is Incompatible with Information Security and Compliance: e. Myth—DevOps Means Eliminating IT Operations, or “NoOps” f. Myth—DevOps is Just “Infrastructure as Code” or Automation: g. Myth—DevOps is iii. QA – team responsible for ensuring feedback loop exists to ensure functions as desired iv. Operations – the team responsible for maintaing the production environment and ensuring service levels are organization structures, but in developing capability and habits in its people.” f. TESTING, OPERATIONS, AND SECURITY AS EVERYONE’S JOB, EVERY DAY i. In high-performing organizations – shared common

for taking down Netflix twice in 18 month span. He wasn’t fired, he had also helped move their operations and automation forward by “light-years” and had performed huge number of production deployments working examples of API use e. DESIGN FOR OPERATIONS THROUGH CODIFIED NON-FUNCTIONAL REQUIREMENTS i. Designing for fast flow, deployability, and operations will derive NFRs. Codify these into the tests tests and pipeline f. BUILD REUSABLE OPERATIONS USER STORIES INTO DEVELOPMENT i. Goal – make recurring work as repeatable and deterministic as possible; standardize and automate (rinse and repeat) ii

14 – Create Telemetry to Enable Seeing and Solving Problems a. Fact – Things will go wrong in Operations! i. 2001 Microsoft Operation Framework study found the best-performing organization were better Remove the silos of information – Developers don’t just log what’s interesting to development. Operations don’t just monitor what’s up or down. ii. Modern Monitoring architecture 1. Data Collection at workarounds driven by un/usability ii. Same benefits applies with internal customers (infrastructure, operations, etc.) iii. Gene Kim – “One of the worst moments of my professional career was in 2006 when

feasible.  History – How I Got Here?  Contentious relationship existed between development and operations.  Left development because I was frustrated that it took so much time to get my products into the same as the game time team.  Segregated technical and business functions  Development  Operations (Operational Waterfall)  Infrastructure Ops  Product Ops  Product Management  Every technology concerns – empathy  Combined the development support team with the production support team.  Operations becomes familiar with new features in QA, rather than in front of and with the customer – shorter

engineering culture and practice that aims at unifying software development (Dev), security (Sec) and operations (Ops). The main characteristic of DevSecOps is to automate, monitor, and apply security at all activities as possible.  Adopt common tools from planning and requirements through deployment and operations.  Leverage agile software principles and favor small, incremental, frequent updates over larger sporadic releases.  Apply the cross-functional skill sets of Development, Cybersecurity, and Operations throughout the software lifecycle, embracing a continuous monitoring approach in parallel instead

Automating, enabling, and architecting for low-risk releases b. Integrating objectives of QA & Operations to improve outcomes 2. Ch. 9 – Create the Foundations of Our Deployment Pipeline a. Enterprise AUTOMATED SELF-SERVICE DEPLOYMENTS i. As a result of compliance, oversight, and control needs separate Operations groups have emerged ii. Widely accepted practice to “reduce the risk of production outages and in change success rates between organizations where Development deployed code and those where Operations deployed code v. Enable fast flow through common promotion process anyone can run without manual

verywhere-but-where-the-heck-do-you-start  The myth of the single metric  Four roles (CEO, Operations, Developer, User)  Sunburst chart how do visitors move through my siteLinux Performance Tools

who contributes expertise in marketing to running the company; the COO contributes expertise in operations as one of a group of leaders of the company. It follows that the CIO is the member of the senior