Summary The DevOps Handbook: How to Create World-Class Agility, Reliability, and Security in Technology Organizations

ISBN-10 194278807X ISBN-13 9781942788072
267 Flashcards & Notes
1 Students
  • This summary

  • +380.000 other summaries

  • A unique study tool

  • A rehearsal system for this summary

  • Studycoaching with videos

Remember faster, study better. Scientifically proven.

This is the summary of the book "The DevOps Handbook: How to Create World-Class Agility, Reliability, and Security in Technology Organizations". The author(s) of the book is/are Gene Kim Jez Humble Patrick Debois John Willis. The ISBN of the book is 9781942788072 or 194278807X. This summary is written by students who study efficient with the Study Tool of Study Smart With Chris.

Summary - The DevOps Handbook: How to Create World-Class Agility, Reliability, and Security in Technology Organizations

  • 1 Part 1 - The Three ways

  • Name the three principles of DevOps
    • The principle of flow
    • The principle of feedback
    • The principle of continual learning and experimentation
  • What's the foundation of DevOps?
    • LEAN
    • Therorie of constraints
    • Toyota Kata movement
    • Agile
  • What according to Lean is the best predictor of customer satisfaction and employee happiness?
    Manufacturing lead time
  • What is the best predictor of short lead times?
    Small batch sizes of work.
  • Which book wrote Mike Rother?
    Toyota Kata: Managing People for Improvement, Adaptiveness and Superior Results (2009).
  • 1.1 Agile, Continuous Delivery and the three Ways

  • How can a value stream be defined?
    • The sequence of activities an organization undertakes to deliver upon a customer request
    • the sequence of activities required to design, produce, and deliver a good or service to a customer, including the dual flows of information and material.
  • Where does the value stream deployment lead time starts and ends?
    When any engineer checks a change into version control and ends when that change is succesfully running in production, providing value to the customer and generating useful feedback and telemetry.
  • Design and Development is akin to...
    Testing and Operations is akin to..
    Lean Product Development
    Lean Manufacturing
  • What are the three measures in the value stream?
    Lead time, processing time and percent complete and accurate.
  • In Lean which of the two measures is experienced by the customer?
    Lead time.
  • What are reasons that deployment lead times require months?
    Large complex organizations, tightly-coupled, monolithic applications with scarce integrations test environments, long test and production lead times, high reliance on manual testing, and multiple required approval processes.
  • How can a lead times of minutes be achieved?
    By checking in small pieces of code changes into our version control repository, performing automated and exploratory testing against it, and deploying it into production.
    The architecture must be modular, well capsulated and loosely-coupled.
    Working in small teams which work with autonomy.
  • What is enabled by the first way?
    The flow of work form left-to-right; from development to operations to the customer.
  • How do we maximize flow?
    • Making the work visible
    • reduce batch size and intervals of work
    • build in quality preventing defects to downstream
    • optimize for the global goals.
  • What is enabled by the second way?
    The fast and constant flow of feedback from right to left at all stages of the value stream.
  • What is enabled by the third way?
    Experimentation in a high trust culture and continual learning from successes and failures.
    Continually shortening and amplifying our feedback loops.
  • 1.2 The First Way: The principles of Flow

  • How can we create flow?
    • Make work visible
    • Limit WIP
    • Reduce batch size
    • Reduce the numbers of handoffs
    • Continually identify and elevate constraints
    • Eliminate hardships and waste in the value stream
  • How can we make work visible?
    Kanban board or sprint planning board.
  • How can we limit WIP?
    • Limit multitasking
    • Keeping track of the workitems on the Kanban board
    • Single piece of flow.
  • How can we reduce batch size?
    • Continuous deployment (single piece flow).
  • How can we reduce number of handoffs.
    • By automation
    • reorganizing teams to deliver the value themselves to the customer
  • Name Dr. Goldratt five focusing steps for constraints?
    • Identify the system constraint
    • Decide how to exploit the constraint
    • Subordinate everything else to the above decisions
    • Elevate the system constraint
    • If in the previous steps a constraint has been broken, go back to step one, but do not allow inertia to cause a system constraint
  • What is the progression for constraints in DevOps?
    • Environment creation
    • Code deployment
    • Test setup and run
    • Overly tight architecture
    • Development/product owners.
  • Lean definition of waste?
    The use of any material or resource beyond what the customer requires and is willing to pay for.
  • DevOps defintion of waste?
    Anything that causes delay for the customer.
  • Name categories of waste and hardship.
    • Partially done work
    • Extra processes
    • Extra features
    • Task switching
    • Waiting
    • Motion
    • Defects
    • Nonstandard or manual work
    • Heroics
Read the full summary
This summary. +380.000 other summaries. A unique study tool. A rehearsal system for this summary. Studycoaching with videos.

Latest added flashcards

What can we do to give auditors en compliance officers the evidence they want?
Integrate the information they need in the deployment pipeline.
For example in version control or a monitoring control of the telemetry.
What can you tell about separation of duty in relation with DevOps?
That reliance on separation of duty should be reduced.
We can use controls like pair programming, inspection of code check-ins and code review.
It gives engineers responsibility for the quality of their work.
How can we support the assertion that our changes our low risk?
By showing the changes in relation to the production issues over a significant period of time.
Record the changes in the deployment and link them to items in our workplanning.
What do we have to do to deploy urgent changes?
These are high risk changes which require senior management approval, documentation can be performed after the fact.
It's a key goal that the deployment pipeline is suitable for urgent changes.
What's difference between utility and warranty?
According to ITIL is Utility "What the service does" and warranty "How the service is delivered and be used to determine whether a service is fit for use".
What should be in a RFC?
The desired business outcome, planned utility and warranty, abusiness case with risks and alternatives, go/no go decision and proposed schedule.
How should we proceed for deployment for a normal change?
A normal change should only be deployed if there's a RFC including the go/no go decision.
Which changes are included in standard changes and how should we deploy these changes?
  • Monthly updates of tax tables or country codes
  • website content and styling changes
  • application or operation patches that have well understood impact

We deploy this completely automated and log for traceability.
Which three categories of changes are used in ITIL?
  • Standard changes
  • Normal changes
  • Urgent changes.
What security measures should be taken for the deployment pipeline?
  • That's impossible to compromise the servers running the deployment so the code can not be stolen or injected with malicious changes
  • Reviewing all changes introduced into version control, either through pair programming or code review.
  • Instrumenting our repository to detect syspicious API calls.
  • Ensuring every CI process runt its own isolated container or VM
  • Ensuring the version controle creditentials used by the CI system are read-only.