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7 Table of Contents Introduction... 1 About This Book... 1 Icons Used in This Book... 2 Beyond the Book... 2 Chapter 1: What Is DevOps?... 3 Understanding the Business Need for DevOps... 3 Recognizing the Business Value of DevOps... 4 Enhanced customer experience... 5 Increased capacity to innovate... 5 Faster time to value... 6 Seeing How DevOps Works... 6 Develop and test against production-like systems... 6 Deploy with repeatable, reliable processes... 7 Monitor and validate operational quality... 8 Amplify feedback loops... 8 Chapter 2: Looking at DevOps Capabilities... 9 Paths to DevOps Adoption... 9 Plan and Measure Develop and Test Collaborative development Continuous testing Release and Deploy Monitor and Optimize Continuous monitoring Continuous customer feedback and optimization Chapter 3: Adopting DevOps People in DevOps DevOps culture Identifying business objectives Create an environment of sharing DevOps team... 18
8 vi DevOps For Dummies, IBM Limited Edition Process in DevOps DevOps as a business process Change management process DevOps practices Release planning Continuous integration Continuous delivery Continuous testing Continuous monitoring and feedback Continuous improvement Technology in DevOps Infrastructure as Code Delivery pipeline Development environment Build stage Package repository Test environment Stage and production environments Deployment automation and release management Deployment automation Release management Chapter 4: Solving New Problems with DevOps Cloud Technology Mobile Applications ALM Processes Multiple-Tier Applications Supply Chains The Internet of Things Chapter 5: Ten DevOps Myths DevOps Is Only for Born on the Web Shops DevOps Is Operations Learning How to Code DevOps Is Just for Development and Operations DevOps Isn t for ITIL Shops DevOps Isn t for Regulated Industries DevOps Isn t for Outsourced Development No Cloud Means No DevOps DevOps Isn t for Large, Complex Systems DevOps Is Only about Communication DevOps Means Continuous Change Deployment... 38
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11 Introduction DevOps (short for development and operations), like most new approaches, is only a buzzword for many people. Everyone talks about it, but not everyone knows what it is. In broad terms, DevOps is an approach based on lean and agile principles in which business owners and the development, operations, and quality assurance departments collaborate to deliver software in a continuous manner that enables the business to more quickly seize market opportunities and reduce the time to include customer feedback. Indeed, enterprise applications are so diverse and composed of multiple technologies, databases, end-user devices, and so on, that only a DevOps approach will be successful when dealing with these complexities. Opinions differ on how to use it, however. Some people say that DevOps is for practitioners only; others say that it revolves around the cloud. IBM takes a broad and holistic view and sees DevOps as a business-driven software delivery approach - an approach that takes a new or enhanced business capability from an idea all the way to production, providing business value to customers in an efficient manner and capturing feedback as customers engage with the capability. To do this, you need participation from stakeholders beyond just the development and operations teams. A true DevOps approach includes lines of business, practitioners, executives, partners, suppliers, and so on. About This Book In this book, I take a business-centric approach to DevOps. Today s fast-moving world makes DevOps essential to all enterprises that must be agile and lean enough to respond rapidly to changes such as customer demands, market conditions, competitive pressures, or regulatory requirements. If you re reading this book, I assume that you ve heard about DevOps but want to understand what it means and how your company can gain business benefits from it. This book is
12 2 DevOps For Dummies, IBM Limited Edition geared to executives, decision makers, and practitioners who are new to the field of DevOps, who seek more information about the approach, and who want to cut through the hype surrounding the concept to get to the meat of it. Icons Used in This Book You ll find several icons in the margins of this book. Here s what they mean. The Tip icon points out helpful information on various aspects of DevOps. Anything that has a Remember icon is something that you want to keep in mind. The Warning icon alerts you to critical information. Technical Stuff material goes beyond the basics of DevOps. It isn t essential reading, however. Beyond the Book You can find additional information about DevOps (and about IBM s approach to it) by visiting the following web pages: IBM DevOps Solution: DevOps the IBM approach (white paper): ibm.co/ 1a54r3m The Software Edge (study): IBM DevOps Products: jazz.net/products/devops
13 Chapter 1 What Is DevOps? In This Chapter Seeing a business need for DevOps Finding business value in DevOps Understanding DevOps principles Making any change in business as usual is always hard and usually requires an investment. So whenever an organization adopts any new technology, methodology, or approach, that adoption has to be driven by a business need. To develop a business case for adopting DevOps, you must understand the business need for it, including the challenges that it addresses. In this chapter, I give you the foundation you need to start building your case. Understanding the Business Need for DevOps Organizations want to create innovative applications or services to solve business problems. They may want to address internal business problems (such as creating a better customer relationship management system) or to help their customers or end-users (such as by providing a new mobile app). Many organizations aren t successful with software projects, however, and their failures are often related to challenges in software development and delivery. Although most enterprises feel that software development and delivery are critical, a recent IBM survey of the industry found that only 25 percent believe that their teams are effective. This execution gap leads to missed business opportunities.
14 4 DevOps For Dummies, IBM Limited Edition This problem is further amplified by a major shift in the types of applications that businesses are required to deliver, from systems of record to systems of engagement: Systems of record: Traditional software applications are large systems that function as systems of record, which contain massive amounts of data and/or transactions and are designed to be highly reliable and stable. Because these applications don t need to change often, organizations can satisfy their customers and their own business needs by delivering only one or two large new releases a year. Systems of engagement: With the advent of mobile communications and the maturation of web applications, systems of record are being supplemented by systems of engagement, which customers can access directly and use to interact with the business. Such applications must be easy to use, high performing, and, systems require rapid change to address customers changing needs and evolving market forces. Because systems of engagement are used directly by customers, they require intense focus on user experience, speed of delivery, and agility in other words, a DevOps approach. Systems of engagement aren t isolated islands and are often tied to systems of record, so rapid changes to systems of engagement result in changes to systems of record. Indeed any kind of system that needs rapid delivery of innovation requires DevOps. Such innovation is driven primarily by emerging technology trends such as cloud computing, mobile applications, Big Data, and social media, which may affect all types of systems. I discuss these emerging technologies in light of DevOps in Chapter 4. Recognizing the Business Value of DevOps DevOps applies agile and lean principles across the entire software supply chain. It enables a business to maximize the speed of its delivery of a product or service, from initial idea to production release to customer feedback to enhancements based on that feedback.
15 Chapter 1: What Is DevOps? 5 Because DevOps improves the way that a business delivers value to its customers, suppliers, and partners, it s an essential business process, not just an IT capability. DevOps provides significant return on investment in three areas: Enhanced customer experience Increased capacity to innovate Faster time to value I discuss all three areas in the following sections. Enhanced customer experience Delivering an enhanced (that is, differentiated and engaging) customer experience builds customer loyalty and increases market share. To deliver this experience, a business must continuously obtain and respond to customer feedback, which requires mechanisms to get fast feedback from all the stakeholders in the software application that s being delivered: customers, lines of business, users, suppliers, partners, and so on. In today s world of systems of engagement (see Understanding the Business Need for DevOps, earlier in this chapter), this ability to react and adapt in an agile manner leads to enhanced customer experience and loyalty. Increased capacity to innovate Modern organizations use lean thinking approaches to increase their capacity to innovate. Their goals are to reduce waste and rework and to shift resources to higher-value activities. An example of a common practice in lean thinking is A-B testing, in which organizations ask a small group of users to test and rate two or more sets of software that have different capabilities. Then the better-capability set is rolled out to all users, and the unsuccessful version is rolled back. Such A-B testing is realistic only with efficient and automated mechanisms such as those that DevOps facilitates.
16 6 DevOps For Dummies, IBM Limited Edition Faster time to value Speeding time to value involves developing a culture, practices, and automation that allow for fast, efficient, and reliable software delivery through to production. DevOps, when adopted as a business capability, provides the tools and culture required to facilitate efficient release planning, predictability, and success. The definition of value varies from organization to organization and even from project to project, but the goal of DevOps is to deliver this value faster and more efficiently. Seeing How DevOps Works The DevOps movement has produced several principles that have evolved over time and are still evolving. Several solution providers, including IBM, have developed their own variants. All these principles, however, take a holistic approach to DevOps, and organizations of all sizes can adopt them. These principles are Develop and test against production-like systems Deploy with repeatable, reliable processes Monitor and validate operational quality Amplify feedback loops I describe the principles in more detail in the following sections. Develop and test against production-like systems This principle stems from the DevOps concept shift left, in which operations concerns move earlier in the software delivery life cycle, toward development (see Figure 1-1).
17 Chapter 1: What Is DevOps? 7 Figure 1-1: The shift-left concept moves operations earlier in the development life cycle. The goal is to allow development and quality assurance (QA) teams to develop and test against systems that behave like the production system, so that they can see how the application behaves and performs well before it s ready for deployment. The first exposure of the application to a productionlike system should be as early in the life cycle as possible to address two major potential challenges. First, it allows the application to be tested in an environment that s close to the actual production environment the application will be delivered to; and second, it allows for the application delivery processes themselves to be tested and validated upfront. From an operations perspective, too, this principle has tremendous value. It enables the operations team to see early in the cycle how their environment will behave when it supports the application, thereby allowing them to create a fine-tuned, application-aware environment. Deploy with repeatable, reliable processes As the name suggests, this principle allows development and operations to support an agile (or at least iterative) software development process all the way through to production. Automation is essential to create processes that are iterative, frequent, repeatable, and reliable, so the organization must create a delivery pipeline that allows for continuous, automated deployment and testing. I talk more about delivery pipelines in Chapter 3.
18 8 DevOps For Dummies, IBM Limited Edition Frequent deployments also allow teams to test the deployment processes themselves, thereby lowering the risk of deployment failures at release time. Monitor and validate operational quality Organizations typically are good at monitoring applications and systems in production because they have tools that capture production systems metrics in real time. But they monitor in a siloed and disconnected manner. This principle moves monitoring earlier in the life cycle by requiring that automated testing be done early and often in the life cycle to monitor functional and non-functional characteristics of the application. Whenever an application is deployed and tested, quality metrics should be captured and analyzed. Frequent monitoring provides early warning about operational and quality issues that may occur in production. These metrics should be captured in a format that all business stakeholders can understand and use. Amplify feedback loops One goal of DevOps is to enable organizations to react and make changes more rapidly. In software delivery, this goal requires an organization to get quick feedback and then learn rapidly from every action it takes. This principle calls for organizations to create communication channels that allow all stakeholders to access and act on feedback. Development may act by adjusting its project plans or priorities. Production may act by enhancing the production environments. Business may act by modifying its release plans.
19 Chapter 2 Looking at DevOps Capabilities In This Chapter Understanding the reference architecture of DevOps Considering four paths to DevOps adoption The capabilities that make up DevOps are a broad set that span the software delivery life cycle. Where an organization starts with DevOps depends on its business objectives and goals what challenges it s trying to address and what gaps in its software delivery capabilities need to be filled. In this chapter, I look at a DevOps reference architecture and the various ways that it enables a business to use DevOps. Paths to DevOps Adoption A reference architecture provides a template of a proven solution by using a set of preferred methods and capabilities. The DevOps reference architectures discussed in this chapter help practitioners access and use the guidelines, directives, and other material that they need to architect or design a DevOps platform that accommodates people, processes, and technology (see Chapter 3). A reference architecture provides capabilities through its various components. These capabilities in turn may be provided by a single component or a group of components working together. Therefore, you can view the DevOps reference architecture, shown in Figure 2-1, from the perspective of the
20 10 DevOps For Dummies, IBM Limited Edition core capabilities that it s intended to provide. As the abstract architecture evolves to concrete form, these capabilities are provided by a set of effectively enabled people, defined practices, and automation tools. Figure 2-1: DevOps reference architecture. The DevOps reference architecture shown in Figure 2-1 proposes the following four sets of adoption paths: Plan and measure Develop and test Release and deploy Monitor and optimize In the following sections, I take a detailed look at these adoption paths. Plan and Measure This adoption path consists of one practice that focuses on the lines of business and their planning processes: continuous business planning. Businesses need to be agile and able to react quickly to customer feedback. Consequently, many businesses today employ lean thinking techniques. These techniques involve starting small by identifying the outcomes and resources
21 Chapter 2: Looking at DevOps Capabilities 11 needed to test the business vision or value, and then continuously adapting and adjusting based on customer feedback. To achieve these goals, organizations measure progress, find out what customers really want, and then shift direction by updating their business plans accordingly, allowing them to make continuous trade-off decisions in a resource constrained environment. Develop and Test This adoption path involves two practices: collaborative development and continuous testing. As such, it forms the core of development and quality assurance (QA) capabilities. Collaborative development Software delivery efforts in an enterprise involve large numbers of cross-functional teams, including lines-of-business owners, business analysts, enterprise and software architects, developers, QA practitioners, operations personnel, security specialists, suppliers, and partners. Practitioners from these teams work on multiple platforms and may be spread across multiple locations. Collaborative development enables these practitioners to work together by providing a common set of practices and a common platform they can use to create and deliver software. One core capability included within collaborative development is continuous integration (see Figure 2-2), a practice in which software developers continuously or frequently integrate their work with that of other members of the development team. Figure 2-2: Collaboration via continuous integration.
22 12 DevOps For Dummies, IBM Limited Edition Continuous integration was made popular by the agile movement. The idea is for developers to regularly integrate their work with that of the rest of the developers on their team and then test the integrated work. In the case of complex systems made up of multiple systems or services, developers also regularly integrate their work with other systems and services. Regular integration of results leads to early discovery and exposure of integration risks. In complex systems, it also exposes known and unknown risks both technical and schedule-related. Continuous testing Continuous integration (see the preceding section) has several goals: Enable ongoing testing and verification of code Validate that the code produced and integrated with that of other developers and other components of the application functions and performs as designed Continuously test the application being developed Continuous testing means testing earlier and continuously across the life cycle, which results in reduced costs and shortened testing cycles and achieved continuous feedback on quality. This occurs by adopting capabilities like automated testing and service virtualization. Service virtualization is the new capability for simulation of production-like environments and makes continuous testing feasible. Release and Deploy Release and deploy forms the adoption path where most of the root capabilities of DevOps originated. Continuous release and deployment take the concept of continuous integration to the next step. The practice that enables release and deploy also enables the creation of a delivery pipeline (see Chapter 3). This pipeline facilitates continuous deployment of software to QA and then to production in an efficient, automated manner. The goal of continuous release and deployment is to release new features to customers and users as soon as possible.
23 Chapter 2: Looking at DevOps Capabilities 13 Most of the tooling and processes that make up the core of DevOps technology exist to facilitate continuous integration, continuous release, and continuous deployment. I discuss these topics in more detail in later chapters. Monitor and Optimize The monitor and optimize adoption path includes two practices that allow businesses to monitor how released applications are performing in production and to receive feedback from customers. This data allows the businesses to react in an agile manner and change their business plans as necessary. Continuous monitoring Continuous monitoring provides data and metrics to Operations, QA, Development, lines-of-business personnel, and other stakeholders about applications at different stages of the delivery cycle. These metrics aren t limited to production. Such metrics allow stakeholders to react by enhancing or changing the features being delivered and/or the business plans required to deliver them. Continuous customer feedback and optimization The two most important types of information that a software delivery team can get are data about how customers use the application and feedback that those customers provide upon using the application. New technologies allow businesses to capture customer behavior and customer pain points right as they use the application. This feedback allows different stakeholders to take appropriate actions to improve the applications and enhance customer experience. Lines of business may adjust their business plans, development may adjust the capabilities it delivers, and operations may enhance the environment in which the application is deployed. This continuous feedback loop is an essential component of DevOps, allowing businesses to be more agile and responsive to customer needs.
24 14 DevOps For Dummies, IBM Limited Edition
25 Chapter 3 Adopting DevOps In This Chapter Making people more efficient Streamlining processes Choosing the right tools Adopting any new capability typically requires a plan that spans people, process, and technology. You can t succeed in adopting new capabilities especially in an enterprise that has multiple, potentially distributed stakeholders without taking into consideration all three aspects of the capabilities being adopted. In this chapter, I discuss the people, process, and technology aspects of DevOps. Although the name DevOps suggests development- and operations-based capabilities, DevOps is an enterprise capability that spans all stakeholders in an organization, including business owners, architecture, design, development, quality assurance (QA), operations, security, partners, and suppliers. Excluding any stakeholder internal or external leads to an incomplete implementation of DevOps. People in DevOps This section addresses the people aspect of adopting DevOps, including creating the necessary culture.
26 16 DevOps For Dummies, IBM Limited Edition DevOps culture At its root, DevOps is a cultural movement; it s all about people. An organization may adopt the most efficient processes or automated tools possible, but they re useless without the people who eventually must execute those processes and use those tools. Building a DevOps culture, therefore, is at the core of DevOps adoption. A DevOps culture is characterized by a high degree of collaboration across roles, focus on business instead of departmental objectives, trust, and high value placed on learning through experimentation. Building a culture isn t like adopting a process or a tool. It requires (for lack of a better term) social engineering of teams of people, each with unique predispositions, experiences, and biases. This diversity can make culture-building challenging and difficult. Lean and agile transformation practices are at the core of DevOps, and if your organization has already applied these, they can be leveraged to help adopt a DevOps culture. Identifying business objectives The first task in creating a culture is getting everyone headed in the same direction and working toward the same goal, which means identifying common business objectives for the team and the organization as a whole. It s important to incent the entire team based on business outcomes versus conflicting team incentives. When people know what common goal they re working toward and how their progress toward that goal is going to be measured, there are fewer challenges from teams or practitioners that have their own priorities. DevOps isn t the goal. It helps you reach your goals. Chapter 4 highlights several new business challenges that DevOps addresses. Your organization can use those challenges as a starting point to identify goals that it wants to achieve; then it can develop a common set of milestones toward those goals for different teams of stakeholders to use.
27 Chapter 3: Adopting DevOps 17 Measuring culture is extremely difficult. How do you accurately measure improved collaboration or improved morale? You could take a direct measure of attitudes and team morale by taking surveys, but surveys can have a high statistical error rate, as teams usually are small. Conversely, you can take an indirect measure by tracking how often a Measuring culture development team member reaches out to a member of an operations or QA team to collaborate on resolving an issue without going through official channels or multiple layers of management. Collaboration and communication across stakeholders that s the culture of DevOps. Create an environment of sharing After identifying common business objectives, the next step in building a DevOps culture requires the leaders of the organization to work with their teams to create an environment and culture of collaboration and sharing. Leaders must remove any self-imposed barriers to cooperation. Typical measurements reward operations teams for uptime and stability, and reward developers for new features delivered, but they pit these groups against each other. Operations knows that the best protection for production is to accept no changes, for example, and Development has little incentive to focus on quality. Replace these measurements with shared responsibility for delivering new capabilities quickly and safely. The leaders of the organization should further encourage collaboration by improving visibility. Establishing a common set of collaboration tools is essential, especially when teams are geographically distributed and can t work together in person. Giving all stakeholders visibility into a project s goals and status is crucial for building a DevOps culture based on trust and collaboration. Sometimes, building a DevOps culture requires people to change. Those who are unwilling to change that is, to adopt the DevOps culture may need to be reassigned.
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Top five lessons learned from enterprise hybrid cloud projects Top performer highlights More than half of top performers give users access to selfservice provisioning across both private and public cloud
DevOps - en inngang til den Digtale Transformasjon Rapidly Deliver Exceptional Software Pål Dragseth June 2015 Applications Are Changing the World of Business 84% Video US internet traffic by 2018 $142B
IBM Global Services April 2008 Five best practices for deploying a successful service-oriented architecture Leveraging lessons learned from the IBM Academy of Technology Executive Summary Today s innovative
I D C M A R K E T S P O T L I G H T P r i va t e a n d H yb r i d C l o u d s E n a b l e New L e ve l s o f B u s i n e s s and IT Collaboration September 2013 Adapted from IDC Maturity Model: Cloud A
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Business white paper Four steps to better application management and deployment Table of contents 3 Executive summary 3 The challenges of manually managing application operations 4 How complexity plays
Position Paper Cross-Domain vs. Traditional IT for Providers Joseph Bondi Copyright-2013 All rights reserved. Ni², Ni² logo, other vendors or their logos are trademarks of Network Infrastructure Inventory
WHITE PAPER Automating Continuous Integration over Complex IT Infrastructure www.quali.com Introduction purpose of The Continuous Integration (CI) is to avoid a long, painful, waterfall integration process
Business white paper Best practices for implementing automated functional testing solutions Table of contents Contents 3 Introduction 3 Functional testing versus unit testing 4 The pros and cons of manual
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Cloud Services FOR DUMmIES IBM LIMITED EDITION by Judith Hurwitz, Marcia Kaufman, and Dr. Fern Halper Cloud Services For Dummies, IBM Limited Edition Published by John Wiley & Sons, Inc. 111 River Street
Optimizing IT to meet Business Objectives The role of Business Analysis, Project Management and ITIL V3 Figure 1 The role of IT in business is changing. Where IT was once a cost an arcane but necessary
Business white paper Best practices in project and portfolio management Practical advice for achieving greater value and business benefits Table of contents 3 Introduction 3 The importance of best practices
HP CLOUDSYSTEM A single platform for private, public, and hybrid clouds Simply the most complete cloud system for enterprises and service providers Solution brief It s a fact of life: cloud computing is
CloudCenter Full Lifecycle Management An application-defined approach to deploying and managing applications in any datacenter or cloud environment CloudCenter Full Lifecycle Management Page 2 Table of
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SharePoint as a Business Application, Not Just a Collaboration Tool Products, Projects, Services and Work in One System Published March, 2013 http://epmlive.com Contents Introduction...2 Common Uses of
VCE Word Template Table of Contents www.vce.com MANAGEMENT AND ORCHESTRATION WORKFLOW AUTOMATION FOR VBLOCK INFRASTRUCTURE PLATFORMS January 2012 VCE Authors: Changbin Gong: Lead Solution Architect Michael
Choosing the Right Project and Portfolio Management Solution Executive Summary In too many organizations today, innovation isn t happening fast enough. Within these businesses, skills are siloed and resources
PLATFORM-AS-A-SERVICE, DEVOPS, AND APPLICATION INTEGRATION An introduction to delivering applications faster CONTENTS 2 Introduction to PaaS 4 Private, public, and hybrid PaaS 6 Who uses PaaS? 8 DevOps
Managed SQL Server 2005 Deployments with CA ERwin Data Modeler and Microsoft Visual Studio Team Edition for Database Professionals Helping to Develop, Model, and Maintain Complex Database Architectures
Creative Shorts: The business value of Release Management Quality management for deployment and delivery A Creative Intellect Consulting Shorts Report Series (ALM) In this report, from our Creative Shorts
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Platform as a Service: The IBM point of view Don Boulia Vice President Strategy, IBM and Private Cloud Contents 1 Defining Platform as a Service 2 The IBM view of PaaS 6 IBM offerings 7 Summary 7 For more
Chapter 2 Anatomy of an Enterprise Software Delivery Project Chapter Summary I present an example of a typical enterprise software delivery project. I examine its key characteristics and analyze specific