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DevOps Culture and Practice with OpenShift

DevOps Culture and Practice with OpenShift

By : Tim Beattie, Mike Hepburn, Noel O'Connor, Donal Spring, Ilaria Doria
4.4 (7)
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DevOps Culture and Practice with OpenShift

DevOps Culture and Practice with OpenShift

4.4 (7)
By: Tim Beattie, Mike Hepburn, Noel O'Connor, Donal Spring, Ilaria Doria

Overview of this book

DevOps Culture and Practice with OpenShift features many different real-world practices - some people-related, some process-related, some technology-related - to facilitate successful DevOps, and in turn OpenShift, adoption within your organization. It introduces many DevOps concepts and tools to connect culture and practice through a continuous loop of discovery, pivots, and delivery underpinned by a foundation of collaboration and software engineering. Containers and container-centric application lifecycle management are now an industry standard, and OpenShift has a leading position in a flourishing market of enterprise Kubernetes-based product offerings. DevOps Culture and Practice with OpenShift provides a roadmap for building empowered product teams within your organization. This guide brings together lean, agile, design thinking, DevOps, culture, facilitation, and hands-on technical enablement all in one book. Through a combination of real-world stories, a practical case study, facilitation guides, and technical implementation details, DevOps Culture and Practice with OpenShift provides tools and techniques to build a DevOps culture within your organization on Red Hat's OpenShift Container Platform.
Table of Contents (30 chapters)
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Free Chapter
2
Section 1: Practices Make Perfect
6
Section 2: Establishing the Foundation
11
Section 3: Discover It
15
Section 4: Prioritize It
17
Section 5: Deliver It
20
Section 6: Build It, Run It, Own It
24
Section 7: Improve It, Sustain It
27
Index
Appendix B – Additional Learning Resources

10. Setting Outcomes

In the previous chapter, we used practices to help extract lots of detail to confirm what problems we're going to solve, who we're solving them for, and our approach to solving them in an experimental and incremental way.

By using practices such as Impact Mapping and human-centered design, we should now have a good understanding of the customer and business pain points. Before we dive into developing software solutions, we need to translate those problems into potential business and customer outcomes. And we need to use all the information captured from those artifacts and the information radiated from those practices to ensure we deliver outcomes that will really matter.

In this chapter, we're going to explore all the learning done in the Discovery section of the Mobius Loop so far to clearly define and articulate the goals and outcomes the team is striving to deliver to happy stakeholders and end users. This includes:

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