CREATION OF DEV, TEST, AND PRODUCTION ENVRIONMENTS i. Major contributing cause of issues stems from releases representing the first time we see how an application behaves in a production-like environment ii documentation, procedures, etc. 7. Application configuration files 8. This also includes pre-production and build processes 9. Tools iv. 2014 State of DevOps Report – use of version control by Ops Routinely kill and replace production instances v. Keep developers’ environments most current e. MODIFY OUR DEFINITION OF DEVELOPMENT “DONE” TO INCLUDE RUNNNING IN PRODUCTION-LIKE ENVIRONMENTS i. In

equipment for monitoring 1. Create telemetry in application & environments (to include production, pre-production, and CD pipeline) iii. Ian Malpass, Etsy – “If Engineering at Etsy has a religion, it’s the systems being monitored.” c. CREATE APPLICATION LOGGING TELEMETRY THAT HELPS PRODUCTION i. Dev & Ops create production telemetry as part of their daily workii. If it was important enough for an engineer engineer to implement, it is certainly important enough to generate enough production telemetry so that we can confirm that is it operating as designed and outcomes are being achieved. iii. Logging Levels

that has functional capabilities (how it is used today) but also latent capabilities (how it will support future agility and how it will offer options in the future). Build Versus Buy: In a world where passes its tests; that is a yes-or-no question independent of quality.  Once the feature is in production, we can assess its quality based on its fit to need, or perhaps its actual success in accomplishing simply an efficient process we use to select among alternatives. Shadow IT Agile ways of working support a community approach to IT, where IT leaders achieve their objectives by mobilizing the skills and

get my products into production.  Thought I would get over there fix “their” problems.  Discovered, multiple teams involved in snowflake environment support.  The practice team wasn’t the same as the the game time team.  Segregated technical and business functions  Development  Operations (Operational Waterfall)  Infrastructure Ops  Product Ops  Product Management  Every technology under scripts, etc.) Infrastructure as Code  Turned over repeatable and automatable tasks to the product team wherever possible. Control our destiny  Started to engineer solutions for issues related to product

operations and automation forward by “light-years” and had performed huge number of production deployments. g. INJECT PRODUCTION FAILURES TO ENABLE RESILIENCE AND LEARNING i. Crumple zones in cars – build in issues away from critical areas. ii. Michael Nygard, author of Release It! Design and Deploy Production-Ready Software, “If you do not design your failure modes, then you will get whatever unpredictable—and CHOICES HELP ACHIEVE ORGANIZATIONAL GOALS i. Balance team productivity against organizational goals; let operations influence components used in production or have the ability to not be responsible for unsupported

gives that small team ways to speed up its inspecting and adapting process to maximize its impact. Continuous Delivery and DevOps place the entire value stream in the hands of that small team so that it can can optimize the whole – a term of art in lean thinking – and be empowered as a team to own the entire value delivery process. Brining Lean Principles to Software Development: Kanban am satisfied with its plan. I might ask these questions when I review a team’s plans:  What are the business outcomes the team is trying to achieve? What kinds of activities do they think will achieve

times more frequent) ii. Code and change deployment lead time (two hundred times faster) iii. Production deployments (sixty times higher change success rate) iv. Mean time to restore service (168 times releases, where an entire year’s worth of code that Development has worked on is released to production deployment. Like in manufacturing, this large batch release creates sudden, high levels of WIP This validates our common experience that the larger the change going into production, the more difficult the production errors are to diagnose and fix, and the longer they take to remediate. iii.

are a way of controlling the development team by constraining their creativity. Instead of requirements, we want to charge the team—the joint business/IT team, that is— with delivering business outcomes developed in a user-centric way and match the enterprise’s needs precisely. Risk is low, because the team is constantly adjusting.  Option 2: Compare that to the risk of buying a vendor’s product, where set of required requirements, but instead on high-level objectives. Instead of telling the project team how to do its job, we might begin the project with a hypothesis of what will best accomplish the

simultaneously. Key Measures Mean-time to production: the average time it takes from when new software features are required until they are running in production. Average lead-time: how long it takes for into the production environment. Deployment frequency: how often a new release can be deployed into the production environment. Production failure rate: how often software fails during production. Mean-time Mean-time to recovery: how long it takes applications in the production stage to recover from failure. Key Principles to implementing a successful DevSecOps approach  Remove bottlenecks (including human

man in the middle for your page, hence HTTPS only  Most benefit for single page apps for offline support Putting Performance Best Practices Together to Create the Perfect SPA by Chris Love (Love2Dev) @ChrisLove from the first year of USDS Mikey Dickerson (Federal Government | United States Digital Services Team)  The more simple, the better off you are  Agile is tactic not religious credo  You have to