en-US Mon, 19 Oct 2020 20:58:30 -0700 60 144 41 /images/layout/goodreads_logo_144.jpg 8686650 Winner of the 2011 Jolt Excellence Award!Getting software released to users is often a painful, risky, and time-consuming process. This groundbreaking new book sets out the principles and technical practices that enable rapid, incremental delivery of high quality, valuable new functionality to users. Through automation of the build, deployment, and testing process, and improved collaboration between developers, testers, and operations, delivery teams can get changes released in a matter of hours-- sometimes even minutes-no matter what the size of a project or the complexity of its code base. Jez Humble and David Farley begin by presenting the foundations of a rapid, reliable, low-risk delivery process. Next, they introduce the "deployment pipeline," an automated process for managing all changes, from check-in to release. Finally, they discuss the "ecosystem" needed to support continuous delivery, from infrastructure, data and configuration management to governance. The authors introduce state-of-the-art techniques, including automated infrastructure management and data migration, and the use of virtualization. For each, they review key issues, identify best practices, and demonstrate how to mitigate risks. Coverage includes - Automating all facets of building, integrating, testing, and deploying software - Implementing deployment pipelines at team and organizational levels - Improving collaboration between developers, testers, and operations - Developing features incrementally on large and distributed teams - Implementing an effective configuration management strategy - Automating acceptance testing, from analysis to implementation - Testing capacity and other non-functional requirements - Implementing continuous deployment and zero-downtime releases - Managing infrastructure, data, components and dependencies - Navigating risk management, compliance, and auditing Whether you're a developer, systems administrator, tester, or manager, this book will help your organization move from idea to release faster than ever--so you can deliver value to your business rapidly and reliably.]]> 463 Jez Humble 0321601912 Juan 5 4.20 2010
author: Jez Humble
name: Juan
average rating: 4.20
book published: 2010
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More than ever, the effective management of technology is critical for business competitiveness. For decades, technology leaders have struggled to balance agility, reliability, and security. The consequences of failure have never been greater whether it's the healthcare.gov debacle, cardholder data breaches, or missing the boat with Big Data in the cloud.

And yet, high performers using DevOps principles, such as Google, Amazon, Facebook, Etsy, and Netflix, are routinely and reliably deploying code into production hundreds, or even thousands, of times per day.

Following in the footsteps of The Phoenix Project, The DevOps Handbook shows leaders how to replicate these incredible outcomes, by showing how to integrate Product Management, Development, QA, IT Operations, and Information Security to elevate your company and win in the marketplace."

Table of contents

Preface
Spreading the Aha! Moment
Introduction

PART I: THE THREE WAYS
1. Agile, continuous delivery and the three ways
2. The First Way: The Principles of Flow
3. The Second Way: The Principle of Feedback
4. The Third Way: The Principles of Continual Learning

PART II: WHERE TO START
5. Selecting which value stream to start with
6. Understanding the work in our value stream�
7. How to design our organization and architecture
8. How to get great outcomes by integrating operations into the daily work for development

PART III: THE FIRST WAY: THE TECHNICAL PRACTICES OF FLOW
9. Create the foundations of our deployment pipeline
10. Enable fast and reliable automated testing
11. Enable and practice continuous integration
12. Automate and enable low-risk releases
13. Architect for low-risk releases

PART IV: THE SECOND WAY: THE TECHNICAL PRACTICES OF FEEDBACK
14*. Create telemetry to enable seeing abd solving problems
15. Analyze telemetry to better anticipate problems
16. Enable feedbackso development and operation can safely deploy code
17. Integrate hypothesis-driven development and A/B testing into our daily work
18. Create review and coordination processes to increase quality of our current work

PART V: THE THRID WAY: THE TECHNICAL PRACTICES OF CONTINUAL LEARNING
19. Enable and inject learning into daily work
20. Convert local discoveries into global improvements
21. Reserve time to create organizational learning
22. Information security as everyone’s job, every day
23. Protecting the deployment pipeline

PART VI: CONCLUSION
A call to action
Conclusion to the DevOps Handbook

APPENDICES
1. The convergence of Devops
2. The theory of constraints and core chronic conflicts
3. Tabular form of downward spiral
4. The dangers of handoffs and queues
5. Myths of industrial safety
6. The Toyota Andon Cord
7. COTS Software
8. Post-mortem meetings
9. The Simian Army
10. Transparent uptime

Additional Resources
Endnotes]]> 442 Gene Kim 1942788002 Juan 5 4.28 2015
author: Gene Kim
name: Juan
average rating: 4.28
book published: 2015
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]]> 605506 Although the Information Technology Infrastructure Library (ITIL) provides a wealth of best practices, it lacks prescriptive What do you implement first, and how do you do it? Moreover, the ITIL books remain relatively expensive to distribute. Other information, publicly available from a variety of sources, is too general and vague to effectively aid organizations that need to start or enhance process improvement efforts. The Visible Ops booklet provides a prescriptive roadmap for organizations beginning or continuing their IT process improvement journey. WHY DO WE NEED VISIBLE OPS?
The Visible Ops methodology was developed because there was not a satisfactory answer to the "I believe in the need for IT process improvement, but where do I start?" Since 2000, Gene Kim and Kevin Behr have met with hundreds of IT organizations and identified eight high-performing IT organizations with the highest service levels, best security, and best efficiencies. For years, they studied these high-performing organizations to figure out the secrets to their success. Visible Ops codifies how these organizations achieved their transformation from good to great, showing how interested organizations can replicate the key processes of these high-performing organizations in just four 1. Stabilize Patient, Modify First Response � Almost 80% of outages are self-inflicted. The first step is to control risky changes and reduce MTTR by addressing how changes are managed and how problems are resolved. 2. Catch and Release, Find Fragile Artifacts � Often, infrastructure exists that cannot be repeatedly replicated. In this step, we inventory assets, configurations and services, to identify those with the lowest change success rates, highest MTTR and highest business downtime costs. 3. Establish Repeatable Build Library � The highest return on investment is implementing effective release management processes. This step creates repeatable builds for the most critical assets and services, to make it "cheaper to rebuild than to repair." 4. Enable Continuous Improvement � The previous steps have progressively built a closed-loop between the Release, Control and Resolution processes. This step implements metrics to allow continuous improvement of all of these process areas, to best ensure that business objectives are met.]]> 84 Kevin Behr 0975568604 Juan 5 4.03 2004
author: Kevin Behr
name: Juan
average rating: 4.03
book published: 2004
rating: 5
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