The DevOps Handbook – Parts 5 & 6 – Part 5: The Third Way – The Technical Practices of Continual Learning and Experimentation; 1. Introduction a. Goal – practices to enable learning as quickly, frequently improvement blitz – dedicated and concentrated period of time to address a given issue b. Target DevOps Dojo and 30-Day Challenge – teams work with dedicated Dojo coaches and engineers, execute 2-day from other organizations & teams iv. Participate in peer reviews e. SHARE YOUR EXPERIENCES FROM DEVOPS CONFERENCES i. Cost is always a consideration. BUT, encourage attendance at conferences, give talks

The DevOps Handbook – Part 4: The Second Way – The Technical Practices of Feedback 1. Introduction a. Goal – Implement fast feedback loops i. Enable working towards shared goals ii. See problems as without requiring time-sucking configuration changes or complicated processes.” iv. 2015 State of DevOps Report – high performers had MTTR 168x faster than low performers b. CREATE OUR CENTRALIZED TELEMETRY Production System – “people closest to a problem typically know the most about it.” iii. 2014 State of DevOps Report – high performing organizations relied more on peer review and less on external approval

The DevOps Handbook – Part 3 The First Way – The Technical Practices of Flow 1. Introduction a. Goal – Enable & sustain fast flow of work by implementing continuous delivery i. Create the foundation configuration files 8. This also includes pre-production and build processes 9. Tools iv. 2014 State of DevOps Report – use of version control by Ops was the highest predictor of both IT performance & organizational created from trunk using a one-click process, and validated with automated tests.” v. 2015 State of DevOps Report – trunk-based development predicts higher throughput and better stability, and even higher

DevOps A Horse’s Perspective Just a horse, not a unicorn, 1000 deploys per/second not feasible.  History – How I Got Here?  Contentious relationship existed between development and operations.  Community of Practice, etc.  Test Driven Infrastructure  Blue – green deployments  Combining DevOps Scrum – planning, standups, boards, and backlogs  Making work visible (it’s still hidden)  Poor and Deployment Automation, Jez Humble and David Farley  The Phoenix Project: A Novel About IT, DevOps, and Helping Your Business Win, Gene Kim, Kevin Behr, and George Spafford.  The Lean Primer, Craig

The DevOps Handbook – Part 1 & 2 1. Preface xi a. Myth—DevOps is Only for Startups: b. Myth—DevOps Replaces Agile c. Myth—DevOps is incompatible with ITIL d. Myth—DevOps is Incompatible with Information Security and Compliance: e. Myth—DevOps Means Eliminating IT Operations, or “NoOps” f. Myth—DevOps is Just “Infrastructure as Code” or Automation: g. Myth—DevOps is Only for Open Source Software: 2. Foreword xix 3. Imagine a World Where Dev and Ops Become DevOps: a. THE CORE, CHRONIC CONFLICT i. Among them are the two following goals, which must be pursued simultaneously: 1. Respond to the

Kubernetes Native DevOps Practice — 王磊磊 @TenxCloud Agenda • Our DevOps Expectations • Kubernetes Capabilities/Advantages to Build DevOps Solution • Architecture and Features • CRD and operator design Extensibility / Integration • CI/CD examples • Future plan Our DevOps Expectations • Build a platform and easy to integrate with other DevOps/third-party tools • Easy to be customized as user requirements Capabilities/Advantages to Build DevOps Solution Pod Job CronJob • k8s itself is NOT a PaaS or DevOps platform，but … • k8s resources that can be used to build DevOps solution Volumes ConfigMap Secret

GitOps 2.0 THE FUTURE OF DEVOPS Table of Contents 1. The Pains of GitOps 1.0 1.1. GitOps tools 1.2. Splitting CI and CD 1.3. Promotion of releases between environments 1.4. Modeling multi-environment way you will have full traceability on each production change and can also easily answer critical DevOps metrics such as lead time (the time it takes from a commit to reach production). Observability environment) is often missing or considered secondary knowledge. Additionally, some of ​the classic DevOps metrics​ are very hard to monitor with current GitOps tools. Especially the lead time (the time

Golang to the rescue: Saving DevOps from TLS turmoil GopherCon 2017 Lightning Talk Chris Short Manager of DevOps at Bankrate Introduction Chris Short Manager of DevOps at Bankrate (http://www.bankrate organization/resources/culture-change) DevOpsDays (https://www.devopsdays.org/) Speaker and Organizer DevOps'ish (https://devopsish.com/) chrisshort.net (https://chrisshort.net) @ChrisShort (https://twitter was derived from an opensource.com article I wrote in April 2017: Golang to the rescue: Saving DevOps from TLS turmoil (https://opensource.com/article/17/4/testing-certi�cate-chains-34-line-go-program)

your DevOps teams P.2 Git familiar with DevOps and GitOps For over a decade, software companies have been trying to move away from the waterfall approach to application development to the DevOps approach work together to handle everything themselves—from building and testing to deploying. The move to DevOps requires technical and cultural changes at an organizational level. A new set of tools that can Organizational leaders must also create a new culture that celebrates iterating and failing fast. Moving to DevOps is almost always worth the effort. It allows developers to roll out changes and updates very quickly