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

Learning from History

There are many lessons we can learn from the Kodak story:

  • Organizations must adapt to their changing customer needs.

    This is easier said than done. Human understanding and cognition are heavily influenced by our cultural beliefs and upbringing. We just don't see what others see. In some ways, this is what happened at Kodak. Their background and company history were from a chemical engineering viewpoint; indeed, Eastman Chemicals (which was spun off from Kodak) is still a very successful company today. At the time, Kodak's management was incapable of seeing the transformative change to the user experience that digital photography represented.

  • The Kodak story shows us that innovative change can come from anywhere within an organization.

It often requires a different point of view from leadership for internal views to be promoted successfully as a business strategy. The old command and control structures themselves need to change...