Effective DevOps: Building a Culture of Collaboration, Affinity, and Tooling at Scale

Effective DevOps: Building a Culture of Collaboration, Affinity, and Tooling at Scale

Jennifer Davis, Katherine Daniels

Language: English

Pages: 410

ISBN: 1491926309

Format: PDF / Kindle (mobi) / ePub

Some companies think that adopting devops means bringing in specialists or a host of new tools. With this practical guide, you’ll learn why devops is a professional and cultural movement that calls for change from inside your organization. Authors Katherine Daniels and Jennifer Davis provide several approaches for improving collaboration within teams, creating affinity among teams, promoting efficient tool usage in your company, and scaling up what works throughout your organization’s inflection points.

Devops stresses iterative efforts to break down information silos, monitor relationships, and repair misunderstandings that arise between and within teams in your organization. By applying the actionable strategies in this book, you can make sustainable changes in your environment regardless of your level within your organization.

  • Explore the foundations of devops and learn the four pillars of effective devops
  • Encourage collaboration to help individuals work together and build durable and long-lasting relationships
  • Create affinity among teams while balancing differing goals or metrics
  • Accelerate cultural direction by selecting tools and workflows that complement your organization
  • Troubleshoot common problems and misunderstandings that can arise throughout the organizational lifecycle
  • Learn from case studies from organizations and individuals to help inform your own devops journey

Computer Networking: A Top-Down Approach (5th Edition)

Invitation to Computer Science (7th Edition)

Secrets of the Oracle Database

Fundamentals of Database Systems (4th Edition)

Multi-Agent Machine Learning: A Reinforcement Approach


















zation, a human error is seen as a jumping off point rather than an ending one, start‐ ing a discussion on the context surrounding the decision and why it made sense at the time. Blamelessness Blamelessness is a concept that arose in contrast to the idea of blame cultures dis‐ cussed previously. Though it had been discussed for years previously by Sidney Dek‐ 24 | Chapter 2: What is Devops? ker and others, this idea was really brought to prominence with John Allspaw’s post on blameless

excellent reflection of company intentions. Open sourcing software within companies encourages teams to contribute to each other’s projects rather than reinventing the wheel, and it exposes people, both individual 110 | Chapter 5: Tools: Selection and Implementation contributors and managers, to the benefits of open source collaboration. Contribu‐ ting to open source and using open source often go hand in hand as well. Teams that are used to the open source community are more likely to look

sys‐ tems allow developers and other non-operations engineers to gain a high-level under‐ standing of the systems they need. With there being so many tangible benefits to using infrastructure as code, it makes sense that it would be one of the first tools that companies pursuing a devops initia‐ tive would look into and need to decide upon. As mentioned earlier, tools can only be understood in use. Depending on the environment, the specific culture and beliefs of the environment can impact the

version control is pretty much asking for trouble when work gets lost and a bad set of changes goes live and has to be rolled back. And com‐ munication is present in every part of any job that involves working with other people at all. Beyond the basics there are several other types of tools that often come up in the pro‐ cess of creating, deploying, and running software. The absence of these other types of tools might not be as readily apparent as trying to work without version control, for

discrete understandable phases and milestones. Documentation alleviates knowledge lost when individuals leave or new employees join a project. With understandable discrete phases, project members can finish a phase of the project and pass on to other members at the significant milestones. Project manager Mary Lotz has argued that gathering and specifying all requirements in advance of any work being done is often the most difficult part of any software development project. Customers often don’t

Download sample