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DevOps Culture and Practice with OpenShift

DevOps Culture and Practice with OpenShift

By : Tim Beattie, Mike Hepburn, Noel O'Connor, Donal Spring, Ilaria Doria
4.4 (7)
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DevOps Culture and Practice with OpenShift

DevOps Culture and Practice with OpenShift

4.4 (7)
By: Tim Beattie, Mike Hepburn, Noel O'Connor, Donal Spring, Ilaria Doria
Buy this Book

Overview of this book

DevOps Culture and Practice with OpenShift features many different real-world practices - some people-related, some process-related, some technology-related - to facilitate successful DevOps, and in turn OpenShift, adoption within your organization. It introduces many DevOps concepts and tools to connect culture and practice through a continuous loop of discovery, pivots, and delivery underpinned by a foundation of collaboration and software engineering. Containers and container-centric application lifecycle management are now an industry standard, and OpenShift has a leading position in a flourishing market of enterprise Kubernetes-based product offerings. DevOps Culture and Practice with OpenShift provides a roadmap for building empowered product teams within your organization. This guide brings together lean, agile, design thinking, DevOps, culture, facilitation, and hands-on technical enablement all in one book. Through a combination of real-world stories, a practical case study, facilitation guides, and technical implementation details, DevOps Culture and Practice with OpenShift provides tools and techniques to build a DevOps culture within your organization on Red Hat's OpenShift Container Platform.
Table of Contents (30 chapters)
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Preface
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Preface
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About DevOps Culture and Practice with OpenShift
1
Acknowledgements
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Acknowledgements
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On a personal level:
Lock Free Chapter
2
Section 1: Practices Make Perfect
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Section 1: Practices Make Perfect
3
1. Introduction — Start with Why
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1. Introduction — Start with Why
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Why — For What Reason or Purpose?
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Why Should I Listen to These Folks?
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Where Did This Book Come From?
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Who Exactly Is This Book For?
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Conclusion
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2. Introducing DevOps and Some Tools
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2. Introducing DevOps and Some Tools
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The Value Chain
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The Gaps
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People, Process, and Technology
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The Mobius Loop and the Open Practice Library
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Conclusion
5
3. The Journey Ahead
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3. The Journey Ahead
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A Story about Telling a Practice
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PetBattle – the Backstory
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What about Legacy Systems?
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Borrowing Brilliance
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What to Expect from the Rest of This Book?
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Conclusion
6
Section 2: Establishing the Foundation
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Section 2: Establishing the Foundation
7
4. Open Culture
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4. Open Culture
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Why Is It Important?
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Information Radiators
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Culture
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Motivation
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Social Contracts
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Stop the World
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Real-Time Retrospective
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Team Identity
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Radiate Everything
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Team Sentiment
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Inspect and Adapt
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PetBattle — Establishing the Cultural Foundation
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Conclusion
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5. Open Environment and Open Leadership
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5. Open Environment and Open Leadership
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The Kodak Problem
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Learning from History
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Open Leadership
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Changing an Organization
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Leading Sustainable Change
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Achieving Greatness
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Priority Sliders
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The Space
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Conclusion
9
6. Open Technical Practices – Beginnings, Starting Right
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6. Open Technical Practices – Beginnings, Starting Right
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Green from Go!
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Pair Programming and Mob Programming
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Containers and Being Container-Native
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Pipelines — CI or CD or CD²?
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Everything-as-Code
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Developer Workflows
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Conclusion
10
7. Open Technical Practices — The Midpoint
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7. Open Technical Practices — The Midpoint
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The Big Picture
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GitOps
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Testing Testing Testing!
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Emerging Architecture
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Observations from the Field
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Conclusion
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Section 3: Discover It
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Section 3: Discover It
12
8. Discovering the Why and Who
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8. Discovering the Why and Who
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The North Star
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Impact Mapping
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Human-Centered Design
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Conclusion
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9. Discovering the How
chevron up
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9. Discovering the How
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Event Storming
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Emerging Architecture
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The Non-Functional Map
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Discovering the Case for Continuous Delivery
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Conclusion
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10. Setting Outcomes
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10. Setting Outcomes
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What Is an Outcome?
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Differentiating between Primary Outcomes and Enabling Outcomes
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Creating a Discovery Map
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Conclusion
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Section 4: Prioritize It
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Section 4: Prioritize It
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11. The Options Pivot
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11. The Options Pivot
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Value Slicing
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Design of Experiments
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Impact and Effort Prioritization Matrix
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How-Now-Wow Prioritization
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The Design Sprint
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Forming the Initial Product Backlog
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Prioritization
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Product Ownership
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Advanced Deployment Considerations
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Research, Experiment, Implement
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Creating an Options Map
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Conclusion
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Section 5: Deliver It
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Section 5: Deliver It
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12. Doing Delivery
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12. Doing Delivery
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Waterfall
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The Birth of Agile
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Decision-Making Contexts
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The Definition of Ready
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Scrum
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The Definition of Done
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Bad Agile Smells
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Conclusion
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13. Measure and Learn
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13. Measure and Learn
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Metrics-Driven Transformation
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Where to Measure and Learn
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What to Measure?
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Visualize Measurable Outcomes
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Creating a Delivery Map
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Conclusion
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Section 6: Build It, Run It, Own It
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Section 6: Build It, Run It, Own It
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14. Build It
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14. Build It
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Cluster Resources
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Existing PetBattle Architecture
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Running PetBattle
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Argo CD
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Trunk-Based Development and Environments
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The Anatomy of the App-of-Apps Pattern
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Build It – CI/CD for PetBattle
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Jenkins–The Frontend
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Tekton–The Backend
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Which One Should I Use?
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Conclusion
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15. Run It
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15. Run It
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The Not Safe For Families (NSFF) Component
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Pipelines and Quality Gates (Non-functionals)
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Advanced Deployments
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Conclusion
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16. Own It
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16. Own It
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Observability
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Metadata and Traceability
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Alerting
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Service Mesh
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Operators Everywhere
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Conclusion
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Section 7: Improve It, Sustain It
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Section 7: Improve It, Sustain It
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17. Improve It
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17. Improve It
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What Did We Learn?
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Did We Learn Enough?
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"Just Enough" Leads to Continuous Everything
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Improve the Technology
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Long Live the Team
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Conclusion
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18. Sustain It
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18. Sustain It
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The Journey So Far
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Infectious Enthusiasm
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More Teams, More Application Products
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The Power of Three Iterations in Enablement
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Bolster the Foundations
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Sustaining the Technology
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The Double Mobius Loop – Platform and Application Product
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Conclusion
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Index
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Index
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Appendix A – OpenShift Sizing Requirements for Exercises
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Appendix A – OpenShift Sizing Requirements for Exercises
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How To Resize Storage in Your CRC Virtual Machine
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Appendix B – Additional Learning Resources
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Appendix B – Additional Learning Resources

The Non-Functional Map

Non-functional attributes help define the usability and effectiveness of the entire solution. The non-functional map is a tool to capture and articulate these non-functional requirements for the system that a team is striving to deliver. Most of the practices so far have focused on the functional aspects of a solution that relate to business features or functions that end users can directly relate to.

Non-functional requirements are broken down into areas represented by each segment on a canvas, which are examined and populated in turn as a group.

Figure 9.36: The non-functional wheel

We can use this mapping tool to gain a shared understanding of non-functional aspects of a system in a visually structured representation. On completion, you should have a good view of the key non-functional considerations for the solution. Mapping these visually can highlight where work is required to realize them.

It's a very simple practice...

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