The document discusses the concepts of agile infrastructure and agile practices. It begins by defining what agile means according to its original manifesto and principles. It then explores how agile has manifested in different roles and teams. The document notes that infrastructure is now code and the lines between development and operations are blurring. It provides examples of shared practices that cross boundaries. Finally, it discusses how the future requires automated infrastructure, collaboration between teams, and an ability to enable business needs through tools and culture.

1. Agile Infrastructure
A Story in Three Acts
Velocity 2009

2. Preface

3. Andrew Clay
Shafer

4. Andrew Clay
Shafer
A Villager...

5. Andrew Clay
Shafer
A Villager...
Programmer

6. Love working for startups
Andrew Clay
Shafer
A Villager...
Programmer

7. Love working for startups
‘Agile’ and stuff
Andrew Clay
Shafer
A Villager...
Programmer

8. Love working for startups
‘Agile’ and stuff
Reductive Labs
Andrew Clay
Shafer
A Villager...
Programmer

9. Love working for startups
‘Agile’ and stuff
Reductive Labs
Andrew Clay
Shafer
A Villager...
People behind Puppet
Programmer

10. Love working for startups
‘Agile’ and stuff
Reductive Labs
Andrew Clay
Shafer
A Villager...
People behind Puppet
Programmer
The rest is complicated...

11. 50% Agile

12. 50% Infrastructure

13. 50% Theory

14. 50% Practice

15. 50% History

16. 50% Future

17. 50% Rant

18. 50% Hope

19. 100% My Perspective

20. 100% My Perspective
Your Mileage May Vary...

21. Thanks

22. Thanks
Alistair Cockburn

23. Thanks
Alistair Cockburn
Brian Marick

24. Thanks
Alistair Cockburn
Brian Marick
Israel Gat

25. Thanks
Alistair Cockburn
Brian Marick
Israel Gat
Zhon Johansen

26. Thanks
Alistair Cockburn
Brian Marick
Israel Gat
Zhon Johansen
Kay Johansen

27. Thanks
Alistair Cockburn
Brian Marick
Israel Gat
Zhon Johansen
Kay Johansen
Salt Lake Agile Roundtable

28. Thanks

29. Thanks
Luke Kanies

30. Thanks
Luke Kanies
Teyo Tyree

31. Thanks
Luke Kanies
Teyo Tyree
Paul Nasrat

32. Thanks
Luke Kanies
Teyo Tyree
Paul Nasrat
James Turnbull

33. Thanks
Luke Kanies
Teyo Tyree
Paul Nasrat
James Turnbull
Paul Lathrop

34. Thanks
Luke Kanies
Teyo Tyree
Paul Nasrat
James Turnbull
Paul Lathrop
Adam Jacob

35. Thanks
Luke Kanies
Teyo Tyree
Paul Nasrat
James Turnbull
Paul Lathrop
Adam Jacob
Puppet Community

36. Act I
In The Beginning...

37. What Is
Agile?

38. Manifesto, 4 Values, 12 principles...

39. Manifesto, 4 Values, 12 principles...

40. Manifesto, 4 Values, 12 principles...

41. Manifesto, 4 Values, 12 principles...

42. Manifesto, 4 Values, 12 principles...

43. Manifesto, 4 Values, 12 principles...

44. Manifesto, 4 Values, 12 principles...

45. Manifesto, 4 Values, 12 principles...

46. Manifesto, 4 Values, 12 principles...

47. Manifesto for Agile Software Development
We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on
the right, we value the items on the left more.

48. Principles

49. Our highest priority is to satisfy the
customer through early and continuous
delivery of valuable software.

50. Welcome changing requirements, even late
in development. Agile processes harness
change for the customer's competitive
advantage.

51. Deliver working software frequently, from
a couple of weeks to a couple of months,
with a preference to the shorter timescale.

52. Business people and developers must work
together daily throughout the project.

53. Build projects around motivated
individuals. Give them the environment
and support they need, and trust them to
get the job done.

54. The most efficient and effective method of
conveying information to and within a
development team is face-to-face
conversation.

55. Working software is the primary measure
of progress.

56. Agile processes promote sustainable
development. The sponsors, developers,
and users should be able to maintain a
constant pace indefinitely.

57. Continuous attention to technical
excellence and good design enhances
agility.

58. Simplicity--the art of maximizing the
amount of work not done--is essential.

59. The best architectures, requirements, and
designs emerge from self-organizing teams.

60. At regular intervals, the team reflects on
how to become more effective, then tunes
and adjusts its behavior accordingly.

61. At regular intervals, the team reflects on
how to become more effective, then tunes
and adjusts its behavior accordingly.
(This is the sauce...)

62. What Is
Agile?

63. A marketing document

64. Act II
Manifestations

65. BUT What
Is Agile???

66. BUT What
Is Agile???
PLANNING

67. BUT What
Is Agile???
PLANNING ENGINEERING

68. BUT What
Is Agile???
PLANNING ENGINEERING
DEVELOPERS

69. BUT What
Is Agile???
PLANNING ENGINEERING
DEVELOPERS
PRODUCT
OWNERS

70. BUT What
Is Agile???
PLANNING ENGINEERING
DEVELOPERS
PRODUCT
OWNERS
TESTERS

71. BUT What
Is Agile???
PLANNING ENGINEERING
DEVELOPERS EXECUTIVES
PRODUCT
OWNERS
TESTERS

72. BUT What
Is Agile???
PLANNING ENGINEERING
DEVELOPERS EXECUTIVES
PRODUCT SYSTEM ADMINISTRATORS
OWNERS
TESTERS

73. BUT What
Is Agile???
PLANNING ENGINEERING
DEVELOPERS EXECUTIVES
PRODUCT SYSTEM ADMINISTRATORS
OWNERS DATABASE ADMINISTRATORS
TESTERS

74. BUT What
Is Agile???
PLANNING ENGINEERING
DEVELOPERS EXECUTIVES
PRODUCT SYSTEM ADMINISTRATORS
OWNERS DATABASE ADMINISTRATORS
TESTERS
NETWORK ENGINEERS

75. BUT What
Is Agile???
PLANNING ENGINEERING
DEVELOPERS EXECUTIVES
PRODUCT SYSTEM ADMINISTRATORS
OWNERS DATABASE ADMINISTRATORS
TESTERS
NETWORK ENGINEERS
DESIGNERS

76. BUT What
Is Agile???
PLANNING ENGINEERING
DEVELOPERS EXECUTIVES
PRODUCT SYSTEM ADMINISTRATORS
OWNERS DATABASE ADMINISTRATORS
TESTERS
NETWORK ENGINEERS
DESIGNERS
USABILITY EXPERTS

77. BUT What
Is Agile???
PLANNING ENGINEERING
CIRCLE OF HAPPINESS
DEVELOPERS EXECUTIVES
PRODUCT SYSTEM ADMINISTRATORS
OWNERS DATABASE ADMINISTRATORS
TESTERS
NETWORK ENGINEERS
DESIGNERS
USABILITY EXPERTS

78. BUT What
Is Agile???
PLANNING ENGINEERING
CIRCLE OF HAPPINESS
DEVELOPERS EXECUTIVES
PRODUCT SYSTEM ADMINISTRATORS
OWNERS DATABASE ADMINISTRATORS
TESTERS
NETWORK ENGINEERS
DESIGNERS
USABILITY EXPERTS

80. Pair Programming

81. Continuous
Pair Programming
Integration

82. Continuous
Pair Programming
Integration
Planning Poker

83. Continuous
Pair Programming
Integration
Planning Poker Refactor

84. Continuous
Pair Programming
Integration
Planning Poker Refactor
Simple Design
(YAGNI)

85. Continuous
Pair Programming
Integration
Planning Poker Refactor
Simple Design
(YAGNI)
Test Driven
Development

86. Continuous
Pair Programming
Integration
Planning Poker Refactor
Simple Design
(YAGNI) Sustainable Pace
Test Driven
Development

87. Continuous
Pair Programming
Integration
Planning Poker Refactor
Simple Design
(YAGNI) Sustainable Pace
Test Driven
Development
Small Releases

88. Continuous
Pair Programming
Integration
Planning Poker Refactor
Simple Design
(YAGNI) Sustainable Pace
Test Driven
Development
Small Releases
Shared Metaphor

89. Continuous
Pair Programming
Integration
Planning Poker Refactor
Simple Design
(YAGNI) Sustainable Pace
Test Driven
Development
Small Releases
Shared Metaphor Coding Standards

90. Continuous
Pair Programming
Integration
Planning Poker Refactor
Simple Design
(YAGNI) Sustainable Pace
Test Driven
Development
Small Releases
Shared Metaphor Coding Standards
Onsite ‘Customer’

91. Continuous
Pair Programming
Integration
Planning Poker Refactor
Simple Design
(YAGNI) Sustainable Pace
Test Driven
Development
Small Releases
Shared Metaphor Coding Standards
Onsite ‘Customer’ Collective Ownership

92. Dogma Sucks

93. Dogma Sucks
Do not seek to follow in the footsteps of
the wise. Seek what they sought.
--

94. The Tao that can
be spoken is not
the eternal Tao

95. Hold, Break, Leave

96. You are a special snow flake...

97. Just like everybody else...

98. Act III
The Future is Now

99. the way software is delivered
has changed a lot...

100. the way software is delivered
has changed a lot...
...AND THINGS ARE CHANGING FAST RIGHT NOW .

101. The End of
Shrink Wrap

102. The End of
Shrink Wrap
The infrastructure is
the application.

103. The End of
Shrink Wrap
The infrastructure is
the application.
The application is the
infrastructure.

104. The End of
Shrink Wrap
The infrastructure is
the application.
The application is the
infrastructure.

105. DEVELOPERS OPERATIONS

106. DEVELOPERS OPERATIONS

107. DEVELOPERS OPERATIONS

108. DEVELOPERS OPERATIONS

109. DEVELOPERS OPERATIONS

110. Infrastructure is Code!!!

111. Infrastructure is Code!!!
Give me an API or give me DEATH!

112. Infrastructure is Code!!!
Give me an API or give me DEATH!
Please?

113. Infrastructure is Code!!!
Give me an API or give me DEATH!
Please?
Do it for the children...

114. DEVELOPERS OPERATIONS

115. DEVELOPERS OPERATIONS

116. BOUNDARY OBJECTS
DEVELOPERS OPERATIONS

117. BOUNDARY OBJECTS
DEVELOPERS OPERATIONS
COMMUNITY OF INTEREST

118. BOUNDARY OBJECTS
DEVELOPERS OPERATIONS
COMMUNITY OF INTEREST

119. WWW .VISIBLEWORKINGS.COM/ANALOGYFEST/MARICK-BOUNDARY-OBJECTS.PDF
BOUNDARY OBJECTS
DEVELOPERS OPERATIONS
COMMUNITY OF INTEREST

121. Lack of awareness of other disciplines is bad...

122. Lack of awareness of other disciplines is bad...
Leads to over engineering...

123. Lack of awareness of other disciplines is bad...
Leads to over engineering... Leads to catastrophic failures...

124. Lack of awareness of other disciplines is bad...
Leads to over engineering... Leads to catastrophic failures...
Tools, knowledge, experience, discipline

125. Lack of awareness of other disciplines is bad...
Leads to over engineering... Leads to catastrophic failures...
Tools, knowledge, experience, discipline
Automated Infrastructure

126. Lack of awareness of other disciplines is bad...
Leads to over engineering... Leads to catastrophic failures...
Tools, knowledge, experience, discipline
Automated Infrastructure
Version Control Everything!

127. Lack of awareness of other disciplines is bad...
Leads to over engineering... Leads to catastrophic failures...
Tools, knowledge, experience, discipline
Automated Infrastructure
Version Control Everything! Collaborate

128. Lack of awareness of other disciplines is bad...
Leads to over engineering... Leads to catastrophic failures...
Tools, knowledge, experience, discipline
Automated Infrastructure
Version Control Everything! Collaborate
Shared Version Control

129. Lack of awareness of other disciplines is bad...
Leads to over engineering... Leads to catastrophic failures...
Tools, knowledge, experience, discipline
Automated Infrastructure
Version Control Everything! Collaborate
Shared Version Control
Don’t do work you don’t have to...

130. Lack of awareness of other disciplines is bad...
Leads to over engineering... Leads to catastrophic failures...
Tools, knowledge, experience, discipline
Automated Infrastructure
Version Control Everything! Collaborate
Shared Version Control
Don’t do work you don’t have to...
Monitor Everything

131. Lack of awareness of other disciplines is bad...
Leads to over engineering... Leads to catastrophic failures...
Tools, knowledge, experience, discipline
Automated Infrastructure
Version Control Everything! Collaborate
Shared Version Control
Don’t do work you don’t have to...
Monitor Everything
Don’t be fingerpointy

132. Lack of awareness of other disciplines is bad...
Leads to over engineering... Leads to catastrophic failures...
Tools, knowledge, experience, discipline
Automated Infrastructure
Version Control Everything! Collaborate
Shared Version Control
Don’t do work you don’t have to...
Monitor Everything
Don’t be fingerpointy
Always Ship Trunk

133. Lack of awareness of other disciplines is bad...
Leads to over engineering... Leads to catastrophic failures...
Tools, knowledge, experience, discipline
Automated Infrastructure
Version Control Everything! Collaborate
Shared Version Control
Don’t do work you don’t have to...
Monitor Everything
Don’t be fingerpointy
Always Ship Trunk
Don’t Stereotype

134. Lack of awareness of other disciplines is bad...
Leads to over engineering... Leads to catastrophic failures...
Tools, knowledge, experience, discipline
Automated Infrastructure
Version Control Everything! Collaborate
Shared Version Control
Don’t do work you don’t have to...
Monitor Everything
Don’t be fingerpointy
Always Ship Trunk
Don’t Stereotype
Shared Metrics

135. Lack of awareness of other disciplines is bad...
Leads to over engineering... Leads to catastrophic failures...
Tools, knowledge, experience, discipline
Automated Infrastructure
Version Control Everything! Collaborate
Shared Version Control
Don’t do work you don’t have to...
Monitor Everything
Don’t be fingerpointy
Always Ship Trunk
Don’t Stereotype
Shared Metrics
The business requires change

136. Lack of awareness of other disciplines is bad...
Leads to over engineering... Leads to catastrophic failures...
Tools, knowledge, experience, discipline
Automated Infrastructure
Version Control Everything! Collaborate
Shared Version Control
Don’t do work you don’t have to...
Monitor Everything
Don’t be fingerpointy
Always Ship Trunk
Don’t Stereotype
Shared Metrics
The business requires change
Lower risk through tools and culture

137. Lack of awareness of other disciplines is bad...
Leads to over engineering... Leads to catastrophic failures...
Tools, knowledge, experience, discipline
Automated Infrastructure
Version Control Everything! Collaborate
Shared Version Control
Don’t do work you don’t have to...
Monitor Everything
Don’t be fingerpointy
Always Ship Trunk
Don’t Stereotype
Shared Metrics
The business requires change
Lower risk through tools and culture
One Step Build and Deploy

138. Lack of awareness of other disciplines is bad...
Leads to over engineering... Leads to catastrophic failures...
Tools, knowledge, experience, discipline
Automated Infrastructure
Version Control Everything! Collaborate
Shared Version Control
Don’t do work you don’t have to...
Monitor Everything
Don’t be fingerpointy
Always Ship Trunk
Don’t Stereotype
Shared Metrics
The business requires change
Lower risk through tools and culture
One Step Build and Deploy
Ops job is to enable the business

139. Newsflash:
Everyones job is to enable
the business...

141. What are the
Best Practices?

142. What are the
Best Practices?
Robert Mecklenburg

143. What are the
Best Practices?
Robert Mecklenburg

144. What are the
Best Practices?
How about ‘better than we
did yesterday’ practices?
Robert Mecklenburg

145. What are the
Best Practices?
How about ‘better than we
did yesterday’ practices?
Or ‘seems like a good idea
right now’ practices?
Robert Mecklenburg

147. http://www.techdarkside.com/
David Christiansen

148. http://www.techdarkside.com/
David Christiansen

150. We believe Agile software development is being
dumbed down, commodified, and is losing its spirit.
We seek to replace the current name with one
having two virtues: first, that it capture more exactly
the attitudes originally behind Agile; second, that it
be obscure enough that no one will assume they
already know what it means and that—amazingly
enough!—they are already doing it.
arxta.net

151. Agile Manifesto’s
Missing Values
Skill
Discipline
Ease
Joy
Heretic

152. AR⊗TA
Artisanal Retro-Futurism
crossed with
Team-Scale Anarcho-Syndicalism

153. AR⊗TA
Artisanal Retro-Futurism
crossed with
Team-Scale Anarcho-Syndicalism
care about the cheese

154. AR⊗TA
Artisanal Retro-Futurism
crossed with
Team-Scale Anarcho-Syndicalism
care about the cheese
a genuine fascination with technology

155. AR⊗TA
Artisanal Retro-Futurism
crossed with
Team-Scale Anarcho-Syndicalism
care about the cheese
a genuine fascination with technology
focus on the team

156. AR⊗TA
Artisanal Retro-Futurism
crossed with
Team-Scale Anarcho-Syndicalism
care about the cheese
a genuine fascination with technology
focus on the team
emphasis on direct action

157. AR⊗TA
Artisanal Retro-Futurism
crossed with
Team-Scale Anarcho-Syndicalism
care about the cheese
a genuine fascination with technology
focus on the team
emphasis on direct action

158. AR⊗TA
Artisanal Retro-Futurism
crossed with
Team-Scale Anarcho-Syndicalism
care about the cheese
a genuine fascination with technology
focus on the team
emphasis on direct action

160. Artisanal
Retro-Futurism

161. Team-Scale
Anarcho-Syndicalism
Artisanal
Retro-Futurism

162. Awesome Sauce!
Team-Scale
Anarcho-Syndicalism
Artisanal
Retro-Futurism

163. Awesome Sauce!
Team-Scale
Anarcho-Syndicalism
Artisanal
Retro-Futurism

164. Awesome Sauce!
Team-Scale
Anarcho-Syndicalism
Artisanal
Retro-Futurism

165. My Advice...

166. My Advice...
Steal everything...

167. My Advice...
Steal everything...
But don’t forget who you are...

168. My Advice...
Steal everything...
But don’t forget who you are...
Plenty of good ideas to go around...

178. THE MOST IMPORTANT
STATEMENT FROM THE
MANIFESTO...

179. THE MOST IMPORTANT
STATEMENT FROM THE
MANIFESTO...
...ISN’T THE VALUES...

180. THE MOST IMPORTANT
STATEMENT FROM THE
MANIFESTO...
...ISN’T THE VALUES...
...OR THE PRINCIPLES...

182. ‘We are uncovering better ways
of developing software by doing
it and helping others do it.’

183. ‘We are uncovering better ways
of developing software by doing
it and helping others do it.’

184. ‘We are uncovering better ways
of developing software by doing
it and helping others do it.’

186. Keep Uncovering

187. Keep Uncovering
Keep Helping Each Other

188. andrew@reductivelabs
@littleidea

189. Questions?
andrew@reductivelabs
@littleidea