Book Image

DevOps Culture and Practice with OpenShift

By : Tim Beattie, Mike Hepburn, Noel O'Connor, Donal Spring, Ilaria Doria
Book Image

DevOps Culture and Practice with OpenShift

By: Tim Beattie, Mike Hepburn, Noel O'Connor, Donal Spring, Ilaria Doria

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)
Free Chapter
2
Section 1: Practices Make Perfect
6
Section 2: Establishing the Foundation
11
Section 3: Discover It
15
Section 4: Prioritize It
17
Section 5: Deliver It
20
Section 6: Build It, Run It, Own It
24
Section 7: Improve It, Sustain It
27
Index
Appendix B – Additional Learning Resources

Visualize Measurable Outcomes

We have a lot of things we can now wmeasure. How can we tell if we have shifted the needle and made an appreciable difference to the status quo? Quite often, the key metrics and data are not visible to everybody in the room; they are hidden away behind a login on a computer.

To help solve this hidden data problem, we can make use of more information radiators, putting everything on walls around where the team works, using dashboards and large screens so we can visually represent all aspects of the delivery work. We can share all sorts of information that is useful to team members, stakeholders, and users alike. It can be physically presented on walls, windows, doors, and other flat surfaces and positioned in the line of sight of those people who will get value from consuming the information.

There are some interesting consequences of making information more accessible. These include better speed and accuracy of teamwork. Because the information...