Business Problems & DevOps Solutions 

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devops 

Who is working at a SOFTWARE company? 

WHY? are you working at a software company? 

Are you using a VERSION CONTROL system? Which one? 

WHY? are you using version control? 

do you have DEVOPS? how do you do devops? 

common culture problems 

Absence of team identity Members do not feel mutually accountable to one another for the team’s objectives. Lack of commitment and effort, conflict between team goals and members’ personal goals, and poor collaboration. 

Difficulty making decisions Team members may be rigidly adhering to their positions during decision making or making repeated arguments rather than introducing new information. 

Poor communication Team members interrupt or talk over one another. Consistent silence from some members during meetings, allusions to problems but failure to formally address them, or false consensus (everyone nods in agreement without truly agreeing). 

More poor communication Mistrust between IT and the business team. The business does not feel like it has a good handle on what's happening with its projects, and starts trying to micromanage or force things to happen. 

Inability to resolve conflicts Conflicts can not be resolved when there are heightened tensions and team members make personal attacks or aggressive gestures. 

Lack of participation Team members fail to complete assignments. Poor attendance at team meetings or low energy during meetings. 

Lack of creativity The team is unable to generate fresh ideas and perspectives and doesn’t turn unexpected events into opportunities. 

Groupthink The team is unwilling or unable to consider alternative ideas or approaches. A lack of critical thinking and debate over ideas. Often happens when the team overemphasizes team agreement and unity. 

Ineffective leadership Leaders fail teams by not defining a compelling vision for the team, not delegating, or not representing multiple constituencies. 

common misunderstanding how IT works mistakes 

Common IT projects ● funded with capex ● have a start and an end ○ even agile projects ● expected delivery or ‘handover’ ● team moves to other project(s) ● delivery pressure 

Common IT project problems ● mass amnesia ● little incentive to invest in longevity ● cutting corners ● no need to live with results of decisions ● ops team under-resourced ○ supports multiple projects 

The "pregnant woman" mistake Project management often forget that “just because one woman can have a baby in nine months does not mean that nine women can have a baby in one month” Every person added to a project adds friction to the project as well. 

Wrong metrics The easier it is to collect a metric, the more likely that it's not measuring anything useful. “Tell me how you measure me, and I tell you how I behave.” 

Estimating times too far out Project manager who honestly think they know what pieces of functionality any given developer will be working on more than a month or two out are likely to be disappointed and mistaken. 

Estimating times too broadly Not breaking tasks down into small enough pieces. 

Failing to account for tasks A high chance that a broad estimate omits something important. 

Disconnected business priorities A wide gap between the priorities of projects within the development organization, the priority of the project in the view of the overall business, and the priority of the project in the eyes of the requester. 

Zombie Organisations Don’t be a ‘Zombie’ organisation by Steven Spear huffingtonpost.com/steven-spear/dont-be-a-zombie-organiza_b_3306513.html 

Constructing a wall of process For an overwhelmed development team, one of the natural reactions is to establish a lot of process to slow things down. 

The "hit-the-ground-running" myth Adding people to a project, it is tempting to assume that they can hit the ground running. No one hits the ground running in the world of software development, and those who say they do are mistaken. 

Multi-tasking Ask people to multi-task, the worse their work will be and the longer it will take. This applies to the minute-to-minute level as well as the hour-to-hour or day-to-day level. The more you demand from people, the more the wheels fall off. 

Interruptive interactions across your team Any interruption when a developer is in the middle of what they're doing is a big distraction, and it will take them a lot of time to remember what they were doing before. 

Neglect to test and code review Skip these two practices and chances are you'll probably release some code that will have to be reviewed and fixed within a day. 

Conway’s Law Any organization that designs a system (defined broadly) will produce a design whose structure is a copy of the organization's communication structure. www.melconway.com/Home/Conways_Law.html Melvin Conway, Datamation 1968 

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DevOps is a solution dvps.me/2015-state-of-devops-report 

Active Stakeholder Participation Fundamental philosophy of DevOps is that devs and ops must work closely together on a regular basis. 

Breaking Silos 

Automated Testing Agile software developers are said to be "quality infected" because of their focus on writing quality code and their desire to test as often and early as possible. 

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Integrated Configuration Management Dev teams apply CM at the application level, including production configuration issues. 

Integrated Change Management Ensuring a successful and meaningful evolution of the IT infrastructure to better support the overall organization. 

Continuous Integration The discipline of building and validating a project, through automated regression testing and sometimes code analysis whenever updated code is checked into the version control system. 

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Integrated Deployment Planning Take a cross-team approach to deployment planning due to the need for operations staff to work with all of your development teams. 

Continuous Deployment Continuous deployment extends the practice of continuous integration. With continuous deployment, when your integration is successful in one sandbox, your changes are automatically promoted to the next sandbox, and integration is automatically started there. 

Production Support The dev team will often be referred to as "level three support" for the application because they will be the third (and last) team to be involved with fixing critical production problems. 

Application Monitoring Monitoring application-specific functionality, such as what user interface (UI) features are being used by given types of users, instrumentation will need to be built into the applications. 

Automated Dashboards The practice of using automated dashboards is business intelligence (BI) for IT. 

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DevOps Is Really About Culture The primary critical success factor is to build a collaborative and respectful culture across your entire IT organization. 

We invite you to join Operations Israel Facebook group on on.fb.me/Ops-IL we are hiring at [email protected] Thank you! www.devops.co.il 

Reference: https://youtu.be/oM-Rzpz-yeM - #GoatOps explaining what #DevOps is about Ben Rockwood - SmartOS Operations https://www.youtube.com/watch?v=96PGoXHli3Q DevOps Solves Business Problems https://puppetlabs.com/blog/devops-solves-business-problems-gene-kims-top-aha-moments Benefits of DevOps http://newrelic.com/devops/benefits-of-devops The DevOps Lifecycle: Keep C.A.L.M and Carry On http://newrelic.com/devops/lifecycle 6 Common Causes of Conflict DevOps Sets Out to Solve http://devops.com/2015/02/06/6-common-causes-conflict-devops-sets-solve/ DevOps is not a technology problem. DevOps is a business problem. http://dev2ops.org/2010/11/devops-is-not-a-technology-problem-devops-is-a-business-problem/ 6 Challenges Facing DevOps and Operations Teams in 2015 https://blog.logentries.com/2014/10/6-challenges-facing-devops-and-operations-teams-in-2015/ What exact is DevOps? http://www.drdobbs.com/architecture-and-design/what-exactly-is-devops/240009147 Uncovering The DevOps Improvement Principles At Google (Randy Shoup) http://itrevolution.com/uncovering-the-devops-improvement-principles-behind-google-randy-shoup-interview/ Reinventing the Wheel (Randy Shoup) http://www.randyshoup.com/reinventing-the-wheel Don’t be a ‘Zombie’ organisation (Steven Spear) http://www.huffingtonpost.com/steven-spear/dont-be-a-zombie-organiza_b_3306513.html 

- https://twitter.com/cshl1/status/656267661043634176 http://www.amazon.com/dp/B003GIPEC2 The High-Velocity Edge: How Market Leaders Leverage Operational Excellence to Beat the Competition https://twitter.com/damonedwards/status/656240949681524736 https://twitter.com/joshcorman/status/656233898104373248 https://twitter.com/RealGeneKim/status/656231101162090496 https://twitter.com/RealGeneKim/status/656231787757047808 http://t.co/oR6DxH3026 - https://puppetlabs.com/blog/devops-culture-podcast - http://sysadvent.blogspot.co.il/2010/12/day-18-devops.html - http://sysadvent.blogspot.co.il/2010/12/day-22-devops-where-are-we-now-part-2.html - http://sysadvent.blogspot.co.il/2011/12/day-25-learning-from-other-industries.html - http://sysadvent.blogspot.co.il/2008/12/day-19-visibility-and-communication.html - https://docs.google.com/presentation/d/1kZ9PJzUoLPhhWTUtJSSYWKbOXYR6GgYqwIpxNrVZUcY/