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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

13. Measure and Learn

Startup success can be engineered by following the process, which means it can be learned, which means it can be taught. – Eric Ries

In his book, The Lean Startup, Eric Ries describes a startup company as a human institution designed to create a new product or service under conditions of extreme uncertainty. He outlines a process to help deal with this uncertainty where a tight feedback loop is created around the creation of a minimum viable product (MVP). He argues that being able to react, fail fast, and use a data-driven approach to measurement assists in decision-making that is based on reason rather than emotion. This ability to learn from small experiments can be seen as a form of business agility – the ability to pivot quickly in the face of ever-changing circumstances. In lean terms, this feedback loop can be summarized as Build, Measure, Learn.

The cultural and human aspects of this process cannot be overlooked. Uncertainty and...

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