19,99 €
Mehr erfahren.
- Herausgeber: Books on Demand
- Kategorie: Wissenschaft und neue Technologien
- Sprache: Englisch
DevOps is on everyone's lips. The combination of agile development approaches such as Scrum, Kanban, Extreme Programming or others with future-proof service management approaches seems to be the guarantee for success for modern IT organizations. Is this just the next fad in IT or is there actual optimization potential here and if so, what are the prerequisites and framework conditions that are important for this? The author, a proven expert for agile methods and DevOps, shows where DevOps can be used beneficially and which techniques and methods are target-oriented. This includes approaches such as Continuous Delivery as well as the concept of anti-fragility or the integration of approaches from Lean Thinking. This book is aimed at newcomers to the subject who want to gain a good overview and a basis for decision-making with little effort.
Das E-Book können Sie in Legimi-Apps oder einer beliebigen App lesen, die das folgende Format unterstützen:
Seitenzahl: 118
Veröffentlichungsjahr: 2021
Ähnliche
Introduction
Reasons for using DevOps
Realization of the business benefit (business value)
The Kano model
IT and business value
The VUCA world
External drivers
Organizational goals of DevOps
The obstacles
Principles and concepts of DevOps
The three ways
The first path: principles of flow
The second way: principles of feedback
The third way: principles of continuous learning
Mature technical skills and management practices
Technical practices
Management practices
C.A.L.M.S
DevOps and the organization
The DevOps culture
Transformational leadership
DevOps structures and the team
Processes and procedures
DevOps and other methods
ITIL and DevOps
Lean and DevOps
Agile and DevOps
15 basic DevOps practices
Voice of the Customer
Relationship Management
Lean Process Optimization
Value Stream Mapping (Value Stream Mapping)
Knowledge Management
Visual Management
Agile Project Management & Scrum
Shift Left Testing
Change Control
Service Configuration Management
Release & Deployment Management
Incident Management
Problem Management & Kaizen
Continual Improvement
Antifragility
Technology and automation
Automation for the deployment pipeline
Cloud technology and virtualization
Afterword
Literature list
Introduction
Unlike other methods and frameworks such as Scrum, Kanban, ITIL or similar, there is no "DevOps" with a generally accepted definition. Thus, there is neither a uniform - or at least leading - organization that represents the topic of DevOps nor defines what exactly is part of DevOps and what is not. In the German-speaking world alone, there are almost half a dozen certifiers, some of which award the same or similar DevOps titles and in turn require different examinations, which ask for different, sometimes even contradictory requirements or statements.
Nevertheless, there are some basic themes or principles that most DevOps statements contain - such as efficiency, collaboration, and improved communication. These are not things that many other frameworks and methodologies would not claim for themselves.
Now if we look at a few definitions of how authoritative institutions define DevOps, we find:
Peoplecert: "DevOps is a term of art that promotes the evolution of existing IT best practices from ITIL, Lean and Agile into an approach to development and operations that supports automation and continuous delivery and fosters a culture of collaboration and learning to help IT deliver business value better, faster and cheaper than ever before."
Wikipedia:"DevOps is a process of software development and delivery that emphasizes communication and collaboration between product management, software development, and operations professionals. DevOps supports this by automating and monitoring the processes of integrating testing and deployment through software. Further, it also automates and monitors infrastructure changes by creating a culture and environment where building, testing and releasing software can happen quickly, frequently and more reliably."
Gartner Group:"DevOps represents a shift in IT culture, a focus on rapid delivery of IT services by adopting agile and lean practices in the context of a systems-oriented approach. DevOps emphasizes people (and culture) and seeks to leverage collaboration between teams, from Operations and Development. DevOps implementation applies technology - specifically automation tools that can leverage increasingly programmable and dynamic infrastructure from a lifecycle perspective."
The problem is probably rooted in history. Unlike some methods or frameworks, even at the beginning of development there was not one organization or person who took the lead in the direction of standardization or developed a specific method. Rather, DevOps emerged from agile principles within software development, which sought greater collaboration and communication and the elimination of silo thinking.
Often cited as the beginning of the DevOps movement is a talk Flickr employees John Allspaw and Paul Hammond gave at the 2009 O'Reilly Velocity conference in San Jose, California, titled " 10 Deploys a Tag: Dev and Ops Collaboration at Flickr ".
The topic was clearly an issue of the day for people in different organizations around the world, and after a relatively short period of time, the Devopsdays conference was held in Ghent, Belgium, from where the term "DevOps" began to be perceived and used more widely.
At first glance, the absence of a uniform path and uniform procedural principles may be somewhat off-putting. At second glance, however, this actually also offers a strength for implementation. Instead of a standard set somewhere that is emulated, it is necessary to include one's own needs and the people involved. This can significantly increase the probability of choosing a suitable approach instead of a standard.
The concept of DevOps is broad, but almost everyone will agree that increased efficiency, collaboration and communication are positive changes. However, it's important to discuss the details with your team before implementation. Ideas like increased communication are pointless if each employee has a different approach to achieving them.
Companies that have successfully implemented DevOps include a myriad of small and medium-sized companies as well as global corporations such as Amazon, Netflix, Target, Walmart, Nordstrom, Facebook, Etsy, Adobe, NASA, Starbucks and Sony Picture Entertainment.
For the purposes of this book, we will characterize DevOps as follows: DevOps is a philosophy that promotes a set of principles, procedures or practices, and values with a focus on collaboration between development and operations. The prerequisite for this is a cultural change of the entire organization with the goal of promoting communication and collaboration. This involves balancing the demands of change with those of stability and predictability.
Reasons for using DevOps
Realization of the business benefit (business value)
Even if in reality some organizations live it differently: Business value is always defined by the customer and not by the supplier. It corresponds to the level at which a service or product meets - or exceeds - the customer's expectations. So the context in which DevOps is typically used would be defined as "business value is the level at which a service meets or exceeds the customer's expectations." 1With this, it is understood that different customers (groups) have different perceptions of business value based on their demands.
When we move in the context of services, a common view is to see business value as a combination of (service) quality, i.e. the extent to which the customer's requirements are met, costs, and the time in which a service is provided. In this context, business value is generally understood to be positive if the three dimensions are perceived to be balanced. It will quickly be seen that different customers apply very different standards in this respect. While some customers tend to be very price-sensitive and are prepared to make compromises in terms of quality or speed of service provision, others are very focused on maximum quality and are prepared to dig deeper into their pockets to achieve this. Others, on the other hand, are in a predicament and are prepared to pay virtually any price as long as their problem is solved.
The Kano model
The Kano model is an approach that helps visualize and better understand different customer preferences.
2
The Kano model distinguishes between five different types of customer perception of products or services:
"Basic characteristics that are so fundamental and self-evident that customers only become aware of them when they are not met (implicit expectations). If the basic requirements are not met, dissatisfaction results; if they are met, however, satisfaction does not result. The increase in benefit compared to differentiation from competitors is very small.
Performance characteristicsare aware of the customer, they eliminate dissatisfaction or create satisfaction depending on the extent of fulfillment.
Enthusiasm features,on the other hand, are benefits that the customer does not necessarily expect. They distinguish the product from the competition and generate enthusiasm. A small increase in performance can lead to a disproportionate benefit. The differentiation from the competition can be small, but the benefits enormous.
Irrelevant featuresare irrelevant to the customer, both when they are present and when they are absent. Therefore, they cannot cause satisfaction, but they also do not lead to dissatisfaction.
Rejection Features: Lead to customer dissatisfaction when present, but satisfaction when absent." 3
It may be that a feature is assumed to be a basic feature by one customer / one customer group, but is completely irrelevant for others, or that it is able to inspire. It is also to be expected that a former enthusiasm feature will, over time, become a performance feature or even a basic feature in the customer's perception. For example, several years ago it was an absolute wow feature to have a cell phone with a touch screen that no longer required separate dial keys. Today, most users take this for granted as a basic feature.
The measurement of customer expectations is carried out by means of interviews or other survey methods such as online surveys. In the process, each scenario is double-checked. Both functional and dysfunctional questions are asked, i.e. what if "X" - and what if "not X". From the combination, an assignment to a characteristic can be obtained.
Evaluation
From the combination of the answers to the functional and dysfunctional question the typification can be derived:
In order to remain attractive to customers as a provider of services, it is necessary to continually offer new features that stand out from the competition and thus to invest permanently in the development of new offerings and the updating of existing ones. This is the only way to remain attractive in the market as a service provider in the long term.
IT and business value
The contribution that IT makes to the realization of business value has increased continuously in recent years. This affects all three dimensions of the realization of business value:
Quality
Only a sufficient degree of quality control in the form of testing can ensure that a developed solution can be operated successfully. Undetected errors often lead to follow-up costs and expenses in operation and further development.
Implemented solutions must be supported by sufficient service to ensure that they can also be used in a targeted manner. The lack of sufficient service (scope/availability/quality) makes it difficult to deploy and expand the solution effectively.
Today, IT systems are rarely monolithically structured. Only by networking data and processes does real value often result. To realize this, the quality of data and interfaces in terms of correctness (as well as in terms of access speed) is of crucial importance.
Speed / Time
Speed in Implementation and in "Time To Market". The implementation of excessively large and complex processes delays the realization of customer benefits and the risk of errors with necessary rework. It always makes sense to reduce or split complexity as much as possible to enable fast implementation and reduced vulnerability.
Only a common understanding of priorities and a deep commitment to a common implementation goal will lead to timely realization of benefits and business value. Where this is not the case or implementation measures are not supported by all stakeholders, delays in implementation often result and, in the worst case, a reduction or even elimination of the opportunity to realize business value.
The resource situation for implementation and the ability to scale resources as needed is essential for rapid realization of business value.
Costs
A prerequisite for fast and cost-efficient implementation is sufficient prioritization and focus on beneficial requirements. If this cannot be ensured, it will in most cases have a negative impact on implementation and subsequent maintenance costs.
Many organizations have long recognized that they lose flexibility and the ability to react quickly to changes as the organization grows. Over time, the cost of internal coordination and communication becomes too great. It is also clear that the ongoing costs of maintaining the organization often shrink willingness and resources for innovation and further development, because corresponding processes face major administrative and organizational hurdles. It is therefore not surprising that many large corporations in particular outsource areas to startups in order to increase the speed of reaction on the one hand and also to save costs on the other.
Only if it can be ensured that the realization of services and the associated costs are offset by a corresponding benefit will investments be made in beneficial innovation.
The VUCA world
"VUCA" is an acronym for the English terms
volatility' (volatility),
uncertainty 'uncertainty',
complexity' and
ambiguity 'ambiguity'.
It describes difficult framework conditions of corporate governance. The term originated at the United States Army War College (USAWC) in the 1990s and was initially used to describe the multilateral world after the end of the Cold War. Later, the term spread to other areas of strategic leadership and to other types of organizations, from education to business.
A strategy for surviving in the VUCA world is also derived from the acronym, namely: vision 'vision', understanding 'understanding', clarity 'clarity', agility 'agility'." 4
The existence of a VUCA world is generally regarded as one of the biggest drivers for the emergence and ongoing development of agile approaches and methods. Technological change is constantly accelerating due to a complex variety of framework conditions. For example, more and more people with good education and international networking are participating in technological advancement both on the customer side (market, sales) and on the development side. This development is supported by ongoing technological development, which makes computing power and storage space available ever more cheaply and easily, and technological tools (computers, 3D printers, software, and many others) available ever more cheaply and quasi-globally. The product developments made available and the associated services must also keep pace with this ever faster and more comprehensive development. Globalization and automation are leading to an ever higher degree of automation, which in turn places greater demands on the training of those involved in the process as well as on the services they offer.
External drivers
A few of the most important development drivers in our context are:
Cloud technology: By being able - instead of investing in the purchase of technology - to obtain it from the cloud on an as-needed basis, even micro-enterprises all over the world find themselves able to use high technology to develop and offer products and services.
