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

Achieving Greatness

In Captain David Marquet's book, Turn the Ship Around,2 he defines leadership as embedding the capacity for greatness in the people and practices of an organization, and decoupling it from the personality.

Giving Intent

In it, he talks about his experience of being a captain of a nuclear submarine and how they learned not to follow the leader into disastrous situations. He vowed never to give another direct order but, instead, to set intent. Rather than giving instructions, give intent. Officers stopped requesting permission all the time, which meant psychological ownership shifted towards them. Marquet talks about the two pillars that supported this idea of giving control – technical competence and organizational clarity.

Moving Decisions to Where the Information Is

Moving the authority to make decisions to where the information is means, in the software space, software engineers can decide when to ship software and to do so when ready...