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Given this, complex, crumbling truth upon which you already stand, how can you start considering about the broader performance of DevOps?
In the latest webinar with myself and Nigel Kersten at Puppet, our discussions and Nigel’s hands-on concepts unearthed a set of steps which I was thinking I would paraphrase and share.
These aren’t so much a methodology as “what seems to have worked for a lot of organizations” — feedback welcome, as always!
1. Start with applying the value stream
Having said these steps don’t constitute a methodology, they start with one — or at least, an approach. Recognised as an element of trim manufacturing and management techniques, Value Stream Mapping (VSM) provides a way of looking at procedures and actions that concentrate on the value of what’s being provided, in comparison with items or solutions as an end in itself.
2. Apply just enough standardization
Once value has been recognized as an immutable thread throughout system development and submission into functions, attention can convert to allowing the unexpected happens quicker. Standardisation provides the most obtain with the least pain: usually put, it indicates you are only developing changes to your things, not to the things everybody is using. You may start at the end of the selection, agreeing VM and OS versions that are going to operate for ninety-nine % of your needs.
3. Concentrate on continuous performance – through automation
Now, you’d anticipate (automation vendor) Puppet to say this, but to be reasonable, computerized has been left until the third point! Automation indicates performance and performance, a.k.a. doing the requirements individuals.
4. Set genuine and manageable goals
The Pareto idea, or 80/20 rule, suits nicely into most, if not all, best exercise. DevOps is no exception: its adaptation of Kent Beck’s xP idea, “Enough performance for now is enough performance for now,” aligns with the need to standardize, improve and prioritize actions according to what is possible, practical and valuable.
5. Aim for business, not just procedure change
Agile concepts may be well-understood inside the development company, but not so much outside it. Building on the fourth phase, the objective is to obtain a set of little wins: each can be measured in regards to both whether the use of DevOps served its purpose and whether those engaged obtained a degree of epiphany, such that they see it as the best way forward for upcoming tasks.
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