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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

The Definition of Ready

Jeff Sutherland, co-creator of the Scrum framework, called out that one of the main reasons that many Scrum projects fail is due to teams working on items that are simply not ready to be worked on. They are either too ambiguous, not understood by business and technical stakeholders, too big, or they lack ambiguity as to the scope of the item in question.

Many teams have chosen to adopt the practice of having a Definition of Ready to mitigate this risk. The Definition of Done practice has been popular with Agile teams for many years—we will explore that later in this chapter. The Definition of Ready has been less utilized. A good way to look at this, like every practice in the Open Practice Library, is as a tool that can be taken out of the toolbox to address a problem. If a team is struggling to get work done because of ambiguity and a lack of shared understanding before even starting it, adding a Definition of Ready may improve the team's success...

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