EMBRACE DEVOPS - Chef

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EMBRACEDEVOPSYOUR GUIDE TO THE DEVOPS LIFESTYLEDevOps is both a cultural and a professional movement.Learn how Lean principles, a diverse workforce, and agood roadmap all help to build better products withgreater speed.chef.io awesome@chef.io

TABLE OF CONTENTSFoundations of DevOps .PAGE 3DevOps and the Lean enterprise .PAGE 5Forging connections among people with diverse skills .PAGE 6Establishing roadmaps and themes .PAGE 7Additional resources .PAGE 9chef.io awesome@chef.io

FOUNDATIONS OF DEVOPSDebates about what DevOps is have been going on for several years. However, rather than being a static entity, with a single definition,DevOps may be closer to a practice, with some underlying principles that remain constant, and with forms and applications that varyaccording to the experiences of the practitioners.A DEVOPS PRACTICE IS EASY TORECOGNIZEAn example of such a practice is kungfu. The name kungfudoes not denote fighting. Instead, kung can be translated aswork or achievement or merit. The word fu means man, butcan be taken in the sense of human. Translated, kungfu meansexcellence achieved through long practice of one’s skills.Even though there are many schools of kungfu, someone whopractices it is easy to recognize. The same is true of DevOps.Although there are many schools of DevOps, there are someunderlying principles that comprise the foundation for all ofthem.DEVOPS IS BOTH A CULTURAL AND APROFESSIONAL MOVEMENTA definition that describes DevOps as a whole is that it is achef.io awesome@chef.iocultural and professional movement, focused on how webuild and operate high velocity organizations, born from theexperience of its practitioners. Breaking this definition downinto its components:CHEFCONF KEYNOTE: Chef Style DevOps Kungfu DevOps is a cultural and professional movement, justlike heavy metal or hip hop is a culture, or otaku. It’s alsoa professional movement, just as lead guitarist, MC, oranimator are professions within their respective cultures. DevOps is about building high-velocity organizations.Everyone who practices DevOps is doing it to create thesetypes of companies. DevOps is born from the experiences of its practitioners.Although many people assume that the original DevOpspractitioners were web innovators, that’s not necessarily true.What does matter is that DevOps practitioners are alwayhoning their skills and looking for ways to improve.BLOG POST: The DevOps Engineer is an Optical Illustion

THE FIRST PRINCIPLE OF A DEVOPS PRACTICEThere are several principles that mark someone’s practice as a DevOps practice. The first principle is that: DevOps practitionersdesign products for the safety, contentment, knowledge and freedom of their peers and their customers.SafetySafety can mean human safety, it canmean safety of information. It can alsohave a broader meaning, which is theability of individuals to act without fear ofunintended consequences. DevOps buildsorganizations where people can expressthemselves without getting hurt.ContentmentContentment means being satisfied with thethings you have. Constant happiness is nota realistic goal for a DevOps practice. Youwill always have bad days. Contentment isa realistic goal. If you feel good about thepeople you work with, the systems you’rebuilding, and the outcomes you expect, youcan achieve contentment. Even on bad days,you’ll have a community of people you canrely on to help you get through.FreedomFreedom is the power to act or speakor think without hindrance or restraint.DevOps empowers people to act. DevOpsmeans that you trust the people in yourorganization, no matter what their job, andgive them the freedom to do what theyknow best.People over productsA final marker of DevOps practitioners isthat they put people over products andcompanies. DevOps practitioners, whenthey talk about what they’re doing and whythey’re doing it, talk about people beforethey talk about the company or the productsthe company makes. DevOps practiceprioritizes the human beings who are doingthe work.chef.io awesome@chef.ioKnowledgeAccess to knowledge is a leading indicatorof social progress. The goal isn’t to minimizethe amount of knowledge you need. Thegoal is to make sure people can access theknowledge they need when they need it.For example, can your engineers see therevenue the company generates and why?If they can’t, how can they even begin tounderstand what products and features willimprove the business?“DEVOPS PRACTITIONERSDESIGN PRODUCTS FOR THESAFETY, CONTENTMENT,KNOWLEDGE AND FREEDOMOF THEIR PEERS AND THEIRCUSTOMERS.

DEVOPS AND THE LEAN ENTERPRISEDevOps and Lean principles are complementary. While DevOps was born in the world of software, it embraces many aspects of Lean,which began as a way of streamlining manufacturing processes. Learn more about Agile Lean DevOps here.SIX BASIC LEAN PRINCIPLES YOU CAN USE TODAYHere are some Lean principles that you will want to incorporate into your DevOps practice, if you’re not already doing them.Eliminate waste. In the spirit of constantimprovement, always look for waysto eliminate waste. (In Lean, waste iscalled muda, which is a Japanese word.Many Lean concepts began at Toyota.)Constantly evaluate your process andask yourself, “What am I doing that I don’tneed to do?”Prefer pull systems to push systems.A pull system is driven by customer needas opposed to a push system, which usestop-down planning. Align your process andresources with market demand.Practice kaizen, or continuousimprovement. DevOps practitioners arealways examing their process and trying tomake it better.Practice kaikaku. Kaikaku means radicalchange. There are times when continuousimprovement (kaizen) isn’t enough andyou need disruption.Work in small batches. Rather thanspending months developing a product andthen releasing it, with no input from yourcustomers, try releasing in small iterations,where each iteration represents a minimumviable product. With each iteration, you canincorporate feedback from your audienceso that you know you are satisfying marketdemand.Embrace failure. Both DevOps and Leanlook at failure not as an exceptional eventbut as a normal one. When you releaseiteratively and are constantly experimentingand incorporating feedback into yourproduct, failure is to be expected and is anopportunity to learn about what works andwhat doesn’t.chef.io awesome@chef.io

FORGING CONNECTIONS AMONG PEOPLE WITHDIVERSE SKILLSDevOps is about transforming the way our companies run and part of that transformation is understanding that our companies areabout people over products. In any company, you need human beings who do many different things. You need CEOs, you need salesreps, you need software developers, you need marketers, you need system administrators, the list goes on and on. All of these peopleare necessary and all of them bring their own talents and experiences to the table.GET TO KNOW THOSE YOU WORK WITHSTRONG CONNECTIONS MAKE BETTER PRODUCTSNot only do you need people with different job skills but youneed people from different backgrounds, from different partsof the globe, and people who’ve done odd things in their lives.All these different perspectives feed back into each other andthe more diverse the pool of people, the better the outcomefor the company.Aside from making your company a better place to work, thereis another very practical reason to broaden your network.Someday you’re going to have a big idea that you know willreally move the needle on your business.To practice DevOps, you also need to form bonds with thosepeople in our company who are different from us. You can dothis in very straightforward ways. Take someone out to lunchwho doesn’t do what you do. Ask them about what they do. Doyou know what your sales reps actually do? Do you know whythey do what they do? Let’s get even more basic. Do you evenknow the names of your sales reps?chef.io awesome@chef.ioTo make that idea happen, you’re going to need feedback andconsensus from people who work in many different areas ofyour company. All the bonds you’ve formed company wide willcome into play.As you circulate your plan it transmutes and becomes notjust your plan but the sales team’s plan, and the businessdevelopment teams plan and the operation team’s plan.Everyone has a sense of ownership and is invested in seeingthe plan succeed.It’s possible to see a plan fail because your bonds are notinclusive enough. Build consensus for projects by prioritizingthe people in your company.WEBINAR: Fueling the Love of Chef at Adobe

ESTABLISHING ROADMAPS AND THEMESTo begin, every product needs a strong value proposition. In other words, it should be a product that people will love. Liking a productisn’t enough. Start by focusing on what customers need, not on what they want. A single customer might be adamant about needinga feature but if none of your other customers ask for it, it’s probably a feature that only the particular customer wants. If you have fiftycustomers asking for a feature, it’s something your customers need.DEFINE YOUR ROADMAPA roadmap can codify your thoughts about how best to discover what customers need and willlove. To create a roadmap:1. Start with your vision2. Align your vision withcustomer feedbackchef.io awesome@chef.io3. Balance innovation withcustomer needs4. Group the results of steps 1 through 3into themes, and associate each themewith an outcome5. Distill those themes intofeatures and validate thefeatures with your customersFor example, a theme on theChef roadmap was ecosystemdevelopment, and its outcome wasthat companies other than Chefshould sell Chef. Various peoplehad ideas on how to achieve thatoutcome, and those ideas becamethe features. Next, a team validatedthose features with customers. If thefeatures didn’t resonate, then theteam would come up with differentfeatures that could still fulfill theoutcome. The team would then doanother iteration with customers.

VALIDATE AND REFINE YOUR ROADMAPIn general, after you validate the roadmap with customers,your themes should hold, your outcomes may or may not hold,and the features will shift all the time.Be suspicious if, working backwards, your features don’tchange but your outcomes and your themes are no longertrue. You’re prioritizing features over the actual goals of yourroadmap.As you refine your roadmap, remember that identifying whatcustomers need is just one step toward building productscustomers love. Think about including features that fulfill avariety of customer expectations. (Note that the followingdiscussion of features is a simplification of the Kano model.)Some features customers need are so basic, they’re takenfor granted. However, if they’re not there, customers are veryunhappy.The next set of features to include are those that customersnotice. They’re happy if the features work and unhappy if theydon’t.However, to make customers truly love your product, includechef.io awesome@chef.iodelighters. Customers don’t expect to see these features, andare delighted when they are a part of the product.Finally, remember that the best way to create a great roadmapis to get feedback from a wide variety of people within yourcompany as well as a broad range of customers.WEBINAR: The DevOps JourneyWHITE PAPER: Continuous Automation for theContinuous EnterpriseBusinesses that embrace apps and digital businessas the new customer interface will be the leaders inthe coming years and will outperform their peers,industries, and markets.To become a disruptor and not be one of thedisrupted, businesses must deliver software atspeed, with efficiency and low risk.CONTINUOUSAUTOMATIONFOR THECONTINUOUSENTERPRISE

ADDITIONAL RESOURCESUSE CASESFURTHER READINGLearn more about how these companies implementedDevOps and the bottom lineIn this article, Dr. Nicole Forsgren argues that DevOps doesn’tjust positively impact the IT function, but also has a dramaticdecrease risk.Transformation at GannettFostering change at Hearst Business MediaRead the article Examining tools with a DevOps lensIn this article, Jennifer Davis tackles one aspect of thechallenge focusing on examining tools within the industrywith a DevOps lens.Read the article Open Source collaborationIn this article, Jennifer Davis digs into some of the technicalaspects of working with tools that enable automation andimprove our understanding, transparency, and collaboration.Read the article chef.io awesome@chef.ioLEARN MORE ABOUT CHEFCreate a modern software factory with Chef. Chef’scomprehensive suite of automation products canmanage it all--infrastructure, run-time environments,With Chef, cross-team collaboration at scale becomesa reality. The most enduring and transformativeinnovative software-driven organizations.www.chef.io

DevOps is about building high-velocity organizations. Everyone who practices DevOps is doing it to create these types of companies. DevOps is born from the experiences of its practitioners. Although many people assume that the original DevOps practitioners were web innovators, that’s not necessarily true.

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