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Spis treści

Effective DevOps. Building a Culture of Collaboration, Affinity, and Tooling at Scale eBook -- spis treści

• Foreword by John Allspaw
• Foreword by Nicole Forsgren
• Preface
  • Introducing Effective Devops
  • Who This Book Is For
  • How This Book Is Organized
    • Methodology of Case Studies
  • Conventions Used in This Book
  • Using Code Examples
  • Safari Books Online
  • How to Contact Us
  • Acknowledgments
    • From Katherine
    • From Jennifer
• I. What Is Devops?
• 1. The Big Picture
  • A Snapshot of Devops Culture
  • The Evolution of Culture
  • The Value of the Story
  • Katherines Story
  • Jennifers Story
  • Illustrating Devops with Stories
• 2. What Is Devops?
  • A Prescription for Culture
  • The Devops Equation
    • Devops as Folk Model
    • The Old View and the New View
    • The Devops Compact
      • Example of a compact
      • Example of the devops compact
• 3. A History of Devops
  • Developer as Operator
  • The Advent of Software Engineering
  • The Advent of Proprietary Software and Standardization
  • The Age of the Network
  • The Beginnings of a Global Community
  • The Age of Applications and the Web
  • The Growth of Software Development Methodologies
  • Open Source Software, Proprietary Services
  • Agile Infrastructure
  • The Beginning of devopsdays
  • The Current State of Devops
  • Summary
• 4. Foundational Terminology and Concepts
  • Software Development Methodologies
    • Waterfall
    • Agile
    • Scrum
  • Operations Methodologies
    • ITIL
    • COBIT
  • Systems Methodologies
    • Lean
  • Development, Release, and Deployment Concepts
    • Version Control
    • Test-Driven Development
    • Application Deployment
    • Continuous Integration
    • Continuous Delivery
    • Continuous Deployment
    • Minimum Viable Product
  • Infrastructure Concepts
    • Configuration Management
    • Cloud Computing
    • Infrastructure Automation
    • Artifact Management
    • Containers
  • Cultural Concepts
    • Retrospective
    • Postmortem
    • Blamelessness
    • Organizational Learning
  • Summary
• 5. Devops Misconceptions and Anti-Patterns
  • Common Devops Misconceptions
    • Devops Only Involves Developers and System Administrators
    • Devops Is a Team
    • Devops Is a Job Title
    • Devops Is Relevant Only to Web Startups
    • You Need a Devops Certification
    • Devops Means Doing All the Work with Half the People
    • There Is One Right Way (or Wrong Way) to Do Devops
    • It Will Take X Weeks/Months to Implement Devops
    • Devops Is All About the Tools
    • Devops Is About Automation
    • Devops Is a Fad
  • Devops Anti-Patterns
    • Blame Culture
    • Silos
    • Root Cause Analysis
    • Human Error
  • Summary
• 6. The Four Pillars of Effective Devops
  • Collaboration
  • Affinity
  • Tools
  • Scaling
  • Summary
• II. Collaboration
• 7. Collaboration: Individuals Working Together
  • Sparkle Corp Weekly Planning Meeting
  • Defining Collaboration
  • Individual Differences and Backgrounds
    • Professional Backgrounds
      • Enterprise versus startup experience
      • Technical fluency
      • Role hierarchies
      • Different paths to engineering
      • Years of experience
    • Personal Backgrounds
    • Goals
    • Cognitive Styles
  • Opportunities for Competitive Advantage
  • Mentorship
    • Senior-to-Junior Mentoring
    • Senior-to-Senior Mentoring
    • Junior-to-Senior Mentoring
    • Junior-to-Junior Mentoring
  • Introducing Mindsets
    • Cultivating the Right Mindset
    • Fixed Mindset
    • Growth Mindset
    • Focus on Individual Growth
      • Learn the fundamentals
      • Develop your niche
      • Recognize your strengths and progress
      • Ensure deliberate, quality practice
      • Develop your working style
      • Enhance the team style
  • Mindsets and Learning Organizations
  • The Role of Feedback
  • Reviews and Rankings
    • Frequency of Feedback
    • Ranking System
    • The Problems with Rock Stars and Superflocks
    • The Value of Social Capital to a Team
  • Communication and Conflict Resolution Styles
    • Effective Communication
      • Increasing understanding
      • Asserting influence
      • Giving recognition
      • Building community
    • How We Communicate
      • Communication media
      • Negotiation or conflict resolution styles
    • Communication Context and Power Differentials
      • Context and location
      • Power differentials
  • Empathy and Trust
    • Developing Empathy
      • Listening
      • Asking questions
      • Imagining other perspectives
      • Appreciating individual differences
    • Developing Trust
      • Swift trust
      • Self-disclosure
      • Trust but verify
      • Perception of fairness
  • Humane Staffing and Resources
    • Availability and Maintenance
    • WorkLife Balance
    • Team Size Considerations
  • Effective Collaboration with Sparkle Corp
  • Summary
• 8. Collaboration: Misconceptions and Troubleshooting
  • Collaboration Misconceptions
    • You Cant Teach an Old Sysadmin New Tricks
    • You Need to Hire Rock Stars When Youre Trying to Grow Quickly
    • A Diverse Team Cant Collaborate as Effectively
  • Collaboration Troubleshooting
    • Some People on the Team Arent Pulling Their Weight
    • We Need to Decide If We Should Let Someone Go
    • Im Overworked, Stressed, and Burnt Out
      • Short-term strategies
      • Longer-term strategies
      • Identify the single points of responsibility
    • Some People on the Team Are Feeling Disrespected
    • Some People Arent Communicating Enough
    • An Employee (or Candidate) Is Technically Brilliant, but Also a Jerk
    • I Dont Feel Like My Career Is Progressing Within My Current Team/Organization
    • Nobody Listens to Me (Anymore)
    • We Just Had a Reorganization or Staff Reduction
• III. Affinity
• 9. Affinity: From Individuals to Teams
  • Sparkle Corp Development Demo Day
  • People Networks
  • What Makes a Team?
    • The Work That Teams Do
    • Defining Affinity
    • Interpersonal Ties Within Teams
    • Team Culture
    • Team Cohesion
      • In-group/out-group theory
      • Examining group memberships
      • Expanding group memberships
    • Diversity
    • Benefits of Diversity
    • Axes of Diversity and Intersectionality
    • Hiring Considerations
    • Maintaining an Inclusive Environment
  • Teams and Organizational Structure
  • Finding Common Ground Between Teams
    • From Competition to Cooperation
    • Building Team Empathy
      • Designated ops
      • Bootcamps and rotations
      • Rotations outside engineering
    • Improving Team Communication
      • Communication during crises
  • Case Study: United States Patent and Trademark Office
    • Background and Directions
    • Encouraging Collaboration and Affinity
    • Balancing Multiple Viewpoints
  • Benefits of Improved Affinity
    • Shortened Cycle Time
    • Reduction of Communication Barriers
    • Trust
    • Innovation
  • Requirements for Affinity
    • Slack
    • Explicit Values and Goals
    • Space
    • Collaboration and Cooperation
  • Measuring Affinity
    • Employee Skills and Evaluations
    • Interteam Interaction
    • Giving Back to the Community
  • Sparkle Corp Dev and Ops Affinity
  • Summary
• 10. Affinity: Misconceptions and Troubleshooting
  • Affinity Misconceptions
    • Ops Engineers Arent as Valuable to the Organization as Developers Are
    • Sharing Too Much Outside the Company Might Weaken Our Competitive Position
  • Affinity Troubleshooting
    • One or More Individuals Are Interrupting Group Flow Dynamics
    • One Team Keeps Blocking Other Teams
    • Some Teams Are Feeling Undervalued
    • People Dont Seem to Trust Each Other
    • People Are Concerned Solely About Technical Aspects of Work, Not Interpersonal Ones
    • Different Teams Seem Like They Wont Ever Be Able to Really Work Together
    • Past Interpersonal Conflicts Are Causing Present Interteam Conflicts
    • Team X Seems to Want to Be Their Own Silo
    • People Are Blaming Mistakes on Devops
• IV. Tools
• 11. Tools: Ecosystem Overview
  • Software Development
    • Local Development Environment
    • Version Control
    • Artifact Management
  • Automation
    • Server Installation
    • Infrastructure Automation
    • System Provisioning
    • Test and Build Automation
  • Monitoring
    • Metrics
    • Logging
    • Alerting
    • Events
  • Evolution of the Ecosystem
  • Summary
• 12. Tools: Accelerators of Culture
  • The Value of Tools to People
  • What Are Tools?
  • The Right Tools for Real Problems
  • Embracing Open Source
  • Standardization of Tools
  • Consistent Processes for Tool Analysis
  • Exceptions to Standardization
  • Irrelevance of Tools
    • Failures of Process, Not Tools
    • Conways Law for Tool Selection
  • The Impacts of Tools on Culture
    • Tools Impacting Communication
    • Tools Impacting Broader Behaviors
  • Selection of Tools
    • Product Development
    • Community Health
    • In-House Customization
    • Example: Comparison of Version Control
    • Example: Manual Infrastructure Configuration over Automation
  • Auditing Your Tool Ecosystem
  • Elimination of Tools
    • Improvements: Planning and Measuring Change
  • Case Studies
  • Examining DramaFever
    • Impact of Existing Technology
    • Continuous Impact of Emerging Technologies
    • Affinity Empowering Adoption of Practices
    • Tool Selection at DramaFever
  • Examining Etsy
    • Explicit Versus Implicit Culture
    • A Culture of Compassion
    • A Culture of Blamelessness
    • Being Remote-Friendly
    • Tools Enforcing Practice
    • Buy or Build
    • Considering Automation
    • Measuring Success
  • Motivations and Decision-Making Challenges
  • Sparkle Corp Effective Tool Usage
  • Summary
• 13. Tools: Misconceptions and Troubleshooting
  • Tools Misconceptions
    • We Use Technology X, but Everyone Else Is Using Technology Y; We Must Change to Technology Y as Soon as Possible
    • Using Technology X Means Were Doing Devops
    • We Have to Make Sure We Dont Choose the Wrong Tool
    • You Can Buy Devops-in-a-Box or Devops-as-a-Service
  • Tools Troubleshooting
    • Were Trying to Find the Best Practices for Technology X
    • We Cant Get People to Agree on One Particular Tool
    • Weve Decided to Adopt (or Retire) Technology X, but People Are Resisting Using It (or Giving It Up)
• V. Scaling
• 14. Scaling: Inflection Points
  • Understanding Scaling
  • Considering Enterprise Devops
    • Growing or Shrinking the Organization Strategically with Devops
    • Considerations of Deliberate Scaling
    • Planning for Scaling
  • Organizational Structure
    • Locality
  • Team Flexibility
  • Organizational Lifecycle
    • Elimination of Vampire and Zombie Projects
    • The Impact of Release Cycles
  • Complexity and Change
  • Scaling for Teams
    • Growing Your Teams: Hiring as Scaling
      • Subcontracted work
    • Retention
      • Compensation
      • Nonmonetary benefits
      • Growth opportunities
      • Workload
      • Culture and culture fit
  • Case Studies: Growing and Scaling Teams
    • Growing and Building Operations Teams
      • Sourcing and interviewing candidates
    • Problems with Hero Culture
    • Job Postings and Recruitment Issues
      • Lack of effort or attention to detail
      • Exclusionary or unprofessional language
      • Misplaced focus on technology
    • Developing Individuals and Teams
    • Developing and Growing Team Members
  • Team Scaling and Growth Strategies
    • Keeping Teams Small and Flexible
    • Fostering Collaboration
      • Positive interdependence of team members
      • Effective communication
      • Diversity
      • Individual and group accountability
    • Managing Conflict
      • Conflict within the team
      • Alignment with team goals
      • Alignment with organizational goals
      • Misaligned incentives
      • Conflict external to the team
      • Push back on unrealistic expectations
      • Assess team alignment and capacity
  • Scaling for Organizations
    • Centralized Versus Ad Hoc Teams
    • Build Out Leadership
      • A culture of accountability
      • Organizational flexibility
  • Case Study: Government Digital Service, GOV.UK
    • Explicit Culture
    • Planning
    • Challenges
    • Building Affinity
  • Case Study: Target
  • Examining Target
    • Starting with Desired Outcomes
    • Affinity Within the Enterprise
    • Tools and Technology Within the Enterprise
    • Sharing Knowledge Within the Enterprise
  • Summary
• 15. Scaling: Misconceptions and Troubleshooting
  • Scaling Misconceptions
    • Some of Our Teams Will Never Be Able to Work Together
    • We Need Total Executive Buy-In to Start Making Changes
    • We Dont Have the Budget to Do Any Hiring Right Now So We Cant Start Doing Devops
  • Scaling Troubleshooting
    • Management Is Insistent That We Stick With X, and Doesnt See the Value of Devops
    • Teams Are Spread Too Thin
    • Decisions Arent Being Made Well
    • Were Having Problems Attracting the Talent We Want
    • Morale Is Suffering After a Reorganization or Staff Reduction
  • We Dont Know If We Need a Full Team for X
• VI. Bridging Devops Cultures
• 16. Building Bridges with the Four Pillars of Effective Devops
  • The Significance of Stories
    • Explicit and Implicit Stories
  • Devops in Theory and in Practice
    • Real-World Case Studies: Stories Showing Practice
    • Learning from Stories
    • Building Connections with Stories
  • Summary
• 17. Bridging Devops Cultures: Learning from Our Stories
  • What Stories Can Teach Us About Culture
    • Values
      • Values in theory and in practice
      • Differing team and organizational values
      • Communicating and teaching values
    • Prohibitions
      • Describing and teaching prohibitions
    • Myths
      • Harmful impacts of myths
      • Examining myths
    • Rituals
      • Rituals within a community
      • Changing and creating rituals
    • Ideas and Knowledge
      • Searching for the best ideas
      • Mindsets and learning new ideas
  • Interorganizational Interactions
    • Conferences and Travel
      • The costs of traveling
      • Conference safety considerations
    • Other Community Events
    • Engineering Exchanges
      • Engineering culture and openness
  • Encouraging Interorganizational Affinity
    • Discouraging Fixed Mindsets
    • Start with Small Changes
  • Summary
• 18. Bridging Devops Cultures: Fostering Human Connections
  • Individual Stories and Narratives around Work
    • Taylorism and the Value of Individual Stories
    • Celebrating Individuals
      • Promotions
    • Going Remote
    • Leaving a Company
      • Why people leave organizations
  • Cultural Debt
  • The Health of Systems
    • Examining Sick Systems
    • Creating Healthy Systems
    • Organizational and Individual Health
    • Identifying Healthy and Unhealthy Cultures
  • Summary
• 19. Conclusion
  • Your Next Steps
  • Creating Effective Devops
• 20. Further Resources
• Index