Dev ops developer (session 3)
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What is DevOps? It’s a fairly hot term in today’s application development and operations space,but there are many different definitions as to what DevOps really is. Ultimately, DevOps is abouthow teams build software, deploy software and maintain it throughout its lifecycle. There is nosingle, right answer to the question, but there are a number of tools and strategies that can helpcustomers adopt a winning DevOps process that allows dev and operations teams to moreproductive together.In this session, the audience will learn what DevOps is at a high level, provide strategies for howto implement a DevOps process that fits their organization’s needs and how the MicrosoftApplication Lifecycle Management (ALM) tooling can help with this. As part of the session,attendees can expect to learn how to set up the Microsoft ALM stack for their teams and how touse it effectively in their software development lifecycle, regardless of the role each individual plays on the team.
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Dev ops developer (session 3)
- 1. Agility and DevOps Etienne Tremblay Senior ALM Consultant, Imaginet ALM MVP
- 3. “DevOps is development and operations collaboration” “DevOps is treating your infrastructure as code” “DevOps is using automation” “Kanban for Ops?” “DevOps is feature switches” “DevOps is small deployments”
- 4. “It has been said that the only sustainable advantage in business is the ability for a company to learn faster and respond more effectively than its competitors (also known as business agility).” – CIO magazine
- 5. DevOps: the three stage conversation 3 Products2 Process1 People
- 6. Intro to DevOps practices New trend of practices for increasing flow of value to customers Backlog Requirements Plan Develop + test Release Monitor + learn Important for enterprises to understand to improve DevOps extends application lifecycle management (ALM) investments
- 7. Why DevOps? 1 2 3 4
- 14. Shorten cycle times Backlog Requirements Plan Develop + test Release Monitor + learn
- 20. Visual Studio Online and Team Foundation Server Automate your build process. Offload your builds to the pubic cloud with Visual Studio Online, or build on-premises with Team Foundation Server. Track build health over time.
- 21. Visual Studio Online and Team Foundation Server Use gated check-ins to trigger builds to validate each check-in. Batch multiple gated check-ins into one build to reduce wait time with “Merge and build up to”. Ensure your source code repository only contains buildable and tested code.
- 22. Test case management Create unit tests to validate the behavior of your methods. Use functional tests to ensure the application meets the business needs. Use acceptance tests to gain confidence that users will be able to complete key scenarios within the application.
- 23. Release management Create a single automated deployment process to use across all environments. Trigger deployments to specific environments from automated builds. Promote the same bits through the release process, automatically changing the configuration files for the different environments. Quickly enable continuous delivery
- 24. Release management Get view of application’s release and issue using ONE tool. Monitor the progress of each release. Identify issues and patterns with your application deployment Check the status of your releases
- 25. Release management Define which groups can create, edit, or view release templates. Flexibility to define approvals for each release stage. Define and limit the stage types for a given environment. Granular control for the entire release process Seamless integration with Visual Studio Build process
- 26. Release management Define the release workflow and its activities for each of your applications. Use deployment built-in actions or create your own. Use built-in actions or define your own Define release workflow and activities per environment
- 27. Release management Simple way to request and provide approvals. The defined approval can start, stop, approve, reject, restart, retry, abandon, or even reassign releases. Trigger actions based on approvals Simple way to request and provide approvals
- 28. Continuous integration with Azure Link Azure website to Visual Studio Online repository (requires login to Visual Studio Online). Visual Studio Online generates a simple build template that deploys on check-in to the Azure website. Build template can be updated, or customized through Visual Studio to modify build or deployment parameters.
- 29. Cloud consistency Microsoft Azure-consistent experiences and services in your data center. Utilize your investment in Windows Server and System Center. Deliver IT services through a rich self-service portal enabled by Windows Azure Pack.
- 34. Optimize resources Build templates to manage your configuration. Integrate them with Release Management to automate configuration of on-premises and public cloud environments. Parameters allow reuse of configuration templates.
- 36. Azure Simplify building applications for the public cloud for developers and IT professionals. Bring together all of the components of an application—across services from Microsoft and partners—into a single development and management experience.
- 37. Azure Gain access to free and paid services from the Gallery. Create modern applications more quickly and easily.
- 38. Azure See forecasted costs at a glance. Automatically calculate existing charges and estimates usage. Avoid surprises.
- 39. Azure Unify and simplify resource management. Create, manage, and analyze an entire application as a single resource group.
- 40. System Center Centralize fabric management across clouds. Plan for on-premises and public clouds capacity and support, including Azure. Immediately see the health, performance, and availability of your environment.
- 41. System Center Separate the signal from the noise with simple, powerful log management tools. Get deep visibility into your capacity. Investigate “what-if” scenarios, identify stale and over-allocated VMs, and plan your compute and storage needs.
- 42. I can develop, configure, and deploy across my entire infrastructure Cloud consistency Integrated with Release Manager for continuous deployment support. Change configuration through DSC. Supports template deployment for consistency across on-premises and public clouds. Traditional Virtualized Private cloud Public cloud
- 43. Desired state configuration Build templates to manage your configuration. Integrate them with Release Management to automate configuration of on-premises and public cloud environments.
- 44. Desired state configuration Parameters allow reuse of configuration templates.
- 45. Lab management Reduce the load of regression testing by running automated system tests suites during lab management builds. Provide rapid feedback on test results to resolve defects early in the development life cycle. Automated build-deploy-test support is built into Visual Studio Team Foundation Server.
- 46. Lab management Quickly set up complex virtual environments to a known good state for test execution and build automation. Use known environment sets for repeatable testing. Ensure identical network configurations every time. Validate system changes before they go into production.
- 47. Lab management Create a reliable and repeatable environment in minutes. Manage multiple configurations with Lab Management. Reduce the time required to test system changes.
- 48. System Center Automatic alerts whenever your application is not responding according to SLAs. Full IT operations intelligence across on-premises and public cloud infrastructure. Sharing data with Applications Insights and Team Foundation Server for greater collaboration and reduced mean time for detection. Automatic alerts with relevant contextual information Production incident alert in operations system
- 49. System Center Assign production incidents from System Center to the development team for investigation and resolution. Updates tracked through cycle if further action is required. Production incident alert in operations system Assign code related incidents to development Incident in development system Development system incident reference in operations tool
- 50. System Center Get actionable production diagnostics. Request additional diagnostics from operations Request for additional diagnostics in operations system
- 51. System Center Get actionable production diagnostics.. Generate IntelliTrace logs from within SCOM Actionable debugging using IntelliTrace logs IntelliTrace logs collected by operations in development system
- 55. Plan Develop & test Release Monitor & learn All stakeholders Developers & testers Operations
- 57. Challenges with requirement-driven development Hypothesis-driven development
- 60. Application Insights Create an account through Visual Studio Online. Add the extension in Visual Studio. Add Application Insights to new or existing projects.
- 61. Application Insights Log page views or features accessed. Log time spent on pages and features. Story any key/value pair you want to generate from user activity.
- 62. Application Insights Identify systemic issues and trends affecting application and infrastructure health. Prioritize new features, bug fixes, and strategic direction based on qualitative and quantitative data. Valuable data at your finger tips Validate your investments
- 63. System Center Identify systemic issues and trends affecting application and infrastructure health. Collect and search across multiple machine data sources from multiple systems to easily identify the root cause of operational issues. Prioritize new features, bug fixes, and strategic direction based on qualitative and quantitative data.
- 65. Next steps
- 66. Backlog Requirements Plan Develop + test Release Monitor + learn DevOps is very broad Our focus covers Stakeholder engagement process Source control and build Verification and detection Insight and learning Environments Deployments Release management and governance
Editor's Notes
- [Slide goal] N/A [Talk track] N/A
- [Slide goal] Establish what DevOps is, taking the perspective of some of the diverging process patterns that are commonly associated with DevOps, and converging on a single vew. [Talk track] In 2009 a group of engineers began the conversation about how to build better collaboration between the development teams that build software and the operations teams that run the software. This conversation quickly took on the moniker of “DevOps” – merging the words development and operations together as a way to suggest the importance of these two groups coexisting and collaborating. DevOps is meant to extend the conversations the industry has been having around Application Lifecycle Management (ALM) and Agile methodologies. For years the industry had been promoting ALM and Agile as best practices for building and delivering the right software at the right time. Most of this conversation had focused on creating a collaboration between the customer (or a customer advocate known as the Product Owner) and the engineering team that builds the software, with the goal of ensuring the right requirements are communicated and prioritized and feedback is captured and responded to quickly and frequently throughout the cycle. The conversation, and the ensuing product strategies, were focused on the development of the right software, but were absent in discussion how to ensure the same level of transparency, communication and collaboration between the development teams and the operations teams responsible for ensuring the software was running. The DevOps conversation is meant to address this gap in the conversation by extending the conversation to ensure transparency, communication and collaboration between development and operations teams. DevOps is getting significant attention in the industry. Many organizations don’t understand what DevOps is, however, and are not aware of how vendor DevOps tool offerings such as Microsoft’s can contribute to their IT performance. DevOps isn’t new to Microsoft; we have a strong vision in this space. DevOps capabilities have existed in different products for many years. We bring these rich capabilities together in a differentiated and integrated offering for enterprise customers looking for DevOps solutions on premises and in the cloud.
- [Slide goal] Introduce and define DevOps [Talk track] As an enterprise organization you want to understand the practices that you can use to improve your performance To transform to the faster, continuous cadence of value delivery, an enterprise needs to adopt modern (ALM) Agility and DevOps practices. Enterprises need to : Adopt agility while delivering with quality. These practices will extend throughout the full development lifecycle - from plan, through develop (including test), to release and operate in production. Scale to meet larger volume and variety of data, while sustaining application performance and reliability with integrated DevOps processes Continuous learning needs to occur throughout, to continually refine and improve both the development process and the applications being delivered. By employing integrated development and operational tools, an organization will be enabled to operate in continuous build, measure, and learn cycles.
- [Slide goal] Introduce and define DevOps as a three staged conversation around people, process and tools [Talk track] DevOps is a cultural movement within IT organizations that is focused on people/culture, process, and tools. People/culture is about brining people together in a collaborative fashion that enables cross-disciplined teams to work together more easily, share common goals, and focus on continuous experimentation to find new areas for improvement. Process is about finding ways to streamline efficiency and supporting feedback loops. All processes should be focused on delivering business value faster—keeping the flow of work focused on this. As organizations become better at delivering value, they should be implementing feedback loops to get feedback from the customer (internal and external), and finally they should begin to experiment continuously to find ways to improve their value delivery and get feedback Tools is focused on supporting the processes—delivering value faster, get feedback , and experiment. Microsoft has an ideal toolset to support the adoption of DevOps
- [Slide goal] Introduce and define DevOps [Talk track] DevOps is about improving how software is built, delivered, and operated – by enabling IT department to reduce cycle times, optimize the use of IT resources, and improve quality and availability. DevOps is a relatively new term; people refer to individual capabilities to automate the delivery pipeline as DevOps. However, DevOps is more than that. It is about increasing the scope of agility and it should be viewed as a team undertaking. It requires teams to look at their full lifecycle investments. At its core DevOps enables better software development and accelerating the last mile of delivery by focusing on: Shortening of cycle times DevOps practices enable organizations to shorten cycle times and increase the traceability and auditability of each release by increasing transparency and collaboration between development and operations teams, and by eliminating waste in current manual processes through automation. Optimization of resources DevOps practices enable organizations to efficiently manage environments in a way that supports self-service of environment provisioning/de-provisioning, controls costs, and uses the provisioned resources effectively, while minimizing security risks. Improving quality and availability DevOps practices help to identify defects early in the development cycle, identify the root cause of issues, and quickly test and deploy fixes. DevOps practices also help organizations capture rich telemetry on app performance and usage so teams can learn from the behavior of users to drive future priorities and investments.
- [Slide goal] Introduce and define DevOps – specifically, establish what customer challenges are driving the demand for an Agility and DevOps solution – Why DevOps? [Talk track] Successful companies understand that competitive advantage is a transient condition, and in order to continuously innovate in an era of digitized operations, they are writing their own software. Successful organizations see development of custom applications not as a craft that happens somewhere in a corner, disconnected from the business, but as a strategic process that generates value for the business. This leads them to see development from the perspective of a value chain where value does not materialize when outputs are delivered through requirements implementation, but when outcomes are realized through the right requirements being implemented, tested and deployed into production. More value, faster, is of course better – hence the focus on throughput/flow. Successful organizations tend to focus on organizational aspects (people), processes and tools that help them improve the flow of value and eliminate waste, so that they can be more effective. Successful organizations, ultimately: Adapt and learn – requirements are refined through a quick succession of feedback loops. More conservative organizations will do this through process patterns such as specification by example (behavior driven development, acceptance testing development or, simply, agile testing, are also used as terms to describe this pattern), where the business, developers and testers collaborate closely on refining the specification and continuously check (test) that the implementation is loyal to it. This is all relevant in the context of improving quality. More mature organizations will perform this checks directly in production, by observing the reaction to features by users. Some people refer to this as hypothesis driven development; it is also known by the moniker build-measure-learn. http://barryoreilly.com/2013/10/21/how-to-implement-hypothesis-driven-development/ Shorten total cycle time. Adapting and learning as a goal informs this. Knowledge, no matter how formal the requirements and specification definition process is, is mostly tacit. For learning to happen in a meaningful way, feedback loops are better when shorter. Shorter cycle time is also directly (and quite often inversely proportional in a non-linear way) to quality; Value realized sooner (shorter lead time) is by definition higher value. Also, shorter cycles impose smaller batches of work, which in turn (as researched and documented by queuing theory) also has a positive (non-linear) effect on quality (quality, in this context, is defined as structural and functional – valuable software is more likely to manifest when executing in short cycles than in long phases). Eliminate waste. Short cycle times demand removal of wasteful activities. Spending days promoting code to the acceptance testing environment is not conducive to fast feedback loops and shortened lead time to value. Optimized use of resources (i.e.: environment provisioning) is an attribute common in successful and high performing organizations. Collaborate. Reduce risk. For shortened cycle times to be sustainable, safety is necessary. Availability and resilience (or better, anti-fragility) needs to be a key attribute of the product and the process. Monitoring and diagnostics tools are typically involved with this. More mature organizations will purposely inject faults into their production environment to practice detection, diagnosis and remediation processes. Practice makes perfect.
- [Slide goal] Introduce and define DevOps [Talk track] DevOps is about improving how software is built, delivered, and operated – by enabling IT department to reduce cycle times, optimize the use of IT resources, and improve quality and availability. DevOps is a relatively new term; people refer to individual capabilities to automate the delivery pipeline as DevOps. However, DevOps is more than that. It is about increasing the scope of agility and it should be viewed as a team undertaking. It requires teams to look at their full lifecycle investments. At its core DevOps enables better software development and accelerating the last mile of delivery by focusing on: Shortening of cycle times DevOps practices enable organizations to shorten cycle times and increase the traceability and auditability of each release by increasing transparency and collaboration between development and operations teams, and by eliminating waste in current manual processes through automation. Optimization of resources DevOps practices enable organizations to efficiently manage environments in a way that supports self-service of environment provisioning/de-provisioning, controls costs, and uses the provisioned resources effectively, while minimizing security risks. Improving quality and availability DevOps practices help to identify defects early in the development cycle, identify the root cause of issues, and quickly test and deploy fixes. DevOps practices also help organizations capture rich telemetry on app performance and usage so teams can learn from the behavior of users to drive future priorities and investments.
- [Slide goal] Introduce and define DevOps – specifically, establish what customer challenges are driving the demand for an Agility and DevOps solution [Talk track] Successful companies understand that competitive advantage is a transient condition, and in order to continuously innovate in an era of digitized operations, they are writing their own software. Successful organizations see development of custom applications not as a craft that happens somewhere in a corner, disconnected from the business, but as a strategic process that generates value for the business. This leads them to see development from the perspective of a value chain where value does not materialize when outputs are delivered through requirements implementation, but when outcomes are realized through the right requirements being implemented, tested and deployed into production. More value, faster, is of course better – hence the focus on throughput/flow. Successful organizations tend to focus on organizational aspects (people), processes and tools that help them improve the flow of value and eliminate waste, so that they can be more effective. Successful organizations, ultimately: Adapt and learn – requirements are refined through a quick succession of feedback loops. More conservative organizations will do this through process patterns such as specification by example (behavior driven development, acceptance testing development or, simply, agile testing, are also used as terms to describe this pattern), where the business, developers and testers collaborate closely on refining the specification and continuously check (test) that the implementation is loyal to it. This is all relevant in the context of improving quality. More mature organizations will perform this checks directly in production, by observing the reaction to features by users. Some people refer to this as hypothesis driven development; it is also known by the moniker build-measure-learn. Shorten total cycle time. Adapting and learning as a goal informs this. Knowledge, no matter how formal the requirements and specification definition process is, is mostly tacit. For learning to happen in a meaningful way, feedback loops are better when shorter. Shorter cycle time is also directly (and quite often inversely proportional in a non-linear way) to quality; Value realized sooner (shorter lead time) is by definition higher value. Also, shorter cycles impose smaller batches of work, which in turn (as researched and documented by queuing theory) also has a positive (non-linear) effect on quality (quality, in this context, is defined as structural and functional – valuable software is more likely to manifest when executing in short cycles than in long phases). Eliminate waste. Short cycle times demand removal of wasteful activities. Spending days promoting code to the acceptance testing environment is not conducive to fast feedback loops and shortened lead time to value. Optimized use of resources (i.e.: environment provisioning) is an attribute common in successful and high performing organizations. Collaborate. Reduce risk. For shortened cycle times to be sustainable, safety is necessary. Availability and resilience (or better, anti-fragility) needs to be a key attribute of the product and the process. Monitoring and diagnostics tools are typically involved with this. More mature organizations will purposely inject faults into their production environment to practice detection, diagnosis and remediation processes. Practice makes perfect.
- [Slide goal] Introduce and define DevOps styles or flavors [Talk track] We observe three DevOps ‘flavors’: WebOps: Companies and teams that have high levels of automation and deliver value incrementally and very frequently (often hourly). XBOX Live or Bing are good internal examples. Facebook is arguably the poster child of WebOps. Some people refer to these organizations as ‘unicorns’. NoOps: Small teams quite often have no dedicated operations function. In such teams, it is frequently the developers whom perform operational work. It is common to see this pattern in startup internet companies. Enterprise DevOps: Larger IT organizations, with separate and dedicated operations and development teams, focus on collaboration and sharing resources as well as artifacts in order to achieve higher value throughput, without sacrificing governance.
- [Slide goal] Introduce and define DevOps key measures of success, as they relate to goals of the IT organization. [Talk track] Organizations looking at implementing DevOps practices are balancing two important performance indicators: Agility – as defined by their ability to increase deployment frequency and reduce change lead time in order to react to dynamic business conditions and requirements. Reliability – as defined by their ability to reduce change fail rate and reduce the time it take to detect and repair production issues.
- [Slide goal] Introduce and define DevOps from the perspective of a key imperative driving the adoption of modern software lifecycle management practices: Increase the flow of value delivery. [Talk track] To transform to an accelerated and continuous cadence of value delivery, an organization needs to adopt modern ALM practices. IT organizations need to adopt an agile mindset and team structure across the board, while focusing un quality. Modern ALM practices will extend throughout the full development lifecycle - from planning, through developing and testing, to releasing and operating in production. Continuous learning also needs to occur throughout, to constantly refine and improve both the development process and the applications being delivered. By employing integrated development and operational tools, an organization will be enabled to operate in continuous build-measure-learn cycles. DevOps makes increasing the flow of value possible by focusing on: Shortening cycle times Optimizing resources Improving quality and availability Enabling continuous learning and hypothesis validation
- [Slide goal] Describe how DevOps enables organizations to increase the flow of value by focusing on shortening cycle times. [Talk track] N/A
- [Slide goal] Introduce and define DevOps from the perspective of a key imperative driving the adoption of modern software lifecycle management practices: Increase the flow of value delivery. [Talk track] To transform to an accelerated and continuous cadence of value delivery, an organization needs to adopt modern ALM practices. IT organizations need to adopt an agile mindset and team structure across the board, while focusing un quality. Modern ALM practices will extend throughout the full development lifecycle - from planning, through developing and testing, to releasing and operating in production. Continuous learning also needs to occur throughout, to constantly refine and improve both the development process and the applications being delivered. By employing integrated development and operational tools, an organization will be enabled to operate in continuous build-measure-learn cycles. DevOps makes increasing the flow of value possible by focusing on: Shortening cycle times Optimizing resources Improving quality and availability Enabling continuous learning and hypothesis validation
- [Slide goal] Describe how DevOps enables organizations to increase the flow of value by focusing on the elimination of waste as a means to achieve shorter cycle times. [Talk track] Waste in the delivery cycle - from idea to value, is a key area to focus on when shortening said cycle time. There are a number of areas where the potential for waste in the cycle is relatively higher, due to the type of work performed or the inherent wait times. Releasing software. Each release inherently has work that needs to be performed each time by different groups of people that is often tedious and expensive. This “release tax” is arguably the main cause responsible for slowing down the delivery cycle. In spite of releasing software being an activity that gets done repeatedly, each release gets treated as a unique event with high risk that needs to be planned for. Planning work then further taxes the release process. Friction between development and operations teams. Where developers work in short time-boxed sprints, it is not uncommon to see them accumulate shippable units for longer periods of time because until operations opens a release window. This reflects a lack of balance between the imperative to be agile and the mandate to be reliable. Development teams are asked to deliver value quickly and operations teams are asked to minimize change to keep production stable and available to customers.
- [Slide goal] Describe how DevOps enables organizations to increase the flow of value by focusing on implementation of a continuous delivery pipeline as a means to achieve shorter cycle times. [Talk track] Continuous delivery is a set of process patterns that enable releases to be highly repeatable and frequent events for every environment - from development to test and ultimately to production. The goal of continuous delivery is to make releases a no-cost non-event, in order to give IT the ability to do them very frequently and no reasons not to.
- [Slide goal] Describe how DevOps enables organizations to increase the flow of value by focusing on adoption and implementation of continuous integration, a key process pattern of continuous delivery, as a means to achieve shorter cycle times. [Talk track] Continuous integration, one of the process patterns of continuous delivery, turns every commit to the source code repository into an instantiation of the release pipeline, where it becomes a candidate to be delivered to production.
- [Slide goal] Describe how DevOps enables organizations to increase the flow of value by focusing on adoption and implementation of continuous inspection, a key process pattern of continuous delivery, as a means to achieve shorter cycle times. [Talk track] Continuous inspection through automated unit, performance and acceptance tests reduces the amount of time necessary to build confidence in the release candidate, enabling it to move through the pipeline quickly.
- [Slide goal] Describe how DevOps enables organizations to increase the flow of value by focusing on adoption and implementation of continuous deployment, a key process pattern of continuous delivery, as a means to achieve shorter cycle times. [Talk track] As it moves through the pipeline, continuous deployment through automaton, enables the release candidate to be deployed to the various environments available to perform work at every stage, in a highly repeatable, low-risk way.
- [Slide goal] Describe how TFS’ and VSO’s build services play a role in shortening cycle time [Talk track] N/A
- [Slide goal] Describe how the gated check-in capability plays a role in eliminating waste by preventing unchecked code to be persisted into the active branch of the code repository. [Talk track] N/A
- [Slide goal] Describe how the test automation capability plays a role in shortening the delivery cycle. [Talk track] N/A
- [Slide goal] Describe how continuous delivery through release management reduces cycle time and mitigates the risk of deployments. [Talk track] N/A
- [Slide goal] Describe how continuous delivery through release management reduces cycle time and mitigates the risk of deployments, without sacrificing governance (focus on: visibility and traceability). [Talk track] N/A
- [Slide goal] Describe how continuous delivery through release management reduces cycle time and mitigates the risk of deployments, without sacrificing governance (focus on: control). [Talk track] N/A
- [Slide goal] Describe how continuous delivery through release management reduces cycle time by automating the deployment sequence. [Talk track] N/A
- [Slide goal] Describe how continuous delivery through release management reduces cycle time and mitigates the risk of deployments, without sacrificing governance (focus on: control). [Talk track] N/A
- [Slide goal] Describe how continuous integration through built-in and integrated Azure capabilities reduces cycle time and accelerates feedback loops. [Talk track] N/A
- [Slide goal] Describe how built-in and integrated Azure reduce waste inherent in heterogeneous infrastructure and services management, by providing a consistent platform for DevOps. [Talk track] N/A
- [Slide goal] Describe how DevOps enables organizations to increase the flow of value by focusing on optimizing resources. [Talk track] N/A
- [Slide goal] Describe how DevOps enables organizations to increase the flow of value by focusing on driving down waste as it relates to the use of resources. [Talk track] Infrastructure needed for developing and testing applications can often take a long time to be provisioned. Infrastructure is not regularly being de-provisioned immediately after it is no longer needed. Sometimes infrastructure for development and testing is being provisioned without involvement of the operations team, outside of IT governance. These are some of the more frequent issues affecting physical resources involved with the software management lifecycle, that drive waste up – both material and time wise. People developing and testing applications are directly involved with the repetitive task of manually deploying and configuring the application and its supporting infrastructure. This is drives waste up from a human resources perspective – quite possibly the most expensive resource one can waste. By optimizing the way infrastructure is provisioned and managed, and by automating the deployment process, organizations can drive waste down significantly, and in doing so, increase the flow of value.
- [Slide goal] Describe how DevOps enables organizations to increase the flow of value by focusing on driving down the cost of owning and managing infrastructure, a key aspect of waste reduction [Talk track] IT organizations have infrastructure spread across many different areas including on-premises, the public cloud, and third party hosted environments. The overall infrastructure is quite often not being utilized and operated as efficiently as it could be, resulting in higher cost of ownership, as well as impacting other processes that depend on this infrastructure. As efforts to optimize the provisioning and de-provisioning of infrastructure as well as application deployments through automation, organizations become more aware of the significant fluctuations in the utilization of these assets. Build servers, for instance, may go from having tens or hundreds of builds queued to sitting idol; test labs may go from being completely utilized with more testing waiting for free resources to being completely idol too. Eventually, organizations realize that having all the necessarily hardware on hand to support the peak load is not practical. Without way to scale the infrastructure up and down on demand, however, organizations are forced to prioritize some work streams over others.
- [Slide goal] Describe how DevOps enables organizations to increase the flow of value by focusing on driving down waste as it relates to the use of resources. [Talk track] Infrastructure needed for developing and testing applications can often take a long time to be provisioned. Infrastructure is not regularly being de-provisioned immediately after it is no longer needed. Sometimes infrastructure for development and testing is being provisioned without involvement of the operations team, outside of IT governance. These are some of the more frequent issues affecting physical resources involved with the software management lifecycle, that drive waste up – both material and time wise. People developing and testing applications are directly involved with the repetitive task of manually deploying and configuring the application and its supporting infrastructure. This is drives waste up from a human resources perspective – quite possibly the most expensive resource one can waste. By optimizing the way infrastructure is provisioned and managed, and by automating the deployment process, organizations can drive waste down significantly, and in doing so, increase the flow of value.
- [Slide goal] Describe how DevOps enables organizations to increase the flow of value by focusing on giving their teams the ability to provision infrastructure on demand through a self-service capability, a key aspect of waste reduction [Talk track] Having an production-like environment that can be quickly and easily self-provisioned for individual use as a development or test sandbox, is key to helping drive the type of agility that ultimately increases the flow of value. The cloud offers such a capability. In order to drive cost down, the cloud also enables team members to de-provision environments just as quickly, one a team member no longer needs it. The cloud, ultimately, is an enabler of efficiency and elimination of waste.
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- [Slide goal] Outline the capabilities of DSC [Talk track] Desired state configuration is a management platform in Windows PowerShell that enables deploying and managing configuration data for software services and managing the environment in which these services run. Desired state configuration provides a set of Windows PowerShell language extensions, Windows PowerShell cmdlets, and resources that you can use to declaratively specify how you want your software environment to be configured. It also provides a means to maintain and manage existing configurations. Practical applications: Following are some example scenarios where you can use built-in desired state configuration resources to configure and manage a set of computers (also known as target nodes) in an automated way: Enabling or disabling server roles and features. Managing registry settings. Managing files and directories. Starting, stopping, and managing processes and services. Managing groups and user accounts. Deploying new software. Managing environment variables. Running Windows PowerShell scripts. Fixing a configuration that has drifted away from the desired state. Discovering the actual configuration state on a given node. In addition, you can create custom resources to configure the state of any application or system setting.
- [Slide goal] Outline the capabilities of DSC [Talk track] N/A
- [Slide goal] Outline the capabilities of Lab Management [Talk track] N/A
- [Slide goal] Outline the capabilities of Lab Management [Talk track] N/A
- [Slide goal] Outline the capabilities of Lab Management [Talk track] N/A
- [Slide goal] Outline the capabilities of System Center as they relate to a DevOps solution [Talk track] Receive alerts when an application isn’t performing according to your thresholds.
- [Slide goal] Outline the capabilities of System Center as they relate to a DevOps solution [Talk track] N/A
- [Slide goal] Outline the capabilities of System Center as they relate to a DevOps solution [Talk track] Communication is a two-way street. Just as operations can use Team Foundation Server to communicate with developers, the dev team can use Team Foundation Server to request information, logs, and other diagnostic data from operations. As developers work through the issues, Team Foundation Server keeps operations informed of the status so everyone is always on the same page. Each tool is role-specific allowing development and operations to perform their individualized work, but both are backed by Team Foundation Server, ensuring transparency and collaboration.
- [Slide goal] Outline the capabilities of System Center as they relate to a DevOps solution [Talk track] Communication is a two-way street. Just as operations can use Team Foundation Server to communicate with developers, the dev team can use Team Foundation Server to request information, logs, and other diagnostic data from operations. As developers work through the issues, Team Foundation Server keeps operations informed of the status so everyone is always on the same page. Each tool is role-specific allowing development and operations to perform their individualized work, but both are backed by Team Foundation Server, ensuring transparency and collaboration.
- [Slide goal] Describe how DevOps enables organizations to increase the flow of value by focusing on improving quality and availability. [Talk track] N/A
- [Slide goal] Describe how DevOps enables organizations to increase the flow of value by focusing on improving quality and availability – specifically as it relates to the efforts involved with preventing escaping bugs [Talk track] Continuous inspection with automated checks and tests throughout the lifecycle is key to enabling teams to detect and remediate defects before customers encounter them in production. Continuous inspection practices are important as they contribute to driving down the risk of an accelerated delivery cadence. The bigger problems with defects that occur in production ultimately come to both: Diagnosing the cause of the defect Resolving the defect and getting the fixe to production quickly Continuous inspection throughout the lifecycle as well as production monitoring enable teams to detect and remediate defects before customers encounter them. Defining acceptance tests along with user stories increases likelihood of detecting a defect early in the lifecycle. Automated unit, performance and acceptance tests throughout the lifecycle improve the chances of detecting a defect before it goes to production. Availability and performance monitoring as well as alerting reduces the mean-time-to-detection (MTTD) if a defect does make it to production. Ensuring development and operations teams have access to the monitoring/alerting production data is vital to driving down MTTD.
- [Slide goal] Describe how DevOps enables organizations to increase the flow of value by focusing on improving quality and availability [Talk track] Continuous inspection throughout the lifecycle as well as production monitoring enable teams to detect and remediate defects before customers encounter them. Defining acceptance tests along with user stories increases likelihood of detecting a defect early in the lifecycle. Automated unit, performance and acceptance tests throughout the lifecycle improve the chances of detecting a defect before it goes to production. Availability and performance monitoring as well as alerting reduces the mean-time-to-detection (MTTD) if a defect does make it to production. Ensuring development and operations teams have access to the monitoring/alerting production data is vital to driving down MTTD.
- [Slide goal] Describe how DevOps enables organizations to increase the flow of value by focusing on hypothesis-driven development and continuous learning. [Talk track] N/A
- [Slide goal] Describe how DevOps enables organizations to increase the flow of value by focusing on improving how requirements are managed. Explain the challenges inherent in requirement-driven development to introduce hypothesis-driven development [Talk track] Requirements, as traditionally managed – starting with exhaustive gathering and analysis, quite often fail to act as proxies for customer value. Requirements, written based on what is believed the customer wants, don’t necessarily capture what the customer really needs, even when it is the customer itself that provides the requirement statements. The premise of modern requirements management approaches is that requirements should in many cases be treated like hypothesis, which need to be validated through experimentation. Requirements, in that case, are learned – not gathered or analyzed. This aligns well with the need to be effective, which is inherent in the definition of value. A team can be very efficient through many of the DevOps process patterns, and establish an accelerated flow of delivery, but unless something useful is being build, value will not be delivered. Learning is therefore a vital aspect of DevOps. Treating requirements like hypothesis and the experimentation that ensues, is one way of achieving validated learning.
- [Slide goal] Describe how hypothesis-driven development can contribute to delivering value [Talk track] Using a falsifiable hypothesis, a development team can implement an experiment and measure its impact. A hypothesis is a collection of falsifiable (aka testable) assumptions about how customers want to engage software and what (customer) outcomes will result from it By defining requirements as hypothesis the development team must build-in measuring tools to determine the success or failure of the experiment As feedback is gathered via the metrics that were instrumented, the development team can react and try new experiments
- [Slide goal] Describe how continuous learning can contribute to the flow of value [Talk track] Too often, determining the next set of investments is difficult. Without insights into what customers are really doing, experiencing and achieving, planning becomes mostly guessing - increasing the probability of making poor decisions. By having visibility to usage data, companies can prioritize and validate investment decisions allowing them to continuously learn and improve. Continuous learning and hypothesis-driven development share process patterns, as well as the tools to implement them.
- [Slide goal] Outline the capabilities of Application Insights [Talk track] N/A
- [Slide goal] Outline the capabilities of Application Insights [Talk track] By having access to data from different data points into one dashboard, development teams can identify systemic issues and trends affecting applications and overall infrastructure health. They can learn from usage data to make informed decisions based on qualitative and quantitative data.
- [Slide goal] Outline the capabilities of Application Insights [Talk track] By having access to data from different data points into one dashboard, development teams can identify systemic issues and trends affecting applications and overall infrastructure health. They can learn from usage data to make informed decisions based on qualitative and quantitative data.
- [Slide goal] Outline the capabilities of Application Insights [Talk track] By having access to data from different data points into one dashboard, development teams can identify systemic issues and trends affecting applications and overall infrastructure health. They can learn from usage data to make informed decisions based on qualitative and quantitative data.
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- Key goal of slide Talk about all the aspects of DevOps that we cover in our tools and maturity model and how they align with the application development life cycle. Slide Talk track Microsoft has solutions for implementing DevOps practices across the entire application life cycle with our products, platforms, and services. (next slide)
- [Slide goal] Highlight the fact that Microsoft owns the entire ecosystem and therefore it can provide deeper integration across the platform and tooling, while still allowing for third party extension and augmentation when and where desired [Talk track] Microsoft is in a unique position to support an organization’s adoption of DevOps practices – Microsoft provides collaboration solutions, development tools, testing tools, release management tools, monitoring tools and services, as well as an infrastructure platform – both on-premises and in the cloud. There is no competitor that can match this breadth of solutions, tools, services and infrastructure offerings. By owning all components of the DevOps ecosystem Microsoft can provide better integration between the tools and the platform and between the tools themselves, allowing organizations to spend less time configuring and managing tools and more time focusing on delivering value. By keeping the tools flexible and open, Microsoft still allows organizations to leverage existing investments in other tools. Microsoft continues to invest in all areas of this ecosystem, which is a key asset to its own engineering organizations too. This is another unique differentiating point – Microsoft is ideally positioned to learn first hand what works, what needs to be improved and what is lacking and make good investments. This first hand experience combined with things like User Voice, input from customers, and usage analytics gives Microsoft great insight and the ability to focus on what is needed most by its customer. Microsoft is in the best position in the industry to provide end to end tooling to support a strong DevOps practice.
- [Slide goal] Present the licensing components of the DevOps offering [Talk track] N/A
- [Slide goal] N/A [Talk track] N/A