e

ut
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l ic
up

DevOps Foundation®
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ot

30Sept2020
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Tell Us a Little About Yourself

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Please let us know who you are:

or
• Name, organization and role
• DevOps/Agile/Lean/ITSM experience

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• Why you are attending this course

a
• What you expect to learn
l ic
up
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What is your definition or perception of DevOps?

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DevOps Foundation Course Goals

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tr
is
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• Learn about DevOps

or
• Understand its core
vocabulary, principles,

te
practices and
a
Pass the DevOps Foundation
automation ic Exam
40 multiple choice questions
l
•
• Hear and share real life
up

• 60 minutes
scenarios • 65% is passing
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• Accredited by DevOps Institute

• Have fun!
ot

• Get your digital badge

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About Bloom’s Taxonomy

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is
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6. Evaluation

or
5. Synthesis
4. Analysis

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3. Application
a
l ic
2. Comprehension DevOps
up

1. Knowledge Foundation
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Bloom’s Taxonomy is used to categorize learning objectives

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and, from there, assess learning achievements.

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About DevOps Institute

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is
D
or
DevOps Institute is dedicated to advancing the human elements of

te
DevOps success. As a global member association, DevOps Institute is

a
the go-to hub connecting IT practitioners, industry thought leaders,
ic
talent acquisition, business executives and education partners to help
pave the way to support digital transformation and the New IT.
l
up

DevOps Institute helps advance careers and professional

D

development within the DevOps community through recognized

certifications, research and thought leadership, events and the fastest-
ot

growing DevOps member community.

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DevOps Foundation Course Content

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tr
is
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Day 1 Day 2

or
Hello! Course & Class Welcome Warming Up Game
Module 1 Exploring DevOps Module 5 Culture, Behaviors and Operating

te
Models

a
Module 2 Core DevOps Principles Module 6 Automation & Architecting

Module 3 Key DevOps Practices

l ic Module 7
DevOps Toolchains
Measurement, Metrics & Reporting
up

Module 4 Business and Technology Module 8 Sharing, Shadowing & Evolving

Frameworks
D

Sample Examination Review Examination Time

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Module 1 ic
EXPLORING DEVOPS
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Module 1: Exploring DevOps

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is
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• Defining DevOps Component Module 1 Content

or
• Why Does DevOps Video A Short History of DevOps with
Damon Edwards
Matter

te
Case Story ING Bank, Netherlands
• The Business
a
ic Discussion DevOps Myths versus Realities
Perspective Exercise Your Organizational Why
l
up

• The IT Perspective
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Defining DevOps
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The DevOps Collective Body of Knowledge

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is
True to its core values, DevOps is emerging through a shared and
collective body of knowledge (CBoK) including:

D
• Publications • Videos and webinars

or
• Conferences • Blogs and articles
• MeetUp groups • Case studies

te
• Slack channels • Awards

a
• LinkedIn groups l ic • Subject matter expertise
up

DevOps Institute actively researches and influences emerging DevOps

D

practices in order to create meaningful training and certification.

ot
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The DevOps Collective Body of Knowledge (2)

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A Short History of DevOps

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The Short History of DevOps

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with Damon Edwards (11:47)

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What is DevOps?

ib
tr
is
“Imagine a world where product

D
owners, Development, QA, IT

or
Operations and Infosec work
together, not only to help each other,

te
but also to ensure that the overall

a
organization succeeds. By working
towards a common goal, they enableic
the fast flow of planned work into
l
up

production, while achieving world-

class stability, reliability, availability
D

and security.”
ot
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“DevOps, in a sense, is about

tr
is
setting up a value delivery

D
factory – a streamlined, waste-

or
free pipeline through which
value can be delivered to the

te
business with a predictably fast

a
cycle time.” ic
l
up

Mark Schwartz
D

‘The Art of Business Value’

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What DevOps is NOT

ib
tr
is
• A title

D
• A separate team

or
• A tool
Only culture

te
•
DevOps is coming to life

a
• Only automation through emerging practices
• Anarchy
l ic that are delivering real value
up

• A one size fits all strategy in real organizations.

D

http://devops.com/2016/03/17/what-devops-is-not/
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Why DevOps is Important Now

ib
tr
• Enterprises have young, nimble start-up competitors

is
• Agile software development and cloud infrastructure is

D
increasing

or
• IT can no longer operate in a silo culture

te
• More organizations are migrating to the cloud

a
• Consumers have “app” mentalities and expectations
ic
• There is more data available to the business
l
up
• Time to value must accelerate
D

To meet these changing conditions, IT must adapt its culture,

ot

practices and automation to be more “continuous”.

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What Makes DevOps So Unique?

ib
tr
is
• Is it better than Scrum for improving the workflow of developers?

D
• Is it better than cybersecurity practices?

or
• Is it better than Lean in keeping IT more efficient?
• Is it better than ITIL® for service management?

te
• Is it better than Organizational Change Management for culture?

a
ic
• Is it better than tools, technologies and automation?
l
up

Each of these frameworks and approaches have delivered some degree of

D

benefit but none have delivered full end-to-end IT improvement.

ot

ITIL® is a registered trademark of AXELOS Limited.

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DevOps Applies Systems Thinking Across the Entire IT Spectrum

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tr
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Value Stream

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Automation

or
a te
ITSM
Agile Process
lic
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Culture
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People
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IT is a System of Systems

ib
tr
Agile

is
Value Stream

D
Site
Continuous Reliability
Delivery/Deployment

or
Engineering

Event Incident

te
Test
Code and Commit

a
Build and Configure Deploy Continuous
Scrum Continuous
Integration
Change
l icRelease
Stage Operations
Configuration
up
Release SLM Problem
Organizational agility Capacity Change
Availability
only occurs when Knowledge
Continuity
D

Event
processes and Security SLM
automation are Service Knowledge
ot

aligned. Strategy
Service Design
Service
Service Transition
Operation
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ITIL® is a registered trademark of AXELOS Limited.

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DISCUSSION

a te
DevOps Myths versus Realities
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DevOps Goals

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is
Improvements in

D
• Smaller, more frequent releases • Time to market/value

or
• Reduced effort and risks • Integration with the business
• Reduced cost of product • Responsiveness

te
iterations and delays • Code and deployment
quality

a
• A culture of communication and ic • Productivity
collaboration
• Visibility
l
up

• Consistency and speed through • Agility

automation
D
ot
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DevOps Values
C

ib
ULTURE

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is
AEAN UTOMATION

D
More than anything else,
DevOps is a cultural

or
L EASUREMENT
movement based on

te
human and technical
interactions to improve

MHARING
a
relationships and results. l ic
up

S
D
ot
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Automation is an Essential Element

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tr
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Automation enables agility, consistency, speed and reliability.

D
or
a te
l ic
up
D

Shared decision-making, access to and an understanding of toolchains and other

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automation streamlines software delivery and prepares Ops for the long run.
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DevOps Stakeholders

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Dev includes all the people involved in

D
developing software products and services
including:

or
• Architects, business representatives, customers,
product managers, project managers, quality

te
assurance (QA) testers and analysts, suppliers, etc.

a
Ops includes all the people involved in delivering and
ic
managing software products and services including:
l
up
– Information security professionals, systems engineers, system
administrators, IT operations engineers, release engineers,
D

database administrators (DBAs), network engineers, support

professionals, suppliers, etc.
ot

DevOps extends beyond software developers and IT operations.

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“You never change things by

or
fighting the existing reality.
To change something, build a

a te
new model which makes the
ic
existing model obsolete.”
l
up
D

Buckminster Fuller
ot
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or
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Why Does DevOps Matter?
a
l ic
up
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Our Cadence is Off

ib
tr
is
Historically…

D
The Dev Ops

or
Business

te
X X
X X
X X

a
X X
l ic
Innovation Waterfall Projects Rigorous Processes
up
D

Cadence – the flow or rhythm of events.

ot
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DevOps Improves IT’s Cadence and Velocity

ib
tr
is
…agile, lean and ITSM practices are also needed.

D
The Agile/Lean DevOps

or
Business

te
X X X XX X X XX
X X X X X

a
X X X X XX X X XX
XX X XX X

Winning through
l ic
up
Innovation Continuous Delivery
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ot
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DevOps Improves Throughput AND Stability

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tr
According to the 2019 State of DevOps

is
“The Accelerate State of DevOps Report
Report, elite-performing organizations represents six years of research and

D
have: data from over 31,000 professionals
worldwide. It is the largest and longest-
• 208 times more frequent code deployments

or
running research of its kind, providing an
• 106 times faster lead time from commit to independent view into the practices
and capabilities that drive high
deploy

te
performance. The results let us
• 2604 times faster time to recover from understand the practices that lead to

a
excellence in technology delivery and
incidents ic powerful business outcomes.”
• 7 times lower change failure rate
l
up
“Our research continues to show that the industry-standard
Four Key Metrics of software development and delivery drive
D

organizational performance in technology transformations. This

year’s report revalidates previous findings that it is possible to
ot

optimize for stability without sacrificing speed.”

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CASE STORY: ING Bank

ib
tr
“We wanted to establish a culture and environment where

is
building, testing and releasing software can happen rapidly, “IT has

D
frequently and more reliably. When beginning this journey we
started with what matters most: people. There was a beginning become the

or
to this journey, but there will be no end. An end would put a beating heart
stop to the transformation, while in fact you always need to of the bank.”

te
make sure you keep getting better for the customer.”

a
l ic Benefits
up
• Transformed from risk averse organization to agile powerhouse
• Improved time to market from 13 weeks to less than 1 week
• More automated processes
D

Ron van Kemenade, • A sharp reduction of handovers

ot

CIO • A collaborative performance culture

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DevOps Adoption

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tr
2018: The

is
GitLab 2019 Year Of 2019 State

D
Developer Enterprise of DevOps
Survey DevOps Report

or
te
• 89% more likely to have • 13% have implemented • 79% of respondents at
good insight into what their • 50% have implemented and ‘Medium’ level evolution

a
colleagues are working on are expanding • 35% of level 5 organizations
• 45% report continuous code
deployment
•
l ic
27% planning to implement
(in the next 12 months)
deploy on demand: 61%
could
• 7% can remediate a critical
up
• 50% say security • 9% interested but no
vulnerabilities are immediate plans (in the next vulnerability within 1 hour
discovered by the security 12 months) • Organizations at the highest
D

team after code is merged • 1% not interested level of DevOps adoption

• 49% encounter the most also have fully integrated
ot

delays during testing security practices

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“The (completely

tr
achievable) goal aligns IT

is
goals with business goals by

D
removing all of the

or
bottlenecks, inefficiencies,
and risks between a business

te
idea (the ‘ah-ha!’) and a

a
measurable customer ic
outcome (the ‘ka-ching!’).”
l
up
D

Damon Edwards
ot
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or
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The Business Perspective
a
l ic
up
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ot
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Why the Business is Driving DevOps

ib
tr
is
• Every business has become a tech business

D
• IoT is rapidly increasing
• Consumers have developed “app”

or
Your biggest
mentalities
competitor may
• Customers value outcomes, not products

te
be a start-up.
• Time to value is replacing time to market

a
ic
• Intelligent data must shape direction
quickly
l
up

• Customer delight is more important than

customer satisfaction
D
ot
N

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The Business Value of DevOps

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tr
is
Combined, commercial and non-commercial goals

D
include:
• Profitability

or
• Productivity

te
• Market share
“Delivering software quickly, reliably, and

a
• Number of customers safely is at the heart of technology
• Quantity of products or services
l ic transformation and organizational
performance.
• Operating efficiency
up
We see continued evidence that software speed,
stability, and availability contribute to
• Customer satisfaction
organizational performance (including profitability,
D

• Quality of products or services provided productivity, and customer satisfaction). Our

highest performers are twice as likely to meet or
• Achieving organization or mission goals
ot

exceed their organizational performance goals.”

N

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Start with the “Why” - The Golden Circle

tr
is
D
Purpose, cause, belief

or
Reason organization exists
What is your

te
organization’s

a
“why”?
What sets you apart
l ic
up

Products and services

D

© 20 13 Sim on Sine k,
Inc .
ot
N

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or
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Start With Why

D

with Simon Sinek (5:00)

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or
EXERCISE

a te
Your Organizational Why l ic
up
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“Agile was instrumental in

is
Development regaining the trust in

D
the business, but it unintentionally left
IT Operations behind. DevOps is a

or
way for the business to regain trust in
the entire IT organization as a whole.”

a te
l ic Clyde Logue
up
Founder of StreamStep
D
ot
N

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or
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The IT Perspective
a
l ic
up
D
ot
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Why IT is Driving DevOps

tr
is
• Every business has become a tech business

D
• IoT is rapidly increasing
• Consumers have developed “app”

or
Do you
mentalities
recognize

te
• Customers value outcomes, not products these drivers?
• Time to value is replacing time to market

a
ic
• Intelligent data must shape direction quickly
l
• Customer delight is more important than
up

customer satisfaction
D
ot
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The IT Challenge

tr
is
DevOps must continuously deliver outcomes by bridging and improving almost every aspect of IT.

D
Internal IT challenges:

or
• IT must go faster, faster, faster without risking quality
• Prior investments aren’t delivering end to end value

te
• Agile SW development is good but isn’t delivering full value

a
• ITSM processes are good but aren’t delivering full value
ic
• New automation is good but isn’t delivering full value
• IT’s silo culture is constraining the value stream
l
up
D

IT no longer needs to align or integrate with the business,

ot

IT is the business.
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The Wall of Confusion (1)

ib
tr
is
Dev W Ops

D
wants A
L
wants
change stability
L

or
What about O

te
F
Security,
Governance, Risk

a
C
O
Management and ic N
Compliance? F
l
up
U
What do they S
want? I
D

O
N
ot
N

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The Wall of Confusion (2)

tr
is
D
or
Extreme What are the dangers? Extreme
Focus Focus on

te
on Stability

a
Change l ic Quality
up

What does the business want?

D

All of the above

ot
N

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IT’s Silo Culture

ib
tr
Dev

is
Ops

D
QA

or
Service Desk
Security

a te
l ic
Isolated IT silos can foster stereotypes and
up

misconceptions between Dev, Ops and other IT teams.

D

It can also affect the flow of work and IT’s ability to deliver
ot

innovation continuously.
N

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Module One Quiz

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is
1 What does CALMS stand for? a) Culture, Automation, Lean, Management, Sharing
b) Collaboration, Automation, Lean, Metrics, Sharing

D
c) Culture, Automation, Lean, Measurement, Sharing
d) Continuous Integration, Automation, Lean, Measurement, Sharing

or
2 Who first coined the word 'DevOps'? a) Gene Kim
b) Patrick Debois
c) John Willis

te
d) Damon Edwards

3 Who became the partner with DORA for the a) Puppet

a
Accelerate State of DevOps Reports in 2018? b) Chef
l ic c) Google
d) Amazon Web Services
up
4 In 2015, Gartner predicted what percentage of
Global 2000 organizations would have DevOps
a) 100%
b) 50%
as a mainstream strategy? c) 20%
D

d) 10%

5 Who is responsible for The Golden Circle a) Simon Sinek

ot

(organizational why)? b) Alan Alter

c) Ron van Kemenade
d) Jez Humble
N

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Module One Quiz Answers

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is
1 What does CALMS stand for? a) Culture, Automation, Lean, Management, Sharing
b) Collaboration, Automation, Lean, Metrics, Sharing

D
c) Culture, Automation, Lean, Measurement, Sharing
d) Continuous Integration, Automation, Lean, Measurement, Sharing

or
2 Who first coined the word 'DevOps'? a) Gene Kim
b) Patrick Debois
c) John Willis

te
d) Damon Edwards

3 Who became the partner with DORA for the a) Puppet

a
Accelerate State of DevOps Reports in 2018? b) Chef
l ic c) Google
d) Amazon Web Services
up
4 In 2015, Gartner predicted what percentage of
Global 2000 organizations would have DevOps
a) 100%
b) 50%
as a mainstream strategy? c) 20%
D

d) 10%

5 Who is responsible for The Golden Circle a) Simon Sinek

ot

(organizational why)? b) Alan Alter

c) Ron van Kemenade
d) Jez Humble
N

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Module 2 ic
CORE DEVOPS PRINCIPLES
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Module 2: Core DevOps Principles

tr
is
D
• The Three Ways Component Module 2 Content

or
• The Theory of Video Gene Kim Defines the Three
Constraints Ways of The Phoenix Project

te
Case Story Ticketmaster
• Chaos Engineering
a
• Learning
l ic Discussion Overcoming Constraints

Exercise Bringing The Three Ways to Life

up

Organizations
D
ot
N

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or
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The Three Ways
a
l ic
up
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ot
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The Three Ways

ib
tr
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The First Way The Second Way The Third Way

D
Flow Feedback Continuous

or
Experimentation &
Learning

te
Understand and increase Create short feedback Create a culture that

a
the flow of work (left to loops that enable fosters:
right) l ic
continuous improvement
(right to left)
• Experimentation, taking
risks and learning from
up
failure
• Understanding that
repetition and practice
D

is the prerequisite to
ot

mastery
N

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Gene Kim Defining The Three Ways of

ib
The Phoenix Project

tr
is
D
or
a te
l ic
up

Gene Kim Defines The Three Ways

D

of The Phoenix Project (3:31)

ot
N

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The First Way: Flow

tr
is
D
or
• Understanding the flow of work
• Increasing flow by understanding and removing constraints

te
• Never passing a known defect downstream

a
ic
• Never allowing local optimization to cause global
degradation
l
up

• Achieving a profound understanding of the entire system

D

A goal of The First Way is to have work flow quickly from left to right.
ot
N

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Theory of Constraints

ib
tr
is
A methodology for identifying the most important limiting factor (i.e., constraint) that stands in the way of

D
achieving a goal and then systematically improving that constraint until it is no longer the limiting factor.

The Theory of Constraints recognizes that

or
• Every process has at least one constraint or bottleneck that affects its
ability to consistently meet its goal

te
• The process will only meet the capacity of its constraints and will be only

a
as successful as its weakest link

the entire process or system

l ic
• Improving constraints is the fastest and most efficient way to improve
up
D

The Theory of Constraints was introduced in the book

‘The Goal’ by Eliyahu M. Goldratt.
ot
N

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Common Constraints

tr
is
• Development delays

D
• Environment creation (test, staging,
production, etc.)

or
• Code deployment

te
• Test setup and run

a
• Security or QA assessments
• Overly tight architecture
l ic
up
• Product management
• Complex or bureaucratic processes
D
ot
N

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DISCUSSION

a te
Overcoming Constraints l ic
up
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The Second Way: Feedback

tr
is
D
or
te
• Understand and respond to the needs of all customers –

a
both internal and external
ic
• Shorten and amplify all feedback loops
l
up
• Create and embed knowledge where needed
D

A goal of The Second Way is to shorten and amplify right to left

feedback loops so necessary corrections can be continually made.
ot
N

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Examples of Feedback Loops

ib
tr
is
D
or
• Automated testing • Process measurements

te
• Peer review of production • Post-mortems

a
changes ic • Shared on-call rotation
• Monitoring/Event • Change, Incident, Problem
l
Management data
up
and Knowledge Management
• Dashboards data
D

• Production logs
ot
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The Third Way: Continual Experimentation and Learning

ib
tr
is
D
or
The Third Way encourages a culture that fosters two things:
1. Continual experimentation, taking risks and learning from failure

te
2. Understanding that repetition and practice is the prerequisite to mastery.

a
• Allocate time for the improvement of daily work
•
l ic
Create rituals that reward the team for taking risks
up

• Introduce faults into the system to increase resilience

• Plan time for safe experimentation and innovation (hackathons)
D
ot
N

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Chaos Engineering

ib
tr
• The ‘Simian Army’ concept was first adopted by

is
Netflix as a service that randomly terminates a
production instance

D
• Response to attacks helps to build competencies to

or
recover the production environment from inevitable
failures

te
“Chaos Monkey is a tool that randomly disables our production instances to make sure we can

a
survive this common type of failure without any customer impact. The name comes from the
ic
idea of unleashing a wild monkey with a weapon in your data center (or cloud region) to
randomly shoot down instances and chew through cables - all the while we continue serving
l
up
our customers without interruption. By running Chaos Monkey in the middle of a business day, in
a carefully monitored environment with engineers standing by to address any problems, we
D

can still learn the lessons about the weaknesses of our system, and build automatic recovery
mechanisms to deal with them. So next time an instance fails at 3 am on a Sunday, we won't
ot

even notice.” Netflix

N

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CASE STORY: Ticketmaster

ib
tr
“Over the years, we have been extracting these legacy

is
technologies by adding APIs to modernize the interface to
our ticketing engines and platforms. We wanted to get them “There is less emphasis

D
out quickly. To do that, we need to touch a lot of systems. on the amount of work
This has driven us to DevOps. For us, it really started with

or
DevOps. Part of our transformation was to focus on delivering being done, and more
business value faster and delivering more of it, and the driver on the outcome.”

te
was speed to market of product.”

a
ic Benefits
• Removal of legacy bottlenecks and constraints
l
up

• Improvement of speed to market

• Outcome and business value focused
D

Justin Dean, VP • Authority distributed, greater autonomy

ot

TechOps
• Friction reduced through self-service
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Encourage a Learning Culture

tr
is
D
• Encourage daily learning and knowledge sharing
“You’re either a learning

or
• Create training and skills-based education plans
organization or you’re
• Incorporate learning into processes

te
losing to somebody who
• Use technology to accelerate learning
is.”

a
• Make work educational through experimentation,
problem solving and demonstrations
ic
Andrew Shafer quoted in
l
up
• Allow and use mistakes as sources of learning
‘Beyond the Phoenix
• Make the results of learning visible
Project’
D
ot
N

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EXERCISE

a te
Bringing the Three Ways to Life
l ic
up
D
ot
N

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Module Two Quiz

tr
1

is
Which of The Three Ways is concerned with a) The First Way
feedback loops like the results of automated b) The Second Way
tests? c) The Third Way

D
d) All of The Three Ways

or
2 How do DevOps principles frame the treatment a) As a learning opportunity
of failure? b) As something to be ignored
c) That it should be punished
d) That we can't protect against it

te
3 What is the prerequisite to mastery? a) Talent & capability

a
b) Training & study
c) Guidance & mentoring
l ic d) Repetition & practice

4 We should: a) Never pass a known defect downstream

up
b) Seek an overview of the system
c) Allow local optimization to degrade global optimization
d) Optimize all links in a process
D

5 Which organization created the Chaos Monkey a) Facebook

and made it open source?
ot

b) Etsy
c) Google
d) Netflix
N

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Module Two Quiz Answers

tr
1

is
Which of The Three Ways is concerned with a) The First Way
feedback loops like the results of automated b) The Second Way
tests? c) The Third Way

D
d) All of The Three Ways

or
2 How do DevOps principles frame the treatment a) As a learning opportunity
of failure? b) As something to be ignored
c) That it should be punished
d) That we can't protect against it

te
3 What is the prerequisite to mastery? a) Talent & capability

a
b) Training & study
c) Guidance & mentoring
l ic d) Repetition & practice

4 We should: a) Never pass a known defect downstream

up
b) Seek an overview of the system
c) Allow local optimization to degrade global optimization
d) Optimize all links in a process
D

5 Which organization created the Chaos Monkey a) Facebook

ot

and made it open source? b) Etsy

c) Google
d) Netflix
N

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Module 3 ic
KEY DEVOPS PRACTICES
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Module 3: Key DevOps Practices

tr
is
• Continuous:

D
– Testing Component Module 3 Content

or
– Integration, Delivery, Video GitHub Professional Guides:
Continuous Integration &
Deployment

te
Delivery
• Site Reliability & Resilience Case Story Capital One

a
Engineering ic Discussion Why Too Much WIP is Bad
• DevSecOps
l
up
Exercise Rate Your CI/CD Capability
• ChatOps
D

• Kanban
ot
N

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CASE STORY: Capital One

ib
tr
“Tools are a big part of today's Agile and DevOps methodologies. A typical project

is
deals with Agile Project Management tools, Source Control, Continuous Integration (CI)

D
tool, Testing tools, Static Code Analysis and Security Scanning tools, Deployment and
Monitoring tools to name a few. Large enterprises and complex systems sometimes use “Driven by data,
multiple CI, Testing and Scanning tools. Each of these has nice dashboards to present technology, and

or
key information stored in it. But what is lacking is a single, comprehensive end-to-end data science.”
view of the state of a delivery pipeline in near real time. At Capital One, we believe
that while tools, automation and collaboration are very important, a continuous

te
feedback loop is critical to DevOps success.”

a
l ic Benefits
up
• 100s of code commits per day
• Integration from once a month to every 15 minutes
• QA from once per month to 4 times per day
D

Topo Pal,
Director & Platform • Deployment from manual to completely automated
ot

Engineering Fellow • Production release from monthly/quarterly to once per sprint

N

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Continuous:

or
• Testing
a te
• Integration ic
l
• Delivery
up
D

• Deployment
ot
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Continuous Testing

tr
is
Continuous testing is the process of executing automated tests as part of the deployment pipeline to
obtain immediate feedback on the business risks associated with a software release candidate.

D
or
“Shifting left” is about building

te
quality into the software

a
development process. When
l ic you shift left, fewer things break
in production, because any
up

issues are detected and

resolved earlier.
D
ot
N

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Continuous Integration

tr
is
Continuous integration (CI) is a development practice that requires developers to

D
commit code into a shared repository (master/trunk) at least daily.
• Each check-in is validated by

or
• An automated build
• Automated unit, integration and acceptance

te
tests While mostly associated
• Is dependent on consistent coding with agile software

a
standards ic development, waterfall
• Requires version control repositories and CI approaches can also take
l
servers to collect, build and test committed advantage of continuous
up

code together integration and test-driven

• Runs on production-like environments development practices.
D

• Allows for early detection and quick

remediation of errors from code changes
ot

before moving to production

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All Environments Leverage DevOps

ib
tr
is
D
or
a te
l ic
up
D
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Continuous Delivery

ib
tr
is
Continuous delivery is a methodology that focuses on making sure software is
always in a releasable state throughout its lifecycle.

D
or
• Takes continuous integration to the next level
• Provides fast, automated feedback on a system’s

te
production-readiness
• Prioritizes keeping software

a
releasable/deployable over working on new
ic
features
l
up
• Relies on a deployment pipeline that enables
push-button deployments on demand
D

• Reduces the cost, time, and risk of delivering

incremental changes From The State of
ot

DevOps Report
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Module 3: Key DevOps Practices

ib
tr
is
D
or
EXERCISE

a te
Rate Your CI/CD Capability l ic
up
D
ot
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Continuous Delivery & Continuous Deployment

tr
is
D
or
Continuous integration
is the practice that

te
allows for the principle
of continuous delivery

a
of value into users’
l ic hands.
up
D

From: Mirco Hering: notafactoryanymore.com,

author of ‘DevOps for the Modern Enterprise’
ot
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icl
up

GitHub Professional Guide:

D

Continuous Integration & Delivery (6:00)

ot
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Continuous Delivery Leads to Higher Organizational Performance

ib
tr
is
D
or
a te
l ic
up
D
ot
N

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Site Reliability Engineering

tr
is
• “What happens when a software engineer is

D
tasked with what used to be called operations.”
Ben Treynor, Google

or
• Goals are to create ultra-scalable and highly
reliable software systems

te
• 50% of their time doing "ops" related work such

a
as issues, on-call, and manual intervention
ic
• 50% of their time on development tasks such as
l
up
new features, scaling or automation
D
ot

Google now has over 1,500 Site Reliability Engineers

N

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Resilience Engineering

tr
is
The intrinsic ability of a system to adjust its functioning prior to, during, or following changes and disturbances, so that it

D
can sustain required operations under both expected and unexpected conditions.

or
• Resilience engineering looks at how the organization functions
as a whole

te
• The best defense is a good offense

a
• Take an aggressive, blameless and systemic view post incident
• Consider both human and technical elements
l ic
• Systems must be stronger than their weakest link
up
D

“Failure is the flip side of success.” Eric Hollnagel

ot
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DevSecOps

ib
tr
is
The purpose and intent of DevSecOps is to build on the mindset that "everyone is responsible for

D
security" with the goal of safely distributing security decisions at speed and scale to those who hold the
highest level of context without sacrificing the safety required.

or
www.devsecops.org

te
• Introduces security as code
• Embraces the “shift left”

a
ic testing strategy
• Leverages automation for
l
up
resilience, testing, detection
and audit
D

• Breaks the security constraint

ot
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ChatOps

ib
tr
is
Group chat client + chat bots = conversation-driven development, delivery and support

D
or
a te
l ic
up
D
ot

The transparency of ChatOps shortens feedback loops, improves information sharing, enhances team
collaboration and enables cross-training. It can also be used to decrease MTTR.
N

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Kanban

tr
is
Kanban is a method of work that pulls the flow of work through a process at a manageable pace.

D
or
• Visualizes and manages workflow
• Pulls work for teams when they are

te
ready for it

a
• Enables people to work
collaboratively to improve flow
l ic • Makes work visible
• Measures team velocity • Makes policies explicit
up

(quantity of work done in an

iteration) • Limits work in progress (WIP) to
D

• Reduces idle time and waste in a capacity

process
ot
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or
DISCUSSION

a te
Why Too Much WIP is Bad l ic
up
D
ot
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Module 3: Quiz

tr
is
1 Which of the following is not needed for a) Developers commit code to trunk/master at least daily
Continuous Integration? b) Push button deployment

D
c) Unit, integration and user acceptance tests
d) Consistent coding standards

or
2 Which of the following is not a non-functional a) Performance
test? b) Unit
c) Security

te
d) Capacity

3 How many Site Reliability Engineers does a) 15

a
Google have? b) 150
l ic c) 1,500
d) 15,000

4
up
Which of these is not a ChatOps platform? a) Jira
b) Slack
c) Stride
d) Teams
D

5 Which of these is not true about Kanban? a) Makes work visible

ot

b) Pushes work through

c) Applies WIP limits
d) Measures team velocity
N

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Module 3: Quiz Answers

tr
is
1 Which of the following is not needed for a) Developers commit code to trunk/master at least daily
Continuous Integration? b) Push button deployment

D
c) Unit, integration and user acceptance tests
d) Consistent coding standards

or
2 Which of the following is not a non-functional a) Performance
test? b) Unit
c) Security
d) Capacity

te
3 How many Site Reliability Engineers does a) 15

a
Google have? b) 150
l ic c) 1,500
d) 15,000

4 a) Jira
up
Which of these is not a ChatOps platform?
b) Slack
c) Stride
d) Teams
D

5 Which of these is not true about Kanban? a) Makes work visible

ot

b) Pushes work through

c) Applies WIP limits
d) Measures team velocity
N

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Module 4 ic
BUSINESS & TECHNOLOGY FRAMEWORKS
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Module 4: Business & Technology Frameworks

tr
is
D
• Agile Component Module 4 Content
• ITSM

or
Video Spotify Engineering Culture Part 1
• Lean
Case Story Alaska Air

te
• Safety Culture
Discussion Agility in IT Operations

a
• Learning Organizations ic Exercise Identifying & Eradicating Waste
• Continuous Funding
l
up
D
ot
N

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DevOps Cannot Stand Alone

ib
tr
is
Agile

D
Successful DevOps relies on the

or
adoption and integration of multiple
frameworks and methodologies.

a te
DevOps
l ic
up

ITSM Lean
D
ot
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or
te
Agile
a
l ic
up
D
ot
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The Agile Manifesto

ib
tr
is
The underlying concepts of agile software development were first laid out in the Agile Manifesto.

D
WE VALUE
It is more important to
BE agile than DO

or
Individuals Processes
and interactions and tools Agile:
Working Comprehensive

te
software
OVER
documentation • Be customer-centric
• Be lean

a
Customer Contract
negotiations
collaboration
ic • Be collaborative
Responding Following a plan • Be communicative
l
to change
up
• Be adaptive
While there is value in the items on the right, • Be measurable
Be consistent
D

we value the items on the left more. •

• Be results-oriented
ot

• Be reflective
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Scrum Roles

ib
• Product Owner
3

tr
• ScrumMaster

is
Scrum is a simple framework for effective team • Development Team
collaboration on complex projects. Scrum provides a

D
small set of rules that create “just enough” structure for
teams to be able to focus their innovation on solving

or
what might otherwise be an insurmountable challenge.
Scrum.org Artifacts

te
Scrum is
•
•
Product Backlog
Sprint Backlog 3

a
• The most commonly applied Agile software • Increment
development practice
l ic
• Deceptively simple yet difficult to master
up
• Not a process or a technique for building Meetings
products • The Sprint
D

Scrum increases the ability to release more frequently.

•
•
Sprint Planning
Daily Scrum 5
ot

• Sprint Review
http://www.scrumguides.org/ • Sprint Retrospective
N

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ib
Scrum in a Nutshell

tr
is
Scrum = 3 Roles + 3 Artifacts + 5 Events

D
Release Planning Development Product Scrum
Meeting Team Owner Master

or
(Optional) Sprint Daily Scrum
Planning (15 minutes)
Meeting

te
(4-8 hours)
24 hours Sprint Review

a
(2-4 hours)
ic Scrum is based
Sprint Retrospective
2-4 (1.5-3 hours) on timeboxed
Sprint
l
Product weeks iterations.
up
Backlog Backlog

SPRINT Increment
D

No changes
allowed!
ot

Where do IT Operations get involved?

N

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The Product Backlog

ib
tr
is
• Stories, also called “user stories,”
are short requirements or requests

D
written from the perspective of an

or
end user.
• Epics are large bodies of work

te
that can be broken down into a
number of smaller tasks (called

a
stories).
ic
• Initiatives are collections of epics
l
that drive toward a common
up

goal.
• Themes are large focus areas that
D

span the organization.

ot
N

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ib
Scaled Agile Framework® (SAFe ™)

tr
is
The Scaled Agile Framework (SAFe) is a proven, publicly available framework for applying

D
Lean-Agile principles and practices at enterprise scale.

or
• Integrates Lean and Agile thinking into software
development

te
• Focuses on iterative and incremental development,

a
agile SW development, product development flow,
ic
lean thinking and field experience at enterprise
scale
l
up

• Can be applied to organizations with a large

number of practitioners and teams
D

http://www.scaledagileframewor
ot

k.com/
N

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SAFe for Lean Enterprises

ib
tr
is
D
or
a te
l ic
up
D
ot
N

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ib
tr
is
D
or
a te
l ic
up

Spotify Engineering Culture Part 1

D

with Henrik Kniberg (13:12)

ot
N

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Increasing Agility

ib
tr
is
DevOps increases agility by:

D
• Breaking down silos
• Improving constraints

or
• Taking a unified approach to systems engineering
• Applying agile principles to both Dev and Ops

te
• Sharing knowledge, skills, experience and data

a
• Recognizing the criticality of automation
• Deploying faster with fewer errors
l ic
up

DevOps extends agile principles beyond the boundaries of

D

the software to the entire delivered service.

ot
N

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ib
tr
is
D
or
te
IT Service Management (ITSM)
a
l ic
up
D
ot
N

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“It is my firm belief that ITSM

ib
and the DevOps movement

tr
is
are not at odds.

D
Quite to the contrary,
they’re a perfect cultural

or
match.”

a te
l ic
up
D
ot

Gene Kim
N

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IT Service Management

ib
tr
is
IT service management (ITSM) is the implementation and management of quality
IT services that meet the needs of the business.

D
or
• Provides guidance and structure to processes such as Change,
Configuration, Release, Incident and Problem Management

te
• ITSM processes underpin the entire service lifecycle from strategy,
design, transition, operations, continual improvement and value

a
creation ic
• DevOps needs ITSM practices to meet the goal of deploying faster
l
up

changes without causing disruption

D

Repeatable service management processes – adapted to an organization’s current business

ot

needs – can lead the way to stable continuous delivery and increased flow.
N

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IT Infrastructure Library® (ITIL®)

ib
tr
is
ITIL® 4 defines a service as a means of enabling value co-creation by facilitating outcomes that

D
customers want to achieve, without the customer having to manage specific costs and risks.

or
ITIL 4 consists of two key components: ITIL 4 (new in 2019) provides

te
Four Dimensions Service Value an emphasis on the business
and technology world, how

a
Model System
ic it works today, and how it
1. Organizations and people 1. Guiding principles
will work in the future with
l
2. Information and 2. Governance
Agile, DevOps and digital
up
technology 3. Service value chain
3. Partners and suppliers 4. Continual improvement transformation.
4. Value streams and 5. Practices
D

processes AXELOS ®, ITIL® a nd IT Infra s t ruct ure Libra ry ®

a re re g is t e re d t ra de m a rks of AXELOS
ot

Lim it e d.
N

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ITIL 4 Practices: DevOps Touches Them All

ib
tr
General Management Practices Service Management Practices Technical Management Practices

is
D
• Strategy management • Business analysis • Deployment management
• Portfolio management • Service catalogue management • Infrastructure and platform
• Architecture management • Service design management

or
• Service financial management • Service level management • Software development and
• Workforce and talent management • Availability management management
• Continual improvement • Capacity and performance
• Measurement and reporting management

te
• Risk management • Service continuity management
• Information security management • Monitoring and event management
All of these practices are
needed in some form in

a
• Knowledge management • Service desk
• Organizational change • Incident management DevOps – with the
•
management
Project management
l •
•
ic
Service request management
Problem management possible exception of
• Relationship management • Release management Project Management.
up
• Supplier management • Change enablement
• Service validation and testing
• Service configuration management
AXELOS ®, ITIL® and IT Infrastructure
D

• IT asset management
Library ®are registered trademarks of
AXELOS Limited.
ot
N

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ib
tr
is
D
or
DISCUSSION

a te
Agility in IT Operations l ic
up
D
ot
N

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Agile Service Management

ib
tr
is
Agile Service Management (Agile SM) ensures that ITSM processes reflect Agile values and are designed
with “just enough” control and structure in order to effectively and efficiently deliver services that

D
facilitate customer outcomes when and how they are needed.

or
• Adapts Agile practices to ITSM process design
ITIL
• Implements service management in small,

te
integrated increments

a
• Ensures ITSM processes reflect Agile values from
Scrum
Agile Lean
ic
initial design through CSI
SM
l
• Encourages “minimum viable” and “just
up

enough” processes to increase speed and

conformance
D

Kanban Source: Agile Service Management Guide

ot

Agile Service Management does not reinvent ITSM – it modernizes the approach.
N

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ib
tr
is
D
or
te
Lean
a
l ic
up
D
ot
N

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ib
Lean Perspectives

tr
is
DevOps has its roots in the lean manufacturing world, which addresses the problem of engineers
designing products that factories can't afford to build.

D
or
a te
l ic
up
D

Lean IT applies the key ideas behind lean production to the

ot

development and management of IT products and services.

N

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Sources of Waste = DOWNTIME

ib
tr
is
The goal of lean thinking is to create more value for customers with fewer resources and less waste.
Waste is any activity that does not add value to the process.

D
Source Purpose Examples

or
Defects Deviations from requirements; errors Failures, known errors, misinformation
Overproduction Producing more or faster than required Excessive documentation or code

te
Waiting Delays while waiting on a previous step Delayed decisions, approvals, response

a
Non-use Unused knowledge or creativity Unused skill, innovation, communication
Transportation
another
l ic
Moving products from one location to Multiple hand-offs, emails or meetings
up
Inventory Carrying more materials than needed Unused software, infrastructure, excessive
backlogs or emails
Motion Moving people or assets more often than Moving code or infrastructure too much
D

required
Excessive Doing more than is required Over-engineering, failing to create templates and
ot

processing other reusable assets

N

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ib
tr
is
D
or
EXERCISE

a te
Identifying & Eradicating Waste
l ic
up
D
ot
N

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ib
“I believe that most of the

tr
DevOps patterns are the

is
emergent properties that

D
arise when you apply the

or
techniques like Lean, the

te
Toyota Production

a
ic System, the Theory of
Constraints and so forth
l
up

to the IT value stream.”

D
ot

Gene Kim
N

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CASE STORY: Alaska Air

ib
tr
“We have to operate like a maverick brand;

is
we have to operate fundamentally
differently; we have to break the paradigm of
“Alaska views

D
what everyone thinks and imagines air travel itself as a tech

or
is all about. So we focused on two key things: company with
one – running an efficient operation and two
wings.”

te
– fostering technology innovation.”

a
ic Benefits
• Can securely expose its APIs to thousands of third party services
l
up
• Happier customers, higher revenues
• Scales easily and cost effectively
D

• Sites run at optimum point of performance and cost

Veresh Sita, CIO • Better productivity, faster cross-pollination and knowledge sharing
ot
N

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Value Stream Mapping

ib
tr
is
Value stream mapping is a lean tool that depicts the flow of information, materials and work across
functional silos with an emphasis on quantifying waste, including time and quality.

D
• A value stream is the sequence of activities required to design,

or
produce, and deliver a specific product or service
• Value streams typically span multiple processes

te
• Value stream mapping enables cross-functional teams to:
• See an entire value stream from a work and information flow perspective

a
• Identify areas of non-value waste that could be eliminated in an effort to
ic
improve flow and deliver greater value
• Identify, prioritize and measure improvements
l
up

Customer Valuable Product

D

Request Value Stream or Service Delivered

ot

Process Process Process

N

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ib
Sample Value Stream Maps

tr
is
D
Source:
Je z Hum ble - Continuous

or
Delivery: Reliable Software
Releases through Build,
Test, and Deployment

te
Automation

a
l ic Source : Ra ng e r4
up
D
ot
N

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Improvement Kata

ib
tr
is
A kata is any structured way of thinking and acting that you practice until the pattern becomes a habit.

D
PDCA and Understand the
Grasp the Establish the
2 current 4 experiment
3 next target 1 long-term vision

or
toward the or direction
condition condition
target condition

te
P
a
Current ic Next Target
Condition A Obstacles
D Condition (TC)
Vision
l
up

C The Improvement Kata is a four-step process that focuses on

D

learning and improving work. It considers the organization’s

long-term vision or direction.
ot

Plan > Do > Check > Act (PDCA)

N

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Safety Culture

ib
tr
is
• Attitude, beliefs, perceptions and

D
values that employees share in “An incident is an unplanned
relation to safety in the workplace

or
investment, and if you don't see
• Blameless postmortems it that way as a leader, you are

te
• Valuing incidents not getting a return on the
investment that was already

a
• Avoiding Single Points of Failures ic made on your behalf.”
(SPOFs)
l
up
Attributed to John Allspaw by Sidney Dekker in
• The Andon Cord – thank you for Beyond the Phoenix Project
creating a learning opportunity
D
ot
N

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Learning Organizations

ib
tr
is
• Have a commitment to learning

D
• Improvement requires learning

or
something new
• Not learning creates cultural debt

te
• Humans love mastery (and

a
autonomy and purpose) l ic
• Management commitment is
up

essential
D
ot
N

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Continuous Funding

ib
tr
is
• Traditional funding happens on

D
annual cycles

or
• Agile funding can be:
• Fixed cost or continuous

te
• Frequently reviewed

a
• Product/Team based funding ic
• Venture (or bet based) funding
l
up

• Focus on measuring return

D
ot
N

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Module 4: Quiz

ib
tr
1 In the Agile Manifesto, we value working a) Processes and tools

is
software over: b) Comprehensive documentation
c) Contract negotiations
d) Following a plan

D
2 Which of these is not an ITSM process model? a) Change model

or
b) Release model
c) Incident model
d) Development model

te
3 Which of these is not a Lean tool? a) A5 thinking
b) Value Stream Mapping

a
c) Improvement kata
d) Kanban

4
ic
What is the first step in the improvement kata?
l a) Grasp the current condition
b) Establish the next target condition
up
c) Plan Do Check Act (PDCA)
d) Understand the long term vision or direction
D

5 Who ‘wrote the book’ on Learning a) Peter Senge

Organizations? b) Jonathan Smart
ot

c) Henrik Kniberg
d) Gene Kim
N

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Module 4: Quiz Answers

ib
tr
1 In the Agile Manifesto, we value working a) Processes and tools

is
software over: b) Comprehensive documentation
c) Contract negotiations

D
d) Following a plan

2 Which of these is not an ITSM process model? a) Change model

or
b) Release model
c) Incident model
d) Development model

te
3 Which of these is not a Lean tool? a) A5 thinking
b) Value Stream Mapping

a
c) Improvement kata

4
l ic
What is the first step in the improvement kata?
d) Kanban

a) Grasp the current condition

up
b) Establish the next target condition
c) Plan Do Check Act (PDCA)
d) Understand the long term vision or direction
D

5 Who ‘wrote the book’ on Learning a) Peter Senge

Organizations? b) Jonathan Smart
ot

c) Henrik Kniberg
d) Gene Kim
N

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ib
tr
is
D
or
a te
Module 5 ic
CULTURE, BEHAVIORS & OPERATING
l
up

MODELS
D
ot
N
o
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ib
Module 5: Culture, Behaviors & Operating Models

tr
is
D
• Defining Culture Component Module 5 Content

or
• Behavioral Models Video Spotify Engineering Culture Part
2
• Organizational

te
Case Story Target
Models
a
Discussion Placing on the Change Curve
• Target Operating
l ic Exercise Rating & Improving Using the
Models
up
Westrum Model
D
ot
N

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ib
tr
is
“Culture eats

D
strategy for

or
breakfast.”

a te
l ic
up
D
ot

Peter Drucker
N

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What is Organizational Culture?

ib
tr
is
D
“You can’t directly change culture.
But you can change behavior, and

or
behavior becomes culture.”

te
Lloyd Taylor, VP IT Operations
LinkedIn

a
l ic
up

The values and behaviors that contribute to the

D

unique social and psychological environment of an

organization.
ot

www.businessdictionary.com
N

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DevOps Helps to Overcome Cultural Debt

ib
tr
is
Cultural debt occurs when cultural considerations are disregarded or deferred

D
in favor of growth and innovation.

or
“The effective interest rate on cultural debt is

te
usually higher than on technical debt.”

a
Dharmesh Shah, Founder &CTO
l ic
up
D

IT’s silo culture and other organizational challenges are a direct

result of disregarding cultural considerations in favor of rapid
ot

increases in corporate technology. The due date is today!

N

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ib
Characteristics of a DevOps Culture

tr
is
• Shared vision, goals and • Continuous improvement
incentives

D
• Experimentation
• Open, honest, two-way • Intelligent risk taking

or
communication • Learning and practicing

te
• Collaboration • Data-driven

a
• Pride of workmanship • Safe
• Respect
l ic • Reflection
up

• Trust • Recognition
• Transparency
D

Organizational culture is one of the strongest predictors of both IT

ot

performance and overall performance of the organization.

N

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ib
Shifting Thoughts and Behaviors

tr
is
D
From To

or
• IT focus (inside-out) • Customer focus (outside-in)
• Silos • Cross-functional teams
• Command and control • Collaborative

te
• Task-oriented • Outcome-oriented

a
• Blame • Responsibility
•
•
Reactive
Content
l ic •
•
Proactive
Courageous
up
• Resistant • Flexible
• Low trust • High trust
D

Real culture change takes time. It must be

ot

incremental and performed at a realistic pace.

N

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ib
High Trust vs. Low Trust

tr
is
D
High Trust Low Trust

or
Speed Speed
a te
ic
Cost Cost
l
up
D
ot
N

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ib
tr
is
D
or
a te
l ic
up

Spotify Engineering Culture Part 2

D

with Henrik Kniberg (13:27)

ot
N

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Culture and the Flow of Information

ib
tr
is
Pathological Bureaucratic Generative
(Power-oriented) (Rule-oriented) (Performance-oriented)

D
Information is hidden Information may be ignored Information is actively sought

or
Messengers are ‘shot’ Messengers are isolated Messengers are trained
Responsibilities are shirked Responsibility is compartmentalized Responsibilities are shared

te
Bridging is discouraged Bridging is allowed but discouraged Bridging is rewarded

a
Failure is covered up
l ic
Organization is just and merciful Failure causes enquiry
up
Novelty is crushed Novelty creates problems Novelty is implemented
Source: Westrum, A Typology of Organizational Cultures
D

High-trust organizations encourage good information flow, cross-functional

collaboration, shared responsibilities, learning from failures and new ideas.
ot
N

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Module 5: CULTURE, BEHAVIORS & OPERATING MODELS

ib
tr
is
D
or
EXERCISE

te
Rating & Improving Using the Westrum
a
Model l ic
up
D
ot
N
o
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ib
“People don't

tr
is
resist change.

D
or
They resist being

te
changed.”
a
l ic
up

Peter Senge
D
ot
N

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Culture Change is Never Easy

ib
tr
is
• You can’t change people; they can

D
only change themselves

or
People • Change almost always takes longer
typically

te
and costs more than expected

a
• Stakeholder involvement is critical
don’t resist ic• People who participate in what and
l
their own
up

how to change decisions are far more

likely to accept change
ideas.
D
ot
N

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ib
People Adapt to Change at Different Paces

tr
is
The Chasm

D
Early Late

or
Proportion

Majority Majority
34% 34%

te
Early
Adopters

a
Critical Mass
13.5%
Innovators
2.5%
l ic Conservatives
16%
up

Time to Adopt New Ideas or Technology Innovations

Source: Rogers. Diffusion of
D

Adoption means that a person does

ot

something differently than before.

N

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ib
tr
is
D
or
DISCUSSION

a te
Placing on the Change Curve l ic
up
D
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The Stages of Change Acceptance

tr
is
D
The Kübler-

or
Ross Change
Curve

a te
From leanchange.org
l ic
up
D
ot
N

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Communication is Critical

tr
is
• A DevOps culture requires timely and

D
effective communication

or
• Shared tools facilitate timely and
meaningful communication

te
• Chat platforms

a
• Task managers ic
• Social tools
l
up

• Alert management tools

• Knowledge sharing platforms
D
ot
N

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Encourage Collaborative Relationships

ib
tr
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Collaboration involves people jointly working with others towards a common goal. In a

D
collaborative environment, each person’s contribution is valued.

or
• Collaboration • Requires participation
• Providing feedback

te
• Is voluntary (ideally) • Identifying and solving problems
• Involves sharing • Learning and sharing knowledge and

a
expertise

• Resources
l ic
• Responsibility for outcomes • Sharing and even swapping
responsibilities
up
• Making and keeping realistic
• Requires cooperation, respect commitments
and trust
D

What’s the difference between collaboration

and communication?
ot
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Expect Some Conflict: Thomas-Kilmann Conflict Modes

tr
is
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.

D
or
Conflict Mode Approach Result
Competing Assertive and Win/Lose

te
Uncooperative
Collaborating Assertive and Win/Win

a
Cooperative
Compromising Partially Assertive and
Cooperative
l ic Each Wins
and Loses
Avoiding Unassertive and Lose/Lose
up
Uncooperative
Accommodating Unassertive and Lose/Win
D

Cooperative
Source: www.diagnostics.com
ot
N

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Avoid Change Fatigue

ib
tr
is
Change fatigue is a general sense of apathy or passive resignation towards
organizational changes by individuals or teams.

D
• View resistance to change as normal

or
• Listen, empathize

te
• Communicate the big picture
• Explain the reason for this change The amount of change

a
• Show how changes are connected fatigue that people
ic
• Tie changes to business strategies and goals
l experience is directly
impacted by the way
up
• Ensure each change initiative has an intended outcome change is managed.
• Empower people to contribute
D

• Celebrate (even if only small) successes

• Create visible feedback and improvement loops
ot
N

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Empower New Behaviors

ib
tr
is
• Improve communication and • Team building

D
collaboration practices and • Communities of practice
shared tools

or
• Internal DevOps Days
• Create a common
vocabulary • Game days (hackathons)

te
• Job shadowing • Simulations

a
• Cross-skilling
ic • Social-media style idea and
story sharing and problem
l
up
• Immersion experiences solving
D

Sharing between peers, organizations and industries is a

crucial factor in the growth and acceptance of DevOps.
ot
N

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CASE STORY: Target

ib
tr
“When we asked for permission we were told

is
no, but we did it anyways because we knew “We are a

D
we needed to. We ran tools hackathons
technology

or
alongside our internal DevOpsDays events
and we hosted a ton of meetups. We’ve company.”

te
hosted 6 internal DevOpsDays events.”

a
Benefits
lic
• Made structural changes gaining bottom-up, then top-down support
up

• Converged the agile and DevOps efforts

• Used training, coaching and immersive experiences – massive Dojo!
D

• Built a full stack environment in minutes instead of 3-6 months

Heather Mickman,
ot

Transformative Ross Clanton, Head • Built empathy and understanding

Technology of Engineering
Executive
N

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Module 5: Quiz

tr
is
1 Who said: "Culture eats strategy for breakfast"? a) Peter Drucker
b) Gene Kim

D
c) Damon Edwards
d) Bill Gates

or
2 What can't you change? a) Behavior
b) Habits
c) Culture
d) Systems

te
3 What is a characteristic of a DevOps culture? a) Blame

a
b) Mistrust
l ic c) Fear
d) Courage
up
4 Which of these happens in a pathological a) Messengers are shot
culture? b) Responsibilities are shared
c) Failure causes enquiry
d) Novelty is implemented
D

5 What didn't Target do? a) Run hackathons

ot

b) Set up Dojos
c) Get permission
d) Build empathy
N

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Module 5: Quiz Answers

tr
a) Peter Drucker

is
1 Who said: "Culture eats strategy for breakfast"?
b) Gene Kim
c) Damon Edwards

D
d) Bill Gates

or
2 What can't you change? a) Behavior
b) Habits
c) Culture
d) Systems

te
3 What is a characteristic of a DevOps culture? a) Blame

a
b) Mistrust
c) Fear
l ic d) Courage

4 Which of these happens in a pathological a) Messengers are shot

up
culture? b) Responsibilities are shared
c) Failure causes enquiry
d) Novelty is implemented
D

5 What didn't Target do? a) Run hackathons

b) Set up Dojos
ot

c) Get permission
d) Build empathy
N

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is
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or
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Module 6 ic
AUTOMATION & ARCHITECTING DEVOPS
l
up

TOOLCHAINS
D
ot
N
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Module 6: Automation & Architecting DevOps Toolchains

tr
is
D
• CI/CD Component Module 6 Content

or
• Infrastructure as Code Video The DevOps Toolchain with
John Okoro
• Cloud

te
Case Story Fannie Mae
• Containers & Microservices

a
Discussion Applying the DevOps
• Machine Learning
l ic Handbook’s Definition

• DevOps Toolchains Exercise Architect Your DevOps

up

Toolchain
D
ot
N

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ib
tr
“DevOps is not about

is
automation, just as astronomy

D
is not about telescopes.”

or
Christopher Little, quoted in The

te
DevOps Handbook

a
l ic
up
D
ot
N

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ib
tr
is
D
or
a te
l ic
up
D
ot

https://xebialabs.com/periodic-table-of-
devops-tools
N

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Automation Benefits

ib
tr
Automation supports:

is
Automation gives rote tasks to computers
• Faster lead times

D
and allows people to:
• More frequent releases • Weigh evidence

or
• Solve problems
• Less turbulent releases
• Make decisions based

te
• Fewer errors on feedback

a
• Higher quality • Use their skills, experience and judgment

• Improved security and risk

l ic
mitigation
up

“Your tools alone will not make

• Faster recovery you successful.”
D

• Business and customer Patrick Debois

satisfaction
ot
N

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ib
tr
is
D
or
a te
l ic
up

The DevOps Toolchain

D

with John Okoro (7:43)

ot
N

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Important Terms

ib
tr
• Artifact • Operating System (OS) Virtualization

is
• A method for splitting a server into multiple
• Any element in a software development partitions called "containers" or "virtual

D
project including documentation, test plans, environments" in order to prevent applications
images, data files and executable modules from interfering with each other

or
• Application Programming Interface (API) • Containers
• A set of protocols used to create applications • A way of packaging software into lightweight,

te
stand-alone, executable packages including
for a specific OS or as an interface between everything needed to run it (code, runtime, system
modules or applications tools, system libraries, settings) for development,

a
shipment and deployment.
• Microservices:
ic
• A software architecture that is composed of
l • Open source
• Software that is distributed with its source code so
smaller modules that interact through APIs
up
that end user organizations and vendors can
and can be updated without affecting the modify it for their own purposes
entire system. This is known as loose coupling
D

• Machine Learning
• Data analysis that uses algorithms that learn from
data
ot
N

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Cloud, Containers and Microservices

ib
tr
is
Elite performers were 24 times more likely to
have met all essential cloud characteristics
than low performers.

D
Cloud computing: The
practice of using remote
servers hosted on the internet

or
to host applications rather
than local servers in a private
datacenter.

a te
lic Monolithic
Containers &
up
Microservices

is a tool designed to make it easier to create, is an open source system for

D

deploy, and run applications by using containers. Containers managing containerized applications across
allow a developer to package up an application with all of multiple hosts, providing basic mechanisms for
the parts it needs, such as libraries and other dependencies, deployment, maintenance, and scaling of
ot

and ship it all out as one package applications

N

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AI & Machine Learning

tr
is
Giving computers the ability to "learn” with data, without being explicitly programmed.

D
• Organizations are collecting more data than ever

or
• 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

te
analytics

a
Machine Learning • Can find trends and correlations humans can’t
l ic
•
•
Augments human contribution
Boosts productivity
up
• Automated feedback loops

Deep
D

Learning Definition: Data analysis that uses algorithms

to learn from data.
ot
N

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DevOps Automation Practices

ib
tr
A tool chain philosophy involves using an integrated set of complimentary task specific

is
tools to automate end-to-end delivery and deployment processes.

D
• Tool chain (vs. a single-vendor solution)

or
• Shared tools

te
• Self-service

a
• Architecting software in a way that enables
• Test automation
l ic
• Monitoring
up

• Infrastructure as Code
D

• Experimentation Avoid tools that enforce silos!

ot
N

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Communication and Collaboration Can Be Automated Too

ib
tr
Innovative tools and platforms facilitate and expedite communication and collaboration across

is
the Dev and Ops spectrum.

D
How to Tools

or
• Issue alerts and alarms • Communication platforms
• Improve response • Dashboards

te
• Provide at a glance status updates • Kanban boards

a
• Improve workflow • Group chat rooms (ChatOps)
• Improve information flow
l ic • Workflow and project management tools
• Enable virtual collaboration • Document sharing
up

• Enable cross-functional, cross-skilling and • Wikis and knowledge management systems

job sharing • ITSM tools
D

• Social tools
ot

• Shared backlogs
N

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First Steps to Improving DevOps Automation

ib
tr
is
• Architect before automating

D
• Assess your existing tools and automation capabilities
• Simplify first – don’t automate bad processes

or
• Identify critical gaps

te
• Seek vendors who can meet your requirements

a
• Automate high value, repetitive and error-prone work
•
l ic
Optimize workflow bottlenecks and communication
up
• Improve automated monitoring and notification practices
• Expect this to be an iterative process - your toolchain will evolve over
D

time
ot

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.
N

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CASE STORY: Fannie Mae

ib
tr
“We drive adoption as it makes sense on an app-by-app basis. It's

is
been going on for about a year and a half and we're reaching a “We're putting

D
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

or
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
work with.”

te
production a lot faster than we're getting them there today.”

a
l ic Benefits
up

3-day deployment reduced to 45 minutes

• Deploys seven or eight times a day
D

Jason Anders,
IT Leadership for • 40-75% savings on storage costs thanks to data virtualization
ot

Securitisation
N

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tr
is
D
or
te
DevOps Toolchains
a
l ic
up
D
ot
N

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ib
“One way to enable market-oriented

tr
outcomes is for Operations to create a set of

is
centralized platforms and tooling services that
any Dev team can use to become more

D
productive… a platform that provides a

or
shared version control repository with pre-
blessed security libraries, a deployment

te
pipeline that automatically runs code quality

a
and security scanning tools, which deploys our
ic
applications into known, good environments
that already have production monitoring tools
l
up

installed on them.”
D

The DevOps Handbook

ot
N

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is
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or
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DISCUSSION

a
Applying the DevOps Handbook’s Definition
l ic
up
D
ot
N

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The Deployment Pipeline

ib
tr
is
Delivery Version Build & Unit Acceptance
UATs Release
Team Control Tests Tests

D
Check in Trigger

The deployment pipeline

or
Feedback is an automated process
Check in Trigger for managing all

te
Trigger changes, from check-in
Feedback to release. Toolchains

a
span silos and automate

Check in
Feedback
Trigger
l ic the deployment pipeline.
up

Feedback Trigger
D

Approval
Feedback Source: Continuous Delivery:
Approval
ot

Reliable Software Releases

Feedback through Build, Test, and
Deployment Automation
N

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DevOps Toolchains

tr
is
The DevOps toolchain is composed of the tools needed to support a DevOps continuous integration,
continuous deployment, and continuous release and operations initiative. (Gartner)

D
• Toolchains automate tasks in the deployment pipeline

or
• 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

te
managing all changes,
• They do not have to be homogenous or from a single vendor from check-in to release.

a
• Toolchains are usually built around open and closed source Toolchains span silos and
ecosystems
l ic
• Require an architectural design to ensure interoperability and
automate the deployment
pipeline.
up
consistency

How should DevOps toolchains interface to operational tools

D

such as monitoring or support applications?

ot

Source: Continuous Delivery: Reliable Software Releases through Build, Test, and Deployment Automation
N

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Sample DevOps Toolchain (US Government - GSA)

tr
is
There are many established open- and closed-source DevOps-enabled tools with vibrant ecosystems.

D
or
a te
l ic
up
D

How these tools are adapted and integrated into your

ot

deployment pipeline will determine their value.

N

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Elements in a DevOps Toolchain

ib
tr
is
D
• The deployment pipeline breaks the Typical Toolchain Elements:
software delivery lifecycle into

or
logical stages • Requirements management
• Orchestration and visualization
• Each stage provides

te
• Version control management
• The opportunity to verify the quality of • Continuous integration and builds

a
new features from a different angle • Artifact management
• The team with fast feedback
l ic •
•
Containers and OS virtualization
Test and environment automation
• Visibility into the flow of changes
up
• Server configuration and deployment
• DevOps toolchains provide the • System configuration management
capabilities needed to automate
D

• Alerts and alarms

and expedite each stage • Monitoring
ot
N

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tr
is
D
or
EXERCISE

a te
Architect Your DevOps Toolchain
l ic
up
D
ot
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Build Your DevOps Toolchain Gradually

ib
tr
is
Do not create a definitive toolchain that applies to all

D
DevOps projects. The toolchain is a foundation requiring
continuous innovation and customization to meet your Add more
automation

or
specific and ongoing DevOps priorities.
Automate as needed
Releases

te
Automate
acceptance

a
Automate tests
unit tests and
Automate
build and
l ic
code
analysis
Ensure that each DevOps team member
understands the capabilities and role of each tool
up
Model your deployment in the DevOps toolchain to avoid tool overlap and
value stream processes toolchain functionality gaps.
D

Source: Continuous Delivery: Reliable Software Releases through Build, Test,

and Deployment Automation by Jez Humble and Dave Farley
ot
N

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Multiple Business Applications Require Multiple Toolchains

tr
is
D
Application A

or

Self-service
Application B

te
Application C

…
l ic Application N
up

Source: Sanjeev Sharma, IBM

D

Avoid creating more pipeline silos by taking an enterprise

ot

architecture approach: use ‘sensible defaults’.

N

© 2015 IBM Corporation

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Module 6: Quiz

tr
is
1 DevOps is not about automation, just as a) Telescopes
astronomy is not about... b) Stars
c) The sun

D
d) Spaceships

or
2 Who is responsible for the Periodic Table of a) Chef
DevOps Tools? b) Google
c) IT Revolution
d) Xebia Labs

te
3 Fannie Mae reduced deployment time to 45 a) 3 hours

a
minutes from: b) 30 hours
l ic c) 3 days
d) 30 days

4 Who is best placed to provide DevOps a) Development

up
toolchains as a shared service? b) The business
c) Infosec
d) IT Operations
D

5 Patrick Debois said: "Your tools alone will not a) Profitable

ot

make you..." b) Competitive

c) Successful
d) A market leader
N

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Module 6: Quiz Answers

tr
a) Telescopes

is
1 DevOps is not about automation, just as
astronomy is not about... b) Stars
c) The sun

D
d) Spaceships

or
2 Who is responsible for the Periodic Table of a) Chef
DevOps Tools? b) Google
c) IT Revolution
d) Xebia Labs

te
3 Fannie Mae reduced deployment time to 45 a) 3 hours

a
minutes from: b) 30 hours
c) 3 days
l ic d) 30 days

4 Who is best placed to provide DevOps a) Development

up
toolchains as a shared service? b) The business
c) Infosec
d) IT Operations
D

5 Patrick Debois said: "Your tools alone will not a) Profitable

make you..." b) Competitive
ot

c) Successful
d) A market leader
N

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is
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or
a te
Module 7 ic
MEASUREMENT, METRICS & REPORTING
l
up
D
ot
N
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Module 7: Measurement, Metrics & Reporting

ib
tr
is
• The Importance of

D
Measurement Component Module 7 Content

or
• DevOps Metrics Video 4 DevOps Metrics to Improve
Delivery Performance
– Speed/Throughput/Tempo

te
Case Story Societe Generale
– Quality

a
– Stability Discussion Metrics Used Today

– Culture
l ic Exercise The Most Meaningful Metrics
up

• Change lead/cycle times

• Value Driven Metrics
D
ot
N

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ut
ib
tr
is
The First Way The Second Way The Third Way

D
Flow Feedback Continuous Experimentation

or
& Learning
• Change lead time • Build/test results • Hypothesis log

te
• Change cycle time • Change fail rate • Time allocated
• Time to value • Monitoring • Time spent

a
• Value realisation • % rework / complete & • Mastery achieved and
l ic
accurate reported
up

Measurements allow us to Evidence builds trust and Hypotheses need

find constraints and justify earns the right to do more – quantifiable outcomes to
D

their removal and monitor placing the bets in determine next experiment
improvement experimentation
ot
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tr
“If you can’t

is
measure it,

D
or
you can’t

te
improve it.”
a
l ic
up
D
ot

Peter Drucker
N

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tr
is
D
or
a te
l ic
up

Double the Awesome

D

with Dr. Nicole Forsgren (21:46)

ot
N

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Measuring Success

ib
tr
is
Speed Quality Stability Culture

D
or
Change lead and Mean time to detect Retention and loyalty
Change failure rate
cycle times incidents (MTTD) and eNPS

te
Mean time to
Deployment Deployment success Engagement and

a
repair/recover (MTTR)
frequency rates morale
– Component
l ic Mean time to restore
up
Deployment speed Incidents and defects service (MTRS) – Knowledge sharing
Service
D

Showing proof that DevOps practices benefit the organization requires Adapted from
ot

examining factors that influence overall IT performance. Splunk 2016

N

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Module 7: MEASUREMENT, METRICS & REPORTING

ib
tr
is
D
or
DISCUSSION

a te
Metrics Used Today l ic
up
D
ot
N
o
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Change Lead/Cycle Time

ib
tr
is
D
Lead Time Cycle Time

or
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

te
the backlog, until the time it is Done.
completed – including the time

a
spent waiting in a backlog.l ic
up

Lead Time minus Cycle Time is Wait Time

D

Source: Accelerate: Dr Nicole Forsgren, Jez Humble & Gene Kim

ot
N

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Guidelines to Measure IT Performance

ib
tr
DON’T MEASURE DO MEASURE

is
D
Outputs, productivity Outcomes, value
4 types of (IT) work:

or
Maturity Capability • Business projects

te
• IT projects
Lines of code, Delivery lead time, • Planned Work

a
velocity, utilization deployment frequency, • Unplanned work
ic
time to restore service,
change fail rate
l
up

Individual or local Team or global

D

Accelerate: Dr Nicole Forsgren, Jez Humble &

ot

Gene Kim
N

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CASE STORY: Societe Generale

ib
tr
“It’s important to establish two sets of indicators. The

is
first is the transformation itself. In other words, you
“The return on
investment (ROI) of

D
need to measure how fast you’re moving towards
the transformation. The second indicator is about the effort is extremely

or
the business value - what is the time to market from important for others
idea to production, including sprint velocity and
in the organization.”

te
quality?”

a
l ic Benefits
up
• Transitioned from a high-workload, waterfall-based approach
• Turned around an unsatisfied user base
D

• Continuous Delivery has seen:

• 45% reduction in time-to-market
Carlos Gonsalves, Global
ot

Chief Technology
• 10% savings in their (very considerable) operating budget
N

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Gartner DevOps Metrics Pyramid

ib
tr
is
D
or
a te
l ic
up
D
ot
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Module 7: MEASUREMENT, METRICS & REPORTING

ib
tr
is
D
or
EXERCISE

a te
The Most Meaningful Metrics l ic
up
D
ot
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o
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ib
Module 7: Quiz

tr
1 What does evidence build? a) Pain

is
b) Suspicion
c) Trust

D
d) Speed

or
2 The research to which reports does the book a) The Annual DevSecOps Reports
'Accelerate' describe in detail? b) The State of DevOps Reports
c) The Best Jobs in America Reports
d) Most Popular DevOps Tools Reports

te
3 Peter Drucker said: "If you can't measure it, you a) See it

a
can't..." b) Count it
c) Improve it
l ic d) Feel it

4 Which of these should you measure? a) Maturity

up
b) Capability
c) Outputs
d) Lines of code
D

5 How do you calculate wait time? a) Lead Time minus Cycle Time
b) Cycle Time minus Lead Time
ot

c) Cycle Rate minus Velocity

d) Velocity divided by Cycle Time
N

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ib
Module 7: Quiz Answers

tr
is
1 What does evidence build? a) Pain
b) Suspicion
c) Trust

D
d) Speed

or
2 The research to which reports does the book a) The Annual DevSecOps Reports
'Accelerate' describe in detail? b) The State of DevOps Reports
c) The Best Jobs in America Reports
d) Most Popular DevOps Tools Reports

te
3 Peter Drucker said: "If you can't measure it, you a) See it

a
can't..." b) Count it
c) Improve it
l ic d) Feel it

4 Which of these should you measure? a) Maturity

up
b) Capability
c) Outputs
d) Lines of code
D

5 How do you calculate wait time? a) Lead Time minus Cycle Time
ot

b) Cycle Time minus Lead Time

c) Cycle Rate minus Velocity
d) Velocity divided by Cycle Time
N

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or
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Module 8 ic
SHARING, SHADOWING & EVOLVING
l
up
D
ot
N
o
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Module 8: Sharing, Shadowing & Evolving

ib
tr
is
• DevOps Days

D
• DevOps in the Enterprise Component Module 8 Content

or
• Roles Video DevOps: A Culture of
Sharing
• DevOps Leadership

te
Case Story Disney
• Organizational

a
Considerations ic Discussion What’s your open space
topic?
l
• Getting Started
up
Exercise Write your personal action
• Challenges, Risks and plan as an experiment
D

Critical Success Factors

ot
N

183
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DevOps Encourages a Sharing Culture

ib
tr
is
• 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

D
and design methods

or
– Dojos (Internal to Target)
– Garages (IBM)

te
– Lofts (Amazon)

a
– More to come
ic
• DevOps simulations and gamifications are also becoming more available
l
up
http://target.github.io/devops/the-dojo
D

Games, hackathons, common workspaces, simulations and other innovations are helping
to encourage the sharing of tools, knowledge, discoveries and lessons learned.
ot
N

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ib
tr
is
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or
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l ic
up

DevOps: A Culture of Sharing

D

with Gareth Rushgrove (2:19)

ot
N

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Internal DevOps Days

ib
tr
is
D
• Some organizations are replicating
the DevOps Days model as internal

or
events
• DevOps Days events give teams and

te
individuals an opportunity to learn,

a
share, discuss, engage and provide The format can include
input and feedback
l ic • Traditional 30-minute presentations
from internal and external resources
up

While most effective in a physical • Ignite (5 minute rapid-fire) topic-

location, internal DevOps Days can be specific sessions
D

conducted in a virtual environment. • Open Space break-out discussions on

suggested topics
ot
N

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is
D
or
DISCUSSION

a te
What’s your Open Space topic?
l ic
up
D
ot
N

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tr
is
D
or
te
DevOps in the Enterprise
a
l ic
up
D
ot
N

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CASE STORY: Disney

ib
tr
“There’s no secret to creating

is
digital magic. We keep moving “The digital

D
forward, opening up new doors, expansion of business

or
means more work
doing more things because we’re
and firefighting.”
curious.”

a te
l ic Benefits
up
• 30 minutes to update 100 servers instead of 8 hours
• Less system drift
D

• Delivering continually and consistently

Jason Cox,
• Halved the cost whilst delivering more (movies)
ot

Director of Systems
Engineering
N

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is
D
or
te
Roles
a
l ic
up
D
ot
N

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Addressing the DevOps Skills Gap

ib
tr
is
• The demand for DevOps resources is Strategies

D
making it difficult for organizations to attract • Training and certification
and retain talent • Immersion/coaching

or
• The breakneck pace at which technologies programs
• Restructuring pay and

te
are evolving is making it difficult for
individuals to maintain a current skill set corporate culture

a
• Supplement internal teams
• Ensuring individuals have the needed soft
ic with outsourced talent
skills and are a good cultural fit adds to the
l
• Recruiting bonuses
up
hiring challenge
D

Today’s CIOs are looking for workers who can shift gears and
ot

adapt to changing technology.

N

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Differences of Perspectives of “Must-Have”

ib
tr
is
D
or
a te
l ic
up
D
ot
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ib
Skills and Characteristics of a DevOps Professional

tr
is
Skills Characteristics

D
• Business – Knowledge of business priorities and • Adaptable
processes • Customer-focused

or
• Technical – Specialist with broad generalist • Craftsmen
knowledge (T-shaped) – experience or at least
• Curious

te
an interest in writing code
• Data-driven
• Soft – Communication, collaboration, team

a
work • Engaged
ic
• Self-management – initiative, time and stress
l • Empathetic
management, self-motivation, focus • Transparent
up
D

Generalist technical knowledge includes an understanding of DevOps

practices, modern software engineering practices and modern architectures.
ot
N

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DevOps Roles • DevOps evangelist or leader

ib
• Software engineers, developers and

tr
testers
What other roles do • Release manager

is
you think should be • Environment manager

D
involved? • Product Owner
• Scrum Master

or
• Automation/continuous delivery
architect

te
• Build engineer

a
• Security engineer
l ic • Quality assurance (QA)/Experience
assurance (XA)
up
• DevOps operations engineer
• IT Support
D

• Site Reliability Engineer

• Agile Service Manager®
ot

• Agile Process Owner ®

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What is a DevOps Engineer?

ib
tr
is
• There is currently no ‘industry recognized’
job description or formal career track for a

D
DevOps Engineer
• As with the concept of a DevOps team,

or
the title has its pros and cons
• General characteristics include someone

te
who

a
• Wants to contribute his or her technical
talent to business and process improvement
ic
initiatives
l
• Is comfortable collaborating with others
up
• Wants to be in a workplace that promotes a
shared culture
D
ot
N

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tr
is
D
or
te
DevOps Leadership
a
l ic
up
D
ot
N

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Transformational Leadership

ib
tr
is
"The goal of leadership is not to

D
command, control, berate,
intimidate, and evaluate workers

or
through some set of contrived
metrics. Instead, the job of leaders is
to help organizations become better

te
at self-diagnosis, self-improvement,
and to make sure that local

a
discoveries can be translated and
converted to global improvements.”
l ic
up
Dr Stephen Spear cited by Gene Kim
in Beyond the Phoenix Project
The characteristics of transformational leadership
D

are highly correlated with IT performance and

employee Net Promoter Score (eNPS).
ot

From The State of DevOps Report 2017

N

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ib
Leading a Digital Transformation: According to Jason Cox (Disney)

tr
is
D
Crucial Ingredients Leadership Challenges

or
1. Collaboration - break down • The politics of command and
silos, mutual objectives control

te
2. Curiosity - keep • How new leadership can

a
experimenting ic take a company in a new
3. Courage - candor, direction
l
up

challenge, no blaming or • The blame bias of who versus

witch-hunting what
D
ot
N

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tr
is
D
or
te
Organizational Considerations
a
l ic
up
D
ot
N

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DevOps Organizational Structures

ib
tr
is
Some organizations are

D
• Assigning Ops liaisons to Dev/Scrum
teams

or
• Creating cross-functional product (vs.
project) teams

te
• Adopting matrix or market-oriented (vs.

a
function-oriented) structures
ic
• Creating shared Ops services that
l
up

support multiple Dev teams

D

There is debate about the pros

and cons of DevOps teams.
ot
N

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DevOps Teams (1)

ib
tr
is
The creation of DevOps departments or teams was a growing trend; 16% in 2014, 19% in 2015, and 22% in 2016, 27% of
2017/2018 and 26% 2019 State of DevOps survey respondents indicated they were part of a DevOps department.

D
DevOps teams:

or
• Expand upon the concept of an Agile or Scrum team
• Embed Dev and Ops skills into a single holistic group

te
• May be temporary or dedicated to a specific product
• May be cross-functional ‘tiger teams’ for short-term projects

a
• May evolve to provide shared services
l • ic
Have shared accountabilities
• Should adhere to the defined standards for development,
up
automation, risk and compliance that applies to all DevOps
teams
D

There is no ‘ideal’ structure for a DevOps team.

ot
N

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DevOps Teams (2)

ib
tr
is
Downsides of dedicated DevOps Teams:

D
• Less engagement across the IT value stream

or
• Risk of being another silo
• Dev and Ops wash their hands of

te
accountability

a
• DevOps activities become someone else's
l icproblem
up

Regardless of structure, a DevOps team should be flat,

D

with continuous engagement and the right balance of

people, practices and automation skills.
ot
N

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tr
is
D
or
te
Getting Started
a
l ic
up
D
ot
N

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ib
tr
“It’s a journey, not a silver bullet,

is
and leaders need to avoid

D
getting caught in analysis
paralysis. Start making the

or
changes, get the wins and let
the organization evolve.”

a te
Melissa Sargeant
l ic
up
D
ot
N

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Start Where You Are

ib
tr
• Get clear on the business opportunity –

is
the ‘Why?’

D
“DevOps is not • Get the right people together
your why,

or
• Get everyone on the same page
not your co-
workers’ why, • Invest in training and skills development

te
certainly not your • Build capabilities that lead to lasting

a
business’ why.” change
Damon Edwards
l ic • Focus on critical behaviors
up
• Experiment and learn
• Consolidate gains and produce more
D

change
ot

• Avoid inertia
N

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Learn by Doing

tr
is
• Create a pilot where you can maximize the probability of

D
success

or
• It should be small enough where
• Success is apparent and understood

te
• Consequences of failure aren’t so large that a mistake could shut
down the entire initiative

a
• It should be large enough that
l ic
• You can show proof of improvement
up

• You earn the right to make future improvements

D
ot
N

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Consolidate Gains and Produce More Change

tr
is
D
• Communicate successes, failures and lessons learned

or
• Document and make available reusable artifacts and
measurements

te
• Expand your cycles of improvement

a
ic
• Continuously invest in education
l
• Introduce advanced tools and techniques as needed
up
D
ot
N

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Anchor the Results

ib
tr
• Prove that the new way of doing things is better

is
• Reinforce new behaviors with incentives and

D
rewards

or
• Be prepared to lose some people along the way

te
• Reinforce the new culture with every new employee

a
l ic
up

“Change sticks when it becomes ‘the way

D

we do things around here’.”

ot

John. P. Kotter
N

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ut
ib
tr
is
D
or
te
Challenges, Risks & Critical
a
ic
Success Factors
l
up
D
ot
N
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Critical Success Factors

ib
tr
• Management commitment to culture change

is
• Creation of a collaborative, learning culture

D
• Training and continuous skills improvement

or
• Common values and vocabulary
• Systems engineering that spans Dev and Ops

te
• Meaningful metrics

a
•
l ic
A balance between automation and human interaction
up
• Application of agile and lean methods
• Open and frequent communication
D
ot
N

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ib
Challenges and Risks

tr
is
Overcoming these • Lack of commitment or clarity

D
challenges will require
organizational change. • Transforming a “them” and “us” culture

or
• Blending teams that are geographically
dispersed, unfamiliar with each other and may

te
include suppliers

a
• Lack of education, training and skill
ic
• Immature service management processes
l
up

• Inadequate technologies
D

• Poor communication
ot
N

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Your Biggest Challenge for the Expansion of DevOps?

ib
tr
is
5%

D
Information Issues

or
50%

te
People Issues 37%
a
Process
l ic Issues
up

8%
D

Technology Issues
ot
N

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Module 8: SHARING, SHADOWING & EVOLVING

ib
tr
is
D
or
EXERCISE

te
Your DevOps Experiment (Personal Action
a
Plan) l ic
up
D
ot
N
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ib
Module 8: Quiz

tr
is
1 Who provides 'lofts' as an immersive a) Amazon
experience? b) IBM
c) Google

D
d) Puppet

or
2 What's an 'Ignite' in the context of DevOps a) A key note
Days? b) A 30 minute presentation
c) A 5 minute topic specific session
d) A breakout session

te
3 Why does Disney keep doing more things? a) Impatient

a
Because they're: b) Competitive
c) Curious
l ic d) Courageous

4 What's the ideal structure for a DevOps team? a) Matrix

up
b) Market oriented
c) There isn't one
d) Cross functional
D

5 According to Gartner, what is the most a) People

common challenge for organizations adopting b) Information
ot

DevOps principles? c) Process

d) Technology
N

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ib
Module 8: Quiz Answers

tr
a) Amazon

is
1 Who provides 'lofts' as an immersive
experience? b) IBM
c) Google

D
d) Puppet

or
2 What's an 'Ignite' in the context of DevOps a) A key note
Days? b) A 30 minute presentation
c) A 5 minute topic specific session
d) A breakout session

te
3 Why does Disney keep doing more things? a) Impatient

a
Because they're: b) Competitive
c) Curious
l ic d) Courageous

4 What's the ideal structure for a DevOps team? a) Matrix

up
b) Market oriented
c) There isn't one
d) Cross functional
D

5 According to Gartner, what is the most a) People

common challenge for organizations adopting b) Information
ot

DevOps principles? c) Process

d) Technology
N

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Summary

tr
is
D
DevOps enables companies to deliver better software faster

or
and more reliably by…
• Improving communication, collaboration and the integration of

te
processes and tools across the IT value stream

a
• Automating the process of software delivery and infrastructure
ic
changes
l
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