DASA samenvatting in de vorm van oefenvragen (r. 1.4.1)
H2 Devops Introduction 1
Emergence of Devops 1
Core Principles of DevOps 2
DevOps Agile Skills Association (DASA) 5
H3 Culture 6
Essence of a DevOps Culture 6
Key Elements of DevOps 8
Skill: Teambuilding and Collaboration 8
Skill: Continuous Improvement and Problem-Solving 9
Skill: Courage and Experimentation 10
Skill: Leadership and Feedback 11
Implementation of a DevOps-culture 12
H4: Organization 13
Organizational Model 13
Autonomous Teams 14
Architecting for DevOps 15
Governance 16
H5 Processes 18
Process Basics 18
DevOps in Relation to ITSM 18
Agile and Scrum 20
Optimizing Processes using Lean 23
Business Value Optimization and Business Analysis Using Story Mapping 25
H6 Automation 27
Automation Concepts: Automation for Delivery of Software 27
Automation concepts: Continuous Delivery Core Concepts 28
Automation Concepts: Continuous Delivery Automation Concepts 30
Automation concepts: Continuous Delivery Automation Focus Topics 31
Data Center Automation: Emergence of Cloud Technology and Principles 34
Data Center Automation: Cloud Services Concepts in a DevOps Organization 36
Data Center Automation: Automated Provisioning Concepts 37
Data Center Automation: Platform Product Characteristics and Application Maturity 38
H7 Measure and Improvement 39
Importance of Measurement 39
Choosing the right Metrics 39
Monitoring and Logging 41
,Legenda
<vraag> (paginanummer [ - paginanummer-tot])
Informatie/toelichting zonder vraag
Belangrijke te weten (denk ik) voor het examen
! Basiskennis. Dus belangrijk te weten (denk ik), en veelal te onthouden (rijtjes, definities,
etc.)
, H2 Devops Introduction
H2 Devops Introduction
Emergence of Devops
Welke problemen moeten worden opgelost om de Wall of confusion op te lossen? (10-11)
Gaat over de verschillen tussen dev- en ops-team:
Organizational Silo’s
Different Mindsets (change vs stability)
Different Implementations (verschillende werkwijze)
Different Tools
Lack of interest in Learning Other Tools (elk team denkt dat het de beste tools gebruikt)
Different Environments (OTA- en P-omgeving niet gelijk aan elkaar)
Loss of Work (errors en bugs leiden tot onnodige inspanningen)
Blame Game (naar elkaar wijzen bij incidenten)
Build Rollback (rollback’s door verschillende omgeving of niet-compatible tools etc.)
Disintegrated Processes (ITIL vs ASL vs COBIT vs Scrum)
No Feedback Loop (gebrek aan feedback leidt tot enkel toenemend onbegrip)
Wat is een Antifragile organisatie? (14)
“Antifragility is the ability of systems (or organizations) to get better as a result of shock,
disruptions or disorder.
Antifragility is about being the opposite of fragile. It means thriving on stressors”
Uit welke 3 ingredients bestaat een antifragile organisatie?
Management innovation (Human component back into focus)
Lean startup (Stop wasting people’s time)
DevOps (Accelerate innovation)
Noem per ingredient van een antifragile organisatie enkele karakteristieken. !
MANAGEMENT INNOVATION LEAN STARTUP DEVOPS
• Multiply funding for new • Implement experimentation • Continuous iterative innovation
initiatives systems • Embrace a culture of ‘Fail fast’
• Learn from the fringe • Experiment is a product • Make DevOps teams
• Community over hierarchy • Instill entrepreneurship responsible
• Employees first • Customer first • Empower employees to put
• Ensure transparency in decision • Validated learning customers first
making • Minimum Viable Bureaucracy • Short feedback loops &
• Kill bureaucracy (MVB)/Lean measure end-to-end
• Think competencies and • Think digital innovation • System thinking, crossing silos
platforms • Honor end customer value • Innovate digitally and use cloud
• Honor Web-inspired value • Self-management platforms
• Reinvent management • Pivot • Honor end customer value
• Speed • Self-management
• Flow
Human component back into Stop wasting people’s time Accelerate innovation
focus
Waar ligt bij DevOps de nadruk op? (16)
Een meer holistische aanpak en neemt de cultuur en de huidige operatie in overweging
Waar lig bij Lean Startup de focus op? (16)
op de methode van productontwikkeling
, H2 Devops Introduction
Wat is een High-performing IT-organisatie? (15)
“hight performing IT organizations deploy 30 times more frequently, have 200 times shorter
lead times, have 60 times fewer failures, and recover 16 times faster”
Noem 7 indicatoren (en ook de redenen om DevOps toe te passen) van een high-performing
IT-organisatie. (17)
1. Improved speed to market
Indicator: Lead time for changes
2. Continuous integration and delivery
Indicator: Release frequency, time to restore
3. Higher quality, fewer failures, and higher stability
Indicator: Fewer failures, change fail rates
4. Innovation and creativity
5. Increased employee engagement and job satisfaction
Indicator: Employee engagement and job satisfaction
6. Breaking down silos and eliminating waste; It is all about collaboration!
7. Resource and cost reduction
Core Principles of DevOps
Noem de 4 belangrijke punten waarop DevOps is gebaseerd en definieer een definitie van
DevOps (21-22)
Communicatie. Elkaars rol en uitdagingen beter begrijpen
Samenwerking voor een gezamenlijk doel. Zorgt voor betere kwaliteit en snellere releases
Geen overkoepelende autoriteit. Het is een beweging
DevOps kent geen eigenaar, het is een cultuur
DevOps is a CULTURAL and OPERATIONAL model that fosters COLLABORATION to
ENABLE high-performance IT to ACHIEVE business goals.
!
Agile vs Traditional development (23)
A value-driven
Traditional plan-
Plan Driven (Traditional) Value Driven (Agile) approach is about working
driven approach is about with a fixed amount of
following a plan where the Functionality Resources Time resources and time where the
amount of functionality is fixed amount of functionality that will
and resources and time are Fixed Quality be delivered is constantly
estimated (150) Quality estimated (151)
Estimated
Traditional Development Resources Time Functionality Agile Development
• Start with a complete • Every Sprint delivers
design working software that can
‘Activity-Focused’ (siloed): Traditional ‘Product-Focused’ (team): Agile
• Building is followed by be used in practice
testing the final product • Starts with delivering basic
• Finally, testing in practice functionality to which
• No feedback loops features are added
• Plan driven • Value driven
• Speciality Oriented • Work Oriented
• Functionally Organized • Team Organized
• Project Focused • Product Focused
• Work with Individuals • Work with Teams
Features of the product-focused approach:
• Responsibility of the Product team extended all the way into production
• All are responsible and accountable for a fully working product
H2 Devops Introduction 1
Emergence of Devops 1
Core Principles of DevOps 2
DevOps Agile Skills Association (DASA) 5
H3 Culture 6
Essence of a DevOps Culture 6
Key Elements of DevOps 8
Skill: Teambuilding and Collaboration 8
Skill: Continuous Improvement and Problem-Solving 9
Skill: Courage and Experimentation 10
Skill: Leadership and Feedback 11
Implementation of a DevOps-culture 12
H4: Organization 13
Organizational Model 13
Autonomous Teams 14
Architecting for DevOps 15
Governance 16
H5 Processes 18
Process Basics 18
DevOps in Relation to ITSM 18
Agile and Scrum 20
Optimizing Processes using Lean 23
Business Value Optimization and Business Analysis Using Story Mapping 25
H6 Automation 27
Automation Concepts: Automation for Delivery of Software 27
Automation concepts: Continuous Delivery Core Concepts 28
Automation Concepts: Continuous Delivery Automation Concepts 30
Automation concepts: Continuous Delivery Automation Focus Topics 31
Data Center Automation: Emergence of Cloud Technology and Principles 34
Data Center Automation: Cloud Services Concepts in a DevOps Organization 36
Data Center Automation: Automated Provisioning Concepts 37
Data Center Automation: Platform Product Characteristics and Application Maturity 38
H7 Measure and Improvement 39
Importance of Measurement 39
Choosing the right Metrics 39
Monitoring and Logging 41
,Legenda
<vraag> (paginanummer [ - paginanummer-tot])
Informatie/toelichting zonder vraag
Belangrijke te weten (denk ik) voor het examen
! Basiskennis. Dus belangrijk te weten (denk ik), en veelal te onthouden (rijtjes, definities,
etc.)
, H2 Devops Introduction
H2 Devops Introduction
Emergence of Devops
Welke problemen moeten worden opgelost om de Wall of confusion op te lossen? (10-11)
Gaat over de verschillen tussen dev- en ops-team:
Organizational Silo’s
Different Mindsets (change vs stability)
Different Implementations (verschillende werkwijze)
Different Tools
Lack of interest in Learning Other Tools (elk team denkt dat het de beste tools gebruikt)
Different Environments (OTA- en P-omgeving niet gelijk aan elkaar)
Loss of Work (errors en bugs leiden tot onnodige inspanningen)
Blame Game (naar elkaar wijzen bij incidenten)
Build Rollback (rollback’s door verschillende omgeving of niet-compatible tools etc.)
Disintegrated Processes (ITIL vs ASL vs COBIT vs Scrum)
No Feedback Loop (gebrek aan feedback leidt tot enkel toenemend onbegrip)
Wat is een Antifragile organisatie? (14)
“Antifragility is the ability of systems (or organizations) to get better as a result of shock,
disruptions or disorder.
Antifragility is about being the opposite of fragile. It means thriving on stressors”
Uit welke 3 ingredients bestaat een antifragile organisatie?
Management innovation (Human component back into focus)
Lean startup (Stop wasting people’s time)
DevOps (Accelerate innovation)
Noem per ingredient van een antifragile organisatie enkele karakteristieken. !
MANAGEMENT INNOVATION LEAN STARTUP DEVOPS
• Multiply funding for new • Implement experimentation • Continuous iterative innovation
initiatives systems • Embrace a culture of ‘Fail fast’
• Learn from the fringe • Experiment is a product • Make DevOps teams
• Community over hierarchy • Instill entrepreneurship responsible
• Employees first • Customer first • Empower employees to put
• Ensure transparency in decision • Validated learning customers first
making • Minimum Viable Bureaucracy • Short feedback loops &
• Kill bureaucracy (MVB)/Lean measure end-to-end
• Think competencies and • Think digital innovation • System thinking, crossing silos
platforms • Honor end customer value • Innovate digitally and use cloud
• Honor Web-inspired value • Self-management platforms
• Reinvent management • Pivot • Honor end customer value
• Speed • Self-management
• Flow
Human component back into Stop wasting people’s time Accelerate innovation
focus
Waar ligt bij DevOps de nadruk op? (16)
Een meer holistische aanpak en neemt de cultuur en de huidige operatie in overweging
Waar lig bij Lean Startup de focus op? (16)
op de methode van productontwikkeling
, H2 Devops Introduction
Wat is een High-performing IT-organisatie? (15)
“hight performing IT organizations deploy 30 times more frequently, have 200 times shorter
lead times, have 60 times fewer failures, and recover 16 times faster”
Noem 7 indicatoren (en ook de redenen om DevOps toe te passen) van een high-performing
IT-organisatie. (17)
1. Improved speed to market
Indicator: Lead time for changes
2. Continuous integration and delivery
Indicator: Release frequency, time to restore
3. Higher quality, fewer failures, and higher stability
Indicator: Fewer failures, change fail rates
4. Innovation and creativity
5. Increased employee engagement and job satisfaction
Indicator: Employee engagement and job satisfaction
6. Breaking down silos and eliminating waste; It is all about collaboration!
7. Resource and cost reduction
Core Principles of DevOps
Noem de 4 belangrijke punten waarop DevOps is gebaseerd en definieer een definitie van
DevOps (21-22)
Communicatie. Elkaars rol en uitdagingen beter begrijpen
Samenwerking voor een gezamenlijk doel. Zorgt voor betere kwaliteit en snellere releases
Geen overkoepelende autoriteit. Het is een beweging
DevOps kent geen eigenaar, het is een cultuur
DevOps is a CULTURAL and OPERATIONAL model that fosters COLLABORATION to
ENABLE high-performance IT to ACHIEVE business goals.
!
Agile vs Traditional development (23)
A value-driven
Traditional plan-
Plan Driven (Traditional) Value Driven (Agile) approach is about working
driven approach is about with a fixed amount of
following a plan where the Functionality Resources Time resources and time where the
amount of functionality is fixed amount of functionality that will
and resources and time are Fixed Quality be delivered is constantly
estimated (150) Quality estimated (151)
Estimated
Traditional Development Resources Time Functionality Agile Development
• Start with a complete • Every Sprint delivers
design working software that can
‘Activity-Focused’ (siloed): Traditional ‘Product-Focused’ (team): Agile
• Building is followed by be used in practice
testing the final product • Starts with delivering basic
• Finally, testing in practice functionality to which
• No feedback loops features are added
• Plan driven • Value driven
• Speciality Oriented • Work Oriented
• Functionally Organized • Team Organized
• Project Focused • Product Focused
• Work with Individuals • Work with Teams
Features of the product-focused approach:
• Responsibility of the Product team extended all the way into production
• All are responsible and accountable for a fully working product
