performance and employee Net Promoter Score (eNPS). From The State of DevOps Report 2017 ©DevOps Institute unless otherwise stated Module 8 196 Leading a Digital Transformation: According to Jason Cox (Disney) Crucial Ingredients Leadership Challenges 1. Collaboration - break down The politics of command and silos, mutual objectives control 2. Curiosity - keep How new leadership can experimenting take a company in a new 3. Courage - candor, direction challenge, no blaming or The blame bias of who versus witch-hunting what ©DevOps Institute unless otherwise stated Module 8 197 Module 8 Organizational Considerations 198 DevOps Organizational Structures Some organizations are Assigning Ops liaisons to Dev/Scrum teams Creating cross-functional product (vs. project) teams Adopting matrix or market-oriented (vs. function-oriente
