tag:blogger.com,1999:blog-51058286218343926932024-03-25T06:57:58.459-07:00DevOps A Misinterpreted Buzz WordAnonymoushttp://www.blogger.com/profile/01429974924494739922noreply@blogger.comBlogger10125tag:blogger.com,1999:blog-5105828621834392693.post-44792940411291150672017-06-11T10:58:00.000-07:002017-06-11T11:37:09.656-07:00Why Company Culture Enabled Us To Win The OpenStack Super User Award<a 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" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img alt="Image result for innovation" border="0" 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" /></a>When I joined Betfair back in 2014 I was equally amazed and surprised at the same time. Looking around the business it was full of intelligent, articulate and driven people. This was not the bit that surprised me of course, it was a key reason I joined the company. The technology the development teams were using was absolutely fantastic, the scale was immense and everyday they were pushing the remit of what was possible from a product perspective.<br />
<br />
When joining a new company it is always slightly intimidating, as a newbie at a company you always question; Am I really smart enough to work here? What can I possibly bring to this organisation?Betfair was engineering led, when engineers on the ground had an idea, they were allowed the freedom to implement it and they were in charge.<br />
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d2Gkw8uUTsHJm/wDSPxq429uI1CIAqjsA/wDeTWssldD1tTr44/lhu/0G+yNn9QmjWzntJPAeCjsFNt64Q9pMCceznPcQQQT4VLUw3gi1Ws698T/7TWKe9nkKblkUn5OU2PBd20HXxhyqLpYHDA4wdLDiKLPc2yjYOIAzA5BkZpMHw1E1D2l5c/sdiLd0QSExOzR9Zp4MVPPgMjHxFSX7mv297aTL/wDbhjX5g0/mSripf5MsiqbVdytdJEiSNbSowKMsi6uz2XAPpxq+7IhCQxqGZxpGC3PB4is43o2e8VjbpJq1RzXKZbmyliyuccOI41fo7srZCVc5EGoZ55CcPxpzjsorydGR/wDBB/chNoGTaFybWMkQRnDkfTYc8/ygjA9e6tE2FsZLZAiDzqC6NtmCO3Dn3m4k9tXCvXxwUI8KPLbt2FFFFWIY7ZAMZznwx31XsVarqDWpXvqtSWckR0v7Q+i35N4+NcOrxSl8y7GuOSWxn/SlHwt28ZF9Qp/KuN1rN59nPHGVEiTrImr3SyFXCt4GpDpQi/4eNvsy/NT+lONwwkVkZXXqwSWZiTgqOUnlj5VyKVY015PTk09Ml7O/3zfnh+7Tq7zMujPgeeKjNubMmFrPPcFetkkidljyVRU4BQTxJ7zU22+lh2XKv/Qrv8lqG2vt9bpbiKIt1Ytw41IyHUHwcauYximlL8tf7/k5cTSyR37lst3yinvUH8KUpjsSTVbxHvRfkKe1mOSp0FFFFIQV465BB7QR617RQB83WcrbP2iGdT/w8/tDtKhsHGe9eXmKkOkjbkV7ciW3VjHHEqFiuOOpjk9w9rHHuNbTtjde0um1zwI7ctXFWwOQJUgn40pa7t2kcZiS2iCEglSgYEjkW1ZyR412/ExtSrcw5b6GMb4bGka1sr1FLIbaOOQgZ0tHkAtjkCO3+Wldqb63F1b21rbJOkkShXMTNl8KFUAJxxwzxrc4YFRQiKqqOAVQAoHcAOAr1IwOQA8gBUfErvG66Fcv2ZZvXupdtsq1TS8s8LM0gyXfEmSQOZbT7I4d1KdFEW0YX6iWCRLbDt7cenDkDGCcHHCtRoqOe3FxaHwb2FZdvb0a3F3ezXCSwpHIVI1FtXBFByApHMHtrUaKjHklB3EqUVLqQW8W60V7bpDOSGQDS6c1bADEZHEHHEGqdD0PR59u7kK55KgB9SSM/CtOr3FOOacVSYnBPqQy7sWotf2Lqh1GOIzxJznUTz1Z45qN2V0eWEBLLEXJVlzIxbAYYOkcADjt51aqajaUJYIJoy5OAutdRPcBnJ5VKnPemx0hlYbrWcOrq7aNdSlG4Zyrc1OeYOKc2GxreE6obeGNiMEpGqnHcSBnFPqKTk31Y6QUEUUVIwooqmdJW9M9gkLQrGesZg2tScYAIxhh41UIuTpCbpWXOkrtNUbr3qw9QahdxNsyXdlHPLp1sXDaRgey5AwPLFT+KUk4umCfcrm7m1o7fZqOQ7aW0BABreRjwRPMnhXp3ouZHFtFZmO5wWYTnCLH2PqTOrJ4YqO2HbSS2siw46y3uzJErngSh9wnsBGRTo/vEzi8/ZUACdUYOsGtlJ1Fw3IYPIVooxt3X+WVntZH9xjvffvPZHrYxHNBcBJFByuSpwyntUggirXs6HrLFE+3AB6rwqs7dsZv2G6muFVZJZY5NCnUEVcIqk9pxz86tG7cg/ZoBkZ6pTjtxyBqZ7LbszR74F92WHcuTNqg7QMHzqdqs7Il6qQj6D8fJu34H55qyg16+PIpx4kebJU6PaKKKsQVxNEGBB5Gu6KAMx6Trcizf+SSI/8ANg/Oo3cDafXxm1deEcRXwIZjx8+NWTpIj1WlyBzAB+IcGqbuJZSW988Ui4ZoSwGc8OBHKvHklUkuzdHrYqlp2n1/8LzsvZywxJFwbQoXUVAJA5E4qP2rDDMksiOrOsLp7LAgA8SCB4iqbtCzQ2JvnupVnd8SnrDpw0ml4QmcDC9wzU3d7NtoJLb9lVVMquhCH349BOpu/Bxx8aXBTu99+3jqckZU0Sm6R1WkXguPSpSoXch/+G0/Zdh+NS+0ciNyhw2htPbhtJwcHnxqH9VG2Xab+53XtfP97vntdVDSSzIpOAeqCAnngHQOPCudnT7YvVLQyXMig6SVkKjOM4PEdhrq+EaVto5+avB9BYrysb3T2ZJHfQPNtG3kZZMdX17SOWYMmkDHvZatF3j3xtLIhJpDrIyEQFmx3nsHxNYzxNOo7lKVq2T9Qa732JlWBblGkZggUBj7ROMZAwOPeajNh9I9lcyrEC8bscL1i4DHsGQSAT41ksn8LbB/lvT6ddw/CtMeC21LYmU66H0TRVA3s6SP2W6NrFbiZl0gnWR7bfQACnPMdvM0lvzv/LZiOFY4/wBpZFeXOWSPV9FeWo8+J8O+oWCbrbqU5o0SqJvz0gNYTiAW4kzGr6i5HMsMYC/y99Va5352vZyRm7RSkg1KjKi5Xtw0fFTx7c47qr3SFPcSzrcS5MUylrcnR/pZyB7PHgW7eNbYtP8AN81NESybbG8bEvuvt4p8Y62NXx3ahnFPSRnGePd21g8G1r+12asgmPVXJEcRDEtGsRkDqoI9gk8MjsFN9kbrtd2/XxXiNc6+MLsFYDJGoszZJOM8qT0y3be1j5no+gKz7ppd1tImRmXEuDpYjIKNwOOfECrHuXaXcVsIrxg0iEhWDaiU7NRI5jiPLFQ/TDFnZrH7MkZ9SV/yrLEqypeypbxKL0P7bMd71LsStwunic+2uWXn94fEVH7v/wALbSDli6dfVmUfOozZtqy237bFwkt7hNXkwzGf7kI+9S89+jbVW4T3WuY5B5F1fHwzXoOPzSa7o572Rrm9/SDb2L9TpaWUAFlUgBc8RrY54444AqE2V0uxPIEmtzEpONYfUF8WGBw8qom1mztlzJx/4was8eAlAx5YqZ6bLULeo4GOshUnxKsy+uAKwjhx7Ra3a6luct2WeXpKkW+Fm9uir14iL6yfZZtIccAMEENTTf3pBurS7e3hWLSoXiylmyRk/Sx291Uve63ZFsbsfW28WT2mSHCEnv4BKlriEX+1ZwMHrbYsn9RtUZT/AHU1igqlW1P9A4pdCxbz753C7Ms7qGQJJK2mQhVIyqnVgEHHEVBbzTz3GxLe5mcyP+0tkkAYUh1HIDhlB61WbjaGrZscBPtRXMhA/leNT/uDetaf+6Uk2BFE8qRBo431yHSgJcMMnxzj40OKx1t/2/QLcr+w46Gmzs7ymkA9EP51eap/RjbRw2rwJcxXBWQsWizgBlXAOeZ9k1cK48282bQ+lFQ2FfG3G0WEbSdVKX0L7zZJ5eteJvTeXUDvb2ahdLe3+0LqTgeOAMgjup5sA6doXi/aCN8qc7Z3dgkYyq5t5iCOtjIXUO51PBx5004p7o01CbnfpfsRjz3c2zpjcJEqGBGjKOWZsYJL55HAHrXvR6hZTKdedIQkj2SFPshPIc6l0tNNgYdYk0wsmocjhT6Uw6PJs2YH2XYeuDSb2deTSDrA17LVmubPeYLcC1GWbgW4cFyMgenwrjVTC62pHDNFwBlY4AA46e0nwzy/71eldZDkyL5TQgaK5hfKg94or1jmO6TuJgilj/7PdSlV+8nZmIYj2ewdlYajLy42kVCNsZ3qB0YNyI449eHpVFtrwNtxipPEMh8wnGr/AJrMtjyq+2mdMMpdyDnhgIAWHfXlY97vwelgW0vsy5vutZ9cbhoE6xiSSSdJJGC2knTnHbTLY1ns+GaVYVRJFOji2feGcR5PLj2VDbe3IPXyXKx/taOdTQPI0bDv6pgcHyNe7m7LsnuZjHadWYuqKrIrB42wdQGefEcxwrSlwN8Te397nJ36EluWPZmT7MzCrCYAar+63s3F4ndLn1qyqtZze505vrZnXTXATYIw+hOhPkUkX5kUx6DJf4NwvdIjeq4/KrB0sQ6tmzfymNvR1z+BNU/oLl/iXSd6Rt6MwP8AuFdUd9O/ucr/ABEVL/T2x/Rff7bj/pXd+3X7ZYS+0HvQjA/YEwTSfDSAPhXu/A6ra057plf10v8AnSu/dk9ptJpdPsvILiM9jZbWRnwbI9K607r2jJ/yXreTowM1111tJHAmFOkKeDrzYAcByFZ9v4Gi2nOfpLIreBOlWz5Zp9vxvKdpXES2ySjKBNGeLOSSRpBxgZxnzpv0g7JeO7WIKWK29uDpBPFYlQ8vFDUYlJNcb7dCpU+h5uFtCI7Tjmujku7EMeQlb3WbwyfgSO6lulxCNpy57ViI8tCj5g1K76bjuY7a4tIGOuKNZI1ByrhAdRHPjxB8R40ptXdS+v7eKV4WW6gXqmEmF62MZMbqScahkgg4zz8KFOHEp36CnVCW2t3L24ihmv7+2RCuYjIwXgyhsDSoycAd9M9/LIR2OzgsyTKguU6xM6TiRSAM8eHEfCnc+6u2btIbedAsUIwpdoxgcBltBLMQBgcKum2twFl2fBZxy6WgOpXI4MTnXkZ4AliajmKLjbXXt07j4W72IHdtbOXYaJevojSWQBwCWVyzMpXSCc4Y9nHNVbaW5Uf7LJe2l4s8MZw2pGiYcQMe1zPtDuz2VbdhdEoRm/aJlkRkKlUUggnBDBieBBA7DnlQOhxNX/jX0Z93qhn+7XjPE/R7aSywjJ1Lv42BxbXQV6FNrzSxzwyMWSHqyhPErr15XPd7IwOzjVk6TYdezLkdwRv7ZEY/gDUnu5u/DZRdVApAJyzE5Zm5ZY09vrNJo3ikXUjgqwyRkHmMggj4VzSyJ5OJdLNVF8NMxzopsVuYNoWrcpI48eDAvpb4Ng1QChjkwwwyNhh3FTxH4V9LbH3etbUk28KxlhgkZJI54JJNOP3VBqLdRFqJyToUkk8yTjnW61SUm62ZHKtIxfpK2DNFdteIjNFLplDqMhXwCwbHLiM8cc6bbdv7rbM0RjtSCqaPZyVzklmZiAFHHl2YrfBw5V7moWppLbddxvH7M8303PkbZdvbwqZ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" 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However, the one thing that surprised me was the infrastructure that the development teams were using was more than a little dated, it had served them well, but the infrastructure processes weren't very innovative. Put simply developers had to fill out lengthy system designs to get new infrastructure and fill in tickets for network and infrastructure changes which slowed them down greatly.<br />
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My personal opinion was that the developers were really delivering fantastic products to market in spite of the internal IT processes that were hindering them. My main cause for surprise was on my 1st day I asked if I could have some virtual machines to start working on some proof of concepts and I was told that one of my colleagues had some servers I could use underneath his desk.<br />
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<a href="http://cdn1.itpro.co.uk/sites/itpro/files/styles/article_main_wide_image/public/time_for_change_1.jpg?itok=IruEY3F4" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img alt="Image result for restructure IT" border="0" src="http://cdn1.itpro.co.uk/sites/itpro/files/styles/article_main_wide_image/public/time_for_change_1.jpg?itok=IruEY3F4" height="180" width="320" /></a></div>
I really couldn't believe in 2014 that a company known for their bleeding edge tech products, couldn't provide their engineers with infrastructure to try out new ideas on. However, initiatives to change this were very much underway. When I joined Betfair, they had very recently moved to having a new CTO in charge of all technology, where before it had a CTO for development and a CIO for infrastructure that had caused a traditional dev and ops wall. The very cultural issue that DevOps initiatives look to solve, it is fair to say their was an appetite for change, this included the removal of shadow IT that had worked round these known impediments.<br />
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<a href="https://upload.wikimedia.org/wikipedia/commons/thumb/e/e6/OpenStack%C2%AE_Logo_2016.svg/1200px-OpenStack%C2%AE_Logo_2016.svg.png" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img alt="Image result for openstack" border="0" height="154" src="https://upload.wikimedia.org/wikipedia/commons/thumb/e/e6/OpenStack%C2%AE_Logo_2016.svg/1200px-OpenStack%C2%AE_Logo_2016.svg.png" width="320" /></a>In early 2015 we started our i2 (infrastructure 2) project initiative to apply development principles to infrastructure. We would look at doing a major hardware refresh, which was long overdue. So we would use this opportunity to choose a new technology stack to create a new infrastructure platform that respected an everything as code mandate, nothing would be done manually, and would look to apply continuous integration and continuous delivery processes to all infrastructure.<br />
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At the same time we would provide a self-service framework for developers to consume that infrastructure so we had a consistent set of delivery tooling and workflow actions to create VMs, networks, storage in the same way, using Ansible playbooks, so we had complete consistency in our deployment methodology that we had previously lacked. This would make the software release process more predictable, manageable and whisper it boring.<br />
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This brought us to our i2 reference architecture, with OpenStack at the centre of it and Nuage networks used for software defined networking. We would use OpenStack as the API middleware that would programmatically control our infrastructure: <a href="https://betsandbits.files.wordpress.com/2016/10/openstackreferencearchitecturewhitepaper.pdf">OpenStack White Paper</a><br />
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<a href="https://image.slidesharecdn.com/openstackseattlekeynoteproudman-150820211056-lva1-app6891/95/distros-are-dead-the-future-of-openstack-29-638.jpg?cb=1440328727" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img alt="Image result for openstack not dead" border="0" height="180" src="https://image.slidesharecdn.com/openstackseattlekeynoteproudman-150820211056-lva1-app6891/95/distros-are-dead-the-future-of-openstack-29-638.jpg?cb=1440328727" width="320" /></a>At the time, during the selection process we heard from many detractors "OpenStack was dead", "it wouldn't scale", "it wouldn't be able to support the performance we required". "We needed proprietary software". This was all of course nonsense, fake news if you will, and we knew it. However, convincing everyone in the business this was the case was a monumental battle and I am proud to say we won by making data based arguments. In an argument it is hard to argue against hard facts. Always fight for what you believe is right and never give up, winning hearts and minds is the biggest challenge. For a company like Betfair that was engineering led, innovative, loved open source, linux based, OpenStack was a perfect fit and I still believe that.<br />
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However, implementing great technology such as OpenStack and Nuage are not enough to be successful, we were very lucky at Betfair as we had top down sponsorship from CTO level to make necessary culture changes to make it successful and the trust and support of management. If you do not couple the two together you will not create the desired business benefits.<br />
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" 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" /></a></div>
For instance at Betfair we put our developers on call and they wrote the chef recipes that installed the applications that they owned. This meant it stopped the throw it over the wall mentality to the operations team. Instead this encouraged developers to care about monitoring their applications, improving them sufficiently and taking ownership operationally . They would make sure applications didn't have operational issues so they weren't paged out and woken up late at night. Ownership encouraged the right kind of behaviours from teams.<br />
<br />
<br />
On the infrastructure side when I joined there were cross-country silos, so we set-up DevOps roadshows to break down those boundaries. Infrastructure teams would present to each other what they were all doing and knowledge share. We sought to encourage collaboration across countries, improved team spirit and shared ideas to create cross-county initiatives. We empowered engineers, we didn't dictate to them.<br />
<br />
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<a href="https://image.slidesharecdn.com/nooshslideshare1-borderlessbusiness-cross-departmentcollaborationcopy-131112123258-phpapp01/95/borderless-business-how-to-kill-silos-and-be-better-faster-stronger-through-structured-company-collaboration-8-638.jpg?cb=1384260025" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img alt="Image result for company silos kill" border="0" height="240" src="https://image.slidesharecdn.com/nooshslideshare1-borderlessbusiness-cross-departmentcollaborationcopy-131112123258-phpapp01/95/borderless-business-how-to-kill-silos-and-be-better-faster-stronger-through-structured-company-collaboration-8-638.jpg?cb=1384260025" width="320" /></a></div>
At any time keeping three countries of people engaged, motivated and aligned is very difficult but this made an amazing difference. If you facilitate the right kind of behaviours with continual learning and knowledge sharing you ultimately create an engaged and happy workforce and the correct culture.<br />
<br />
<br />
Now at Paddy Power Betfair today we have teams from 4 counties (Ireland was added post-merger) peer reviewing each others merge requests daily on our i2 framework and collaborating on new features. This really wouldn't have happened in 2014 with each country deploying their applications in a completely different way using different tooling and processes. Teams were not aligned at all and we had silos everywhere.<br />
<br />
<a href="http://www.scrumexpert.com/wp-content/uploads/scrumtshape.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img alt="Image result for t shaped teams" border="0" src="http://www.scrumexpert.com/wp-content/uploads/scrumtshape.jpg" /></a>These new cultural initiatives meant when we started i2 project in earnest, we had sorted the majority of the cultural issues and managed to create a cross functional team made up of people that were bought into these new ways of working who would create the core automation. This took people from a development, operations and networking backgrounds and put them in a single team to create self-service processes to help automate all the pain points on the incumbent infrastructure. This team was made up of people from the United Kingdom, Porto and Romania.<br />
<br />
This created T shaped teams that brought deep dive knowledge from a particular discipline and then through working in the team that created automation for:<br />
<ul>
<li>Base images using Packer to create Centos 6, Centos 7 and Windows 2012 R2</li>
<li>OpenStack VM provisioning </li>
<li>OpenStack/ Nuage Network provisioning and ACL rules</li>
<li>Load Balancer configuration</li>
<li>Storage Provisioning</li>
<li>Bare Metal provisioning</li>
<li>Switch provisioning</li>
</ul>
They each learned brand new sets of skills, pushing them outside their comfort zones, thus enabling them able to support the full technology stack. It made us all better engineers and as a result we were able to achieve pretty amazing things with the automation we put in place. The core team that initially built the i2 project was made up of around 12 people, by automating everything, it meant you didn't need huge teams to manage the infrastructure. I loved turning up to work and seeing what the teams would achieve next.<br />
<br />
<a href="https://pbs.twimg.com/media/C_U2g6FXgAE5N14.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="320" src="https://pbs.twimg.com/media/C_U2g6FXgAE5N14.jpg" width="240" /></a>If we had not instigated the necessary cultural changes and had the backing from the organisation, or trust from our managers to implement the necessary changes, we would have never have built a successful i2 project. We would likely have just another failed OpenStack or private cloud initiative.<br />
To date our automation initiatives have won the i2 project a RedHat innovation award, an HP innovation award and most recently picked up the OpenStack Super User Award, at the latest OpenStack summit in Boston, which we are immensely proud of.<br />
<br />
Allowing engineers to be creative, innovate and try new things continually will bring huge business benefits. We now do around 1000 deployments on any given working day, when a development team checks in code it triggers the continuous delivery cycle for one of the 200 applications that have been onboarded onto the platform so far. Each application uses the self-service automation and we provision about 3000 VMs a day over our two data centres.<br />
<br />
Our deployments are completely immutable, every deployment will create new flavours (CPU, RAM and Disk), host aggregates, organises hypervisors, create networks, load balancing and virtual machines then install software on them based on the YAML files developers have filled in and added to GIT.<br />
<br />
<div class="separator" style="clear: both; text-align: center;">
<a href="https://encrypted-tbn0.gstatic.com/images?q=tbn:ANd9GcR3evaJuF1FVCJuUuXRiJ_wC1tHwOzngkHyBwb1uDvGrdd_qOkE" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img alt="Image result for progress" border="0" src="https://encrypted-tbn0.gstatic.com/images?q=tbn:ANd9GcR3evaJuF1FVCJuUuXRiJ_wC1tHwOzngkHyBwb1uDvGrdd_qOkE" /></a></div>
As a comparison in 2014 I couldn't get 1 VM for a POC, today I watch as the platform spins up over 3000 VM's a day, and allows our developers to build new products and it supports those products in production on OpenStack. To say we have come on a massive journey is an understatement and even now I think at times it is taken for granted somewhat, this is human nature as people always want better and faster.<br />
<br />
But through the continuous improvement model we implement we are incrementally improving the self-service framework and adding new features. When adding new features it is important to not compromise the integrity of the platform so we won't say yes to everything as scope creep is one of the reasons successful projects die.<br />
<br />
Company culture allowed us to achieve the i2 project, sometimes I think people don't understand what an important factor this was. We were brave, innovative and we achieved great things. So if you have great people at your company, I plead with every manager, empower them. Steve Jobs once said:<br />
<a href="https://s-media-cache-ak0.pinimg.com/originals/24/d7/4e/24d74eec46aa86ee2b3e295b299cf101.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img alt="Image result for steve jobs hire smart quote" border="0" height="233" src="https://s-media-cache-ak0.pinimg.com/originals/24/d7/4e/24d74eec46aa86ee2b3e295b299cf101.jpg" width="320" /></a><span style="background-color: white; color: #4c4c4c; font-family: "helvetica"; font-size: 13px;">“It doesn’t make sense to hire smart people and then tell them what to do; we hire smart people so they can tell us what to do.”</span><br />
I think every manager can learn from this statement, the people you hire will make your company successful if you hire better than what you have.<br />
<br />
Always strive to raise the bar with every hire, hire people that may not agree with you all the time. The bravest thing a manager can do is empower their staff, those that are fearful will micro-manage their staff and they will ultimately fail in initiatives as they can't know everything and are a level of abstraction too far away from the detail to make the correct decisions.<br />
<br />
<br />
<a href="http://blogs.gartner.com/thomas_bittman/files/2015/02/privvendors20112014.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img alt="Image result for why cloud projects fail" border="0" src="http://blogs.gartner.com/thomas_bittman/files/2015/02/privvendors20112014.jpg" height="258" width="320" /></a>In conclusion, it is manager's job to remove blockers and impediments that hinder their engineers from doing their jobs and help create a company culture that allows them to be successful. OpenStack and Nuage has been a huge technology enabler but without sorting the necessary company culture before building the i2 platform we wouldn't have gotten anywhere. Don't underestimate how important company culture is at your organisation, the majority of cloud initiatives fail because of the culture not technology.<br />
<br />
So anyone wanting to go on a similar journey, you will encounter detractors, non-believers, critics, but don't give up, it isn't impossible, you need to disrupt the notion that anything is impossible. Tear up the script, throw away the rulebook and create a new one. You only push technology forward by doing something that hasn't been done before.<br />
<br />
So prototype new solutions, be brave, be unapologetic, not everything will work and treat failures as learning experiences. OpenStack has been a massive success for us and could be for others, I for one believe in open source technology, community and continual learning and so should you.<br />
<br />
Videos of Paddy Power Betfair's OpenStack Summit talks from the most recent Summit in Boston are below:<br />
<br />
Lessons learned from running 1000 Application Deployments a Day on OpenStack:<br />
<a href="https://www.blogger.com/goog_2115427744"><br /></a>
<a href="https://www.openstack.org/videos/boston-2017/lessons-learned-from-running-1000-application-deployments-a-day-on-openstack-at-paddy-power-betfair">https://www.openstack.org/videos/boston-2017/lessons-learned-from-running-1000-application-deployments-a-day-on-openstack-at-paddy-power-betfair</a><br />
<br />
Immutable OpenStack Infrastructure:<br />
<br />
<a href="https://www.openstack.org/videos/boston-2017/immutable-openstack-infrastructure">https://www.openstack.org/videos/boston-2017/immutable-openstack-infrastructure</a><br />
<br />
How Paddy Power Betfair uses OpenStack Manila to manage stateful data in the DevOps process<br />
<br />
<a href="https://www.openstack.org/videos/boston-2017/how-paddy-power-betfair-uses-openstack-manila-to-manage-stateful-data-in-the-devops-process">https://www.openstack.org/videos/boston-2017/how-paddy-power-betfair-uses-openstack-manila-to-manage-stateful-data-in-the-devops-process</a><br />
<br />
Continuous Delivery Of Stateful applications using Cinder at Paddy Power Betfair<br />
<br />
<a href="https://www.openstack.org/videos/boston-2017/continuous-delivery-of-stateful-applications-using-cinder-at-paddy-power-betfair">https://www.openstack.org/videos/boston-2017/continuous-delivery-of-stateful-applications-using-cinder-at-paddy-power-betfair</a><br />
<br />
<br />Anonymoushttp://www.blogger.com/profile/01429974924494739922noreply@blogger.com60tag:blogger.com,1999:blog-5105828621834392693.post-61315068182413094342017-04-02T12:02:00.000-07:002017-04-02T13:18:09.953-07:00DevOps Does Not Mean Automation<div class="MsoNormal">
<a href="https://encrypted-tbn2.gstatic.com/images?q=tbn:ANd9GcRGiPMIoQlHjv-3DHk-cnhwhdI-XvFgo5-x1VvI-QcvGjf8GmgX" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img alt="Image result for devops conference" border="0" src="https://encrypted-tbn2.gstatic.com/images?q=tbn:ANd9GcRGiPMIoQlHjv-3DHk-cnhwhdI-XvFgo5-x1VvI-QcvGjf8GmgX" /></a>In the past few months I have attended some DevOps meet-ups,
I hadn’t actually had the chance to do this for a year or so. It is always really
refreshing sitting and listening to others experiences and war stories at
companies other than your own. It also gives a sense of perspective, allowing
you to gauge how mature your organisation is, in comparison to others that are
on their own DevOps or continuous delivery journey.<o:p></o:p></div>
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<div class="MsoNormal">
I also love conferences and meet-ups as I see it as an opportunity to go out and talk to people
and see if anyone is doing something interesting that we could bring to our own
organisation, be that a new way of working, a new technology or just something we hadn’t come
across yet that would bring value.<o:p></o:p></div>
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<a 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" 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" width="320" /></a>However, I found myself a little disappointed in many
aspects around general understanding of DevOps from some pretty high powered
companies at recent meet-ups. DevOps isn’t really a new thing and it still
seems that some haven’t grasped that it is about culture. What does “culture”
really mean? Oh no DevOps bingo buzzword alert….<o:p></o:p></div>
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For me it is pretty simple, it means having a supportive
organisation that does not break IT departments into traditional silos. It
means having T-shaped teams that are put together to deliver different
projects. It means developing a culture where a manager’s job isn’t about
barking orders anymore or dictating how things are done, instead managers are there to remove blockers or impediments stopping their teams from doing their jobs. <o:p></o:p></div>
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This DevOps culture allows engineers the ability to
collaborate, share ideas, talk as necessary with other teams to solve everyday problems as they
don’t have line managers stating their staff don't have time or are too busy to speak and work with others when they
aren’t. This requires people to champion this new way of working and it allows
a work-place where innovation is at the forefront not fear of change or moving
too fast. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
A DevOps culture should allow the word “impossible” to be
replaced with “how can we” or “when can we achieve this by”. If there is an
issue or engineering challenge, it can be incrementally improved on or fixed by
empowering engineers to do this. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<a href="https://hbr.org/resources/images/article_assets/2016/11/nov16-22-fst067011.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img alt="Image result for not automation" border="0" height="180" src="https://hbr.org/resources/images/article_assets/2016/11/nov16-22-fst067011.jpg" width="320" /></a>DevOps culture is about challenging everything, prototyping
new solutions, creating feedback loops in processes and implementing a continuous
improvement model on every process and removing waste.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
I can’t stress this more, <b>DEVOPS DOES NOT MEAN AUTOMATION</b>, IT leaders still seem to confuse continuous
delivery or automation with DevOps. The DevOps culture you create in your organisation,
for the above reasons, can mean it facilitates continuous integration,
continuous delivery and automation. </div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
But DevOps and automation can be mutually
exclusive, you can have automation and not be doing DevOps and it seems loads
of companies are doing automation and not DevOps.</div>
<div class="MsoNormal">
<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
At a recent London DevOps meet-up I watched a panel of so
called “experts” talk utter drivel for 30 minutes unchallenged on anything they were saying while some newbies to DevOps scribbled down these so called words of wisdom on notepads. Eventually
I posed the question to the panel via an interactive question wall (Oh the irony, DevOps meetup, communicate via question wall):</div>
<div class="MsoNormal">
<b><br /></b></div>
<div class="MsoNormal">
<b>“Does the fact that there seems to be a common misconception
that: DevOps = (an automation team) </b><b>not mean we see a constant creation of 'DevOps Teams' in
industry and yet another silo?”</b></div>
<div class="MsoNormal">
<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<a href="https://image.slidesharecdn.com/death-to-the-devops-team-agilecambridge-2014-141003080926-phpapp02/95/death-to-the-devops-team-agile-cambridge-2014-9-638.jpg?cb=1412323899" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img alt="Image result for devops is not a team" border="0" height="180" src="https://image.slidesharecdn.com/death-to-the-devops-team-agilecambridge-2014-141003080926-phpapp02/95/death-to-the-devops-team-agile-cambridge-2014-9-638.jpg?cb=1412323899" width="320" /></a>Despite the question receiving most up votes to be asked next
to the panel, by an equally agitated and disillusioned audience (newbies aside), it was
promptly deleted by the organisers so never asked to the panel. The shock, the
horror, the (insert expletive).<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Why did that happen? Probably because half the panel were
talking about DevOps teams they had set-up in their organisations. At a DevOps
meet-up they had failed to embrace the challenge everything mantra by asking
for questions and censoring some. Upsetting yes, unexpected? No.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
To quote a current colleague of mine, most big organisations
will, “give the current ops team a raise, rename their ops team the DevOps team and go
out to DevOps meet-ups and tell the world they are doing DevOps so they can get
a pat of the back and show they are a forward thinking company”. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Technology leaders and managers in majority want to work
with other managers that agree with them, so they can work in harmony, pat each
other on the back and all agree how good they are doing. Here-in lies the
status quo, the conformational bias, my peers agree it must be right, in truth that's because you picked them. This is where complacency sets in and company rot. A variety of opinions are required for organisations to be successful, difference in opinion, conflicting ideas and challenging preconceptions make us better as long as they are channelled in a non-destructive manner. </div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
In a way, we need to disrupt the notion that a harmonious group of managers that agree on everything is a good thing, before we can move forward in IT, sometimes it isn’t pretty and sometimes it can make for difficult conversations. But if we accept every persons opinion in an organisation should carry the same weight if you have recruited intelligent people then and only then can we move forward as a group.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<a href="http://www.focusgroupevents.com/Develop%20Your%20People.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img alt="Image result for develop your people" border="0" src="http://www.focusgroupevents.com/Develop%20Your%20People.jpg" height="213" width="320" /></a>Another annoyance for me, from the same panel at the very same meet-up, was when broaching the subject of
talent retention, they talked about locking graduates or staff into the company. </div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Oh how this made me
mad, in my opinion when you take on graduates, as a technology company, you
have a duty to help these individuals grow and mature by giving them the skills and
training necessary to be successful in the IT industry. </div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
This means pushing graduates outside their comfort zones at all
times, coaching them daily and giving them fun and interesting work that
you yourself would love to do, not crap you don't want to do. Hiring graduates shouldn't mean locking them into the company.</div>
<div class="MsoNormal">
<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
After graduates have done in theory their apprenticeship of 2-3 years at a company, I would actively encourage them to try something different if they don’t feel they are progressing at
the current company, which could mean looking elsewhere in the company or moving jobs to a different company. By that time the next wave of graduates should be doing their apprenticeship at the organisation and be ready to replace them if they do leave.</div>
<div class="MsoNormal">
<a href="http://f-leaders.co.uk/wp-content/uploads/2015/09/future-leaders1.png" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img alt="Image result for graduates are the future" border="0" src="http://f-leaders.co.uk/wp-content/uploads/2015/09/future-leaders1.png" height="85" width="320" /></a></div>
<div class="MsoNormal">
However, my main point here is that, if companies are meeting individuals needs in terms of personal development and
have a created a good company culture that empowers their staff and makes them
happy, they shouldn’t need to worry about talent retention, that will take care
of itself. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<a href="https://image.slidesharecdn.com/devops-days-amsterdam-140619151527-phpapp02/95/keynote-devops-days-amsterdam-hacking-it-culture-over-code-bringing-devops-into-your-organization-29-638.jpg?cb=1403224498" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img alt="Image result for IT culture" border="0" height="240" src="https://image.slidesharecdn.com/devops-days-amsterdam-140619151527-phpapp02/95/keynote-devops-days-amsterdam-hacking-it-culture-over-code-bringing-devops-into-your-organization-29-638.jpg?cb=1403224498" width="320" /></a>Ideally we should be setting graduates up to be the next technology leaders in organisations and developing them all the time. It is not a company’s duty to lock in talent to the point
they stay at the company despite being unhappy, as they have been told them
they won’t get a job anywhere else. </div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Companies that are fearful of
losing talent have a far bigger cultural issue, which is a culture of fear and
uncertainty from management. There should be no bus factors of one in your
organisations and if your daily operations are completely automated then what are you worried about? Or was that all bluster just for the sake of those at the meetup and not in fact true? It is time for some companies to stop all the talk and learn how to walk the walk.</div>
<div class="MsoNormal">
<o:p></o:p></div>
Anonymoushttp://www.blogger.com/profile/01429974924494739922noreply@blogger.com53tag:blogger.com,1999:blog-5105828621834392693.post-59067846343106649452017-03-11T11:33:00.001-08:002017-03-12T13:06:16.216-07:00Technology Leaders Be Brave and Focus On Company Culture<div style="margin-bottom: .0001pt; margin: 0cm;">
</div>
<div style="margin-bottom: .0001pt; margin: 0cm;">
<a href="http://www.maplecross.herts.sch.uk/files/2015/05/leader-23f019z.png" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img alt="Image result for leader" border="0" src="http://www.maplecross.herts.sch.uk/files/2015/05/leader-23f019z.png" height="320" width="320" /></a><span style="font-size: 13.5pt;">Any technology business has to work out from a tech standpoint if
they want to be an innovator or follower in the IT industry. It isn't always a simple choice for technology leaders, some companies that become followers will
argue they have to do due diligence, they are hindered by internal bureaucracy, have the pressure of daily deliverables to worry about, so they can't afford
to be too "bleeding edge" all the time. The more pertinent question
is can they afford not to be leading the way? <o:p></o:p></span></div>
<div style="margin: 0cm 0cm 0.0001pt;">
<br /></div>
<div style="margin: 0cm 0cm 0.0001pt;">
<span style="font-size: 13.5pt;">Technology leaders
may believe that it is in their interest to play it safe, not rock the boat,
but in reality there is no such thing as safe. The IT industry is so fast
moving, that cracks will begin to appear in existing technology stacks over
time, if they aren't invested in, cared for, upgraded, or continuously improved
and automated. Standing still in IT will mean the tech that they are using will
become dated compared to competitors.<o:p></o:p></span></div>
<div style="margin: 0cm 0cm 0.0001pt;">
<a href="https://www.rocktheboat.london/wp-content/themes/rock-the-boat/logo.png" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img alt="Image result for rock the boat" border="0" height="257" src="https://www.rocktheboat.london/wp-content/themes/rock-the-boat/logo.png" width="320" /></a><span style="font-size: 13.5pt;"> </span></div>
<div style="margin: 0cm 0cm 0.0001pt;">
<span style="font-size: 13.5pt;">One point that
becomes apparent when I attend technology conferences and speak to some
companies is that they evidently don't have people passionate about technology
directing the company. If you look at the most successful companies
organisation structures they have a great mix of technical and business people
at the helm. So why do so many technology companies in particular have this
flaw and why are getting it so wrong? <o:p></o:p></span></div>
<div style="margin: 0cm 0cm 0.0001pt;">
<br /></div>
<div style="margin: 0cm 0cm 0.0001pt;">
<span style="font-size: 13.5pt;">To innovate and be
successful in the technology industry you need strong leadership at CTO, CIO,
Director and Head Of level, that really understand technology and are
passionate about continuously improving it, driving it forward, towards common
and agreed goals. The worst thing any company can do is not have a clear and
concise set of goals at senior management level, as it sends mixed messages to
the engineers on the ground that need to deliver on the vision. Engineers can
often become caught up in middle management politics which is exhausting for
all involved. One joined up message is important, organisations should avoid having departments that act like shadow governments that will pick fault in other teams processes and ways of working. This is a collaboration anti-pattern that will just cause conflict.<o:p></o:p></span></div>
<div style="margin: 0cm 0cm 0.0001pt;">
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" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img alt="Image result for passion" border="0" 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" /></a><span style="font-size: 13.5pt;"> </span></div>
<div style="margin: 0cm 0cm 0.0001pt;">
<span style="font-size: 13.5pt;">These technology
leadership positions in some companies are all too commonly made up of career
managers that may not necessarily have the best understanding of the
technology, who believe they have made it, hold a title and power so they are
above being challenged on the decisions they make or questioned. There are good
ones though, which I have had the pleasure to work with over the years. <o:p></o:p></span></div>
<div style="margin: 0cm 0cm 0.0001pt;">
<br /></div>
<div style="margin: 0cm 0cm 0.0001pt;">
<a href="https://media.licdn.com/mpr/mpr/p/4/005/0b6/27c/0eca5f1.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img alt="Image result for listen" border="0" height="183" src="https://media.licdn.com/mpr/mpr/p/4/005/0b6/27c/0eca5f1.jpg" width="320" /></a><span style="font-size: 13.5pt;">Great technology
leaders listen to their staff they don't treat them as disposable commodities.
This is where the most common technology leadership faux pas lies, the power of
a technology leader lies in their people and engineering talent, a good leader
will know when to get out the way and let the team get on with it. Good
technology leaders see their job as giving the engineers an environment to
prosper and do their job, shielding them from internal politics and blockers.<o:p></o:p></span></div>
<div style="margin: 0cm 0cm 0.0001pt;">
<br /></div>
<div style="margin: 0cm 0cm 0.0001pt;">
<a href="https://devops.com/wp-content/uploads/2016/02/Embracing.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img alt="Image result for devops culture" border="0" height="136" src="https://devops.com/wp-content/uploads/2016/02/Embracing.jpg" width="320" /></a><span style="font-size: 13.5pt;">CTO's, Directors
and Heads Of job is not about making low level technology decisions anymore,
the role of a technology leader is now more about inspiring a successful
culture in the business that allows engineers to innovate and deliver great
products to market. Technology leaders need to be open to being challenged, not
taking it as a slight, and improving ways of working based on constructive
feedback. <o:p></o:p></span></div>
<div style="margin: 0cm 0cm 0.0001pt;">
<br /></div>
<div style="margin: 0cm 0cm 0.0001pt;">
<span style="font-size: 13.5pt;">This of course
means they need to have a low ego, they will put the company’s interests at the
forefront, and not abuse the power they have or be easily offended. Command and
control models led by technology leaders is not the way modern companies should
be run, it is proven to fail. Tech leaders are in reality too detached from the
day to day solution to make accurate technology decisions so this needs to be
delegated. <o:p></o:p></span></div>
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" 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XNTFG7yp6OfagQa0rD8h4WJc08rHcklhGo01/T1v4qpcz4TDRyWw7lgdSNGUaDZwdf577jat3wWpG7J4uVTLbprv9uyHja4sfW/8v/H6CjkVceXOSUngE0jspexULbQXvdr73Hpt99orhHBGOMTDyIRZruLbqup9rG2/vXk4bxrceWo5OOZtET/j5V06G1HVb7f7Vb/iZgAk0TqoAZMtgAB2HYAexH6U65F4HhpYHllXOQ23d2gAH8J7r/8Ab1rXwJ+J0MfqqxhjLMdpUlAwF7f0o0Skbgi9/H5+lq0vh8HDJ+yONMzKVtlZSMtr2J2bUag3qn8wcEOGlyZiwYXU2sbX+mwJ1G1/NMmCa16oncfZ7i5Vb26JiYn7ocodL0Z0HmrvwjkpiAZ9P+QHXQ7lhe9x4033FPON8mw5GeIFWAJy3JDW1trcgn/avY4uSa9WmJ52GLdO/wCmcE9xFqAZbjNfLubb+thfb0v/AF2q08scq9cNI7DIyMBY9yvey6W2AF9faqycDLJL0VUlwxSw9VJB1PuDr7VKcdoiJ15XjNSbTWJ8eSWJleV7m1jYADZQBlVRfwqgD7AU4uB2ga21tqf0FOeJ8HkwxQSAd4uCCbG24110v5HmpfkThwkxIYglY+/bS/4fsb6/9NK45m/R7LZqxjnJHhA4/hzwlVlUoTqAba+PBt+tNlubWuBvb7e/itA5twSStHEyqJpZbZvOQC17DcWy+RqP1LJ8PhnssxEdhuoLebi+g/P39tbW41uqYr3c9ObToicnaZUrpqbka6ajax81I8E462GFlw+EkObMGmgErg6aKxIyjS9vXWrTjOWMBCjZ5GVrGxaQXuB4XQE+dvNRPKfL0E7yMzuQjqFUgJm3bXe4IFtPAO3jM8e8WivuWo5mOaTfvqPss03xg7cowem12nF/cf3W3+1UfmTmSTF4hZyCmQKFXOX+li2a9hqSbbDQAeL1oHEHwOHASRIkV7pbICCBbQ2B9RvVR5r4DEIxi8MQYiQCqDtA1GYH0uLH3Naycaax2nemcXNi8xE1mN+J9IPjqlMVMVO0zsrA3uCxZGvbW4IO3mrcfinjOllMWGvtfI49ybCQC+vtVM/tDtCSKJAoCqT2soF9Fcbj2YN7WprNPewAso8Xubnck+Tt+lcztOESTEz9zr1ZndszaAyNdgum2Zu0D1YbCozUbj9+ljSzOQRlNjuCPH2NOePMDPKwsMzZiPAZgGcC3oxI/KginokhpzItN3bS1A3a1CumhQIqaUU0kho4oFRXGNDeuig6p9aMDXABRloFI7VrmDw0rcKiXDsRIYYytjbXtJF7iwOuvvWQ2rYsLipIeGQvCmeQQw5UsTcsFB0Xe1ybD0rr4mt239Hz+fvVNfVB4nkzsZpsQzS7qdCAb66u1z49P9qbOtmYAggEgG99L+2n6VdF4HjcT34uforYnpqdSPJIU5QNrXJ32FJ8V5awsUEgDN1Evdy2a3oXRLhU2F7fe1e5MPVG611H3eYeR0z03tuftHaE5gOKLhOHQSuO0INLi5vcjLc2Jp7iZIFRuIJqeicrC9iDqO3TW9h6+Kr/ADYGXhmHFhb+EHtt9B8LoO4D9aq2E48yYaXDMMyOO3utkN7k7aqd7ev3qts/RPTP07flz043xYm9fO53+NrRxST5vhazG5khNyTa910a9rC5UhtPypf4cxn5eYDS8m+hP0L6/wCvrTH4bsrjEYd7FXUNY+n0Pp/8f0qU+H6mNJ4mIukpUn3At/8AzTF816X+sa/Z7n+THkxx6mJj8SS4ByymEticTIAy3IHblXtI1J3bU2t/OksLMmOxquTZYhmQaAtr587bgbEHWoTmHjM00jRyXCq1umNu0nU6An11HpUryHNGHkU2BOVlFyNRcEjW2lxf109KxW9ZvGOsfKrfHeMds153bXr1BLnHi8jTmJGIjTQgEjM25J86eB7XqQ5GxLSxSxSFmCFGW5se6+mmtrr/ADqP43y9iPmGaNC6SOWVlNwM3hr7AE7nSpqLDpw7DszMC7/UQQL2BIVAx1sL+5zV7SL/ABZtbxDOWcXwK0p3mda/lH8i4jpzYjD3PawAH2JU7X9rnbbfw94XwQRcQldVJQqHBJ0BdjmA+xQ/b8xaucp4r/jxIT/e50Nz4y3FyAAfpXx+laRiZViR5GvZVLMba2UE7D86px4rekf8yjy5tjyTEf7RCJ5w4V18ObWzp3rcb2BuL+4JppyLg8mF6jDL1O43AHaPp/K1z/1Utyrxv5nqgjVTpoL5CTlufUbbevrTjmnG/L4VyoUHRF8C7aaW9Bc/lVPkmfjR9Ed5Kx+nn6wqcfFfmeIxE/SHsttdAGIbYb29/AubVY+Y+EzzyKElZIsvdZiNbnSwPdcHzYaD8qJyeh+dg9Mx/krVfOYcVizIIcMm6Zme2g1ItmOgNh99ahhmLY7Tb3Pp18is0zVrTUaj349qpzHy/HDGGErMbd2YqCWJ+99gfXa996jeUgRi4fUMTpreyN7jW1WZeUi38TE4l5GHcVQ9uhGcAuQLfYLSK8OhhxmGaD8THtuWBGU9yMdDuRvvbQVOcUxeLa1G4VryInHNN7nU99dvCW514O+IESRrdsxLNcgKMtrsPvbXU6fem2N4cMFw2WMvmZj3GzWJcqpCi+mn5etWXFY6ON4o2NjIxVBrqQpJ0HgWGvvWb8/Cf5j+N9GoiK3y2v6n8dgM329LVfP006rx3me34cnFm+Sa45nVY7/lWc/3pN3uaDNSdfMfcLLIdxuNjYG3vXd996RUUpagLKPFNmH7/wDNLuabym1Aky12ki9CgIhpQUktHWgWFHNJLS+HALKGvYsoOUXNiQDlHk2vYetAQ0dKuR5LErzvhUnaBMPLJC4ZZDLLEyjIQI1aNsr3aIqGurWJFjR+KcoRxIJAMVIcuQwxIJHSYRLK4mcLljUCRBlyltWH4TQU/wAVp/BudMNHhIg7HOkaIUAuxKqAd7C2m97f0qqtyxkXDZocU5kOGaSQJkgVZwrGNTlLO4DBS2ZQGuLXtVlxfLCR4p1GALxhJAmRXkCWayySxJinmlWxALWQ+QjHauLLbHMzCGfj1zREW9K7xvnXETGyHppfYAX30NyCR421v5qCxGMkkFnkd/PcxP8AI/f+dXKPk6URTYZsLCs6yP8A8Sz9SIhVz5FkDXw5C7F1s2zEG1UKM1m2S1vMt0xUpGqxporcdixAwiMFk2eVTfIBGjswa9yTe1u2xsRcA1QS1lF/TWn/AA18kc0p3K9FN95BaQi3pGGGv/uD1pmFpe83ncmLFXHXpqk+B49oJVlTwLEeqncf087gVb+EczQifEOTlWQRspItdgoUqb6XudzpoaoGe379qPG/9a1jzWp4Yy8emTe/x/JfFYvqSs9rZ2LAa/7+tKYfENG6OpIZTcH+Wx30pm4uf/FcWXxU9zva3TGtel5wvOlktZiwubnKdycyg3F7XFrjxr7wXHeJnEy9TJlAFgL3v7nwDtoPSohV/wC5vS73sBe597b+9UtmvaNTPZHHxsdLdVY7u4WcpIki3ujKwG1yDtp67fnV25u4ossGS/RNw9pSVbTZekgZ7kn8QC9t71S1xRTSPRrWMn4tRYhT+BftqfJtoGttffUn89a8rltWs1jxLV8FL3i8+YTvK3E/l5wxPYws5Nzodb2HkH/WluduNCdlCaogJvc6kgW0OxGv677gV5Pb9/zrk0lIy2inR6eTgpOSMnstwHHLDioZmOiE5vsUZdhr+LxV64xz3Coyw3kf7WUa+SfO9tDWYldaNtWsee9KzWrGXi48t4tb0ncXzFiJTdpWF7aJZLWN/Gp/O9J8Ex4jxUcsjaC92N20ysACAbncD2v7WqIDEbUdmrHXbe5lX4VOmaxGolaubeZFleIwE2ibPe1gWB8Hc+ddNDVv4RxeDGRZTlOgzRv3Ea2F773tofzrI707kxnSXJEAHItJLYFrndIyfoA2JXUkb2te1OTaLTM99ubJwaWpFazqY8Sd878Liw+J6cV7FQ9ic1rk2AJ18HQ30trrpXxR5pmdizszMdSzEkn7k11KheYm0zEadWOs1rETO5GCULUL0YGstkiKbvTuX+tNGagRKV2uMaFA1Wjg0QUdaBZaVjkKkMpKsCCGBsQQbggjUEHUGkVoxNBY+F4jieOnWOGbFTTKGZR8w4KjQMwZ3AXcAm43q78I+EmNCF5caYM5PUjiWWYnXZyjAMTvqCNfNXLk7liPhuAXryxwO7I+KdzHY636BZ1y5MpKkak5msRe9RXKXMMnE5nw0CjDQ4RnkM0JDJMbmOJXjdLlHUOxGYkhdwbEBEcX+EXaVgxcixqhkWPEqCMxLDeNhkvp/wCmTr5Ogz7mTk/E4JguIiARvpkXujbtB7WsNe7yBsbXtV/g4jzFDPOvSSbPMHZw0eUWsrJA8jARqVULZlJW2ovetJmjjxsEiYrDlUOjROUldQVLK46LuEbuBVgQ2n2oPL4iX/CP0paNL6k2H72HmpHmfgbYPFzYVjfpt2tb6kYBkbYa5SL+4I8VFmgdSzZrAaIv0j7m7Mf+Y2F/sBsBRA1qRVqO9AsFvYV2WMkWGh3qb5K4CMdiegZREoRpGYi/apXMFvoDY3udrHerzLzbwzhq9HBwfMMP7yTOUBP/AOWxLW9hlFza21Blsmgv6XsK3jl7kfAiABoY5brrIwBYtaxNzcqN7ZSNNfepTl/FNicODPAY0lU2Rz1O07LJ2rYka5bXAtc+BGDlbFQxiDD8RaOJNEWWBJzGv4VV8ynKALd2YAAaigx3mfAjDYuaBD2Kwy630ZFex9bZreumtRYk8nx+xWqTfDKCJ2xGPx5dCS8hKdPMSb90pcgXJ9ib6VWeeOZcLJCmCwWHVIInzh7ZSzZStwu+ua5Zu4/zoIXlnBDE4qGByQrv3W3IVS7BfchSL+9W1eQEbiUuF6zCCJUct25++4RL2sCcr9xFu3YXqm8qcVTDYyDEyBmWJixC2uRlZdMxAvr5NbTgMXDiJjxDBuWlZMpiuLTKvcFyORlkXUAhu3OcwF6Cmc+/DtcJCcRDK7KoGdXy3ALBQVZQB5GhGutidqzdzpatv41g8bxSJoepDhgCM8a9SV2tqFcMsRiUkBrAOWABBI+rIeZOAy4OURS2N7lXW+VgDY2uAbg7jxcb3BIRZ/UUmTQY0UGgMW1N6NfSkc2ta5yDw3hXyPzkiq7x6TmUByjC1yFYFVXUZSq5rEa3FBmvDuE4ic/wIJZB/iRGK3/z2y3/ADqaHw+4iNXgEQuBmkliAudgcrki5021Om9aND8W8K+Ijw8aEpIwQyv2It75TlfuOthqFHd7a1nj3xXxyzSwxjC5Ed0DhWkzBWIBBzhSCLfh8+aCOxPwp4iqFysNgL2DSO35KkZJPsKaD4c8QKB4oo5lOxjljOt7H6iNQfHsam8V8TZI8LhVwzqJrP8AML0myDUZFQN22tfRdgBttR+TefXOJeXFSQwxrG8jBAUadrBVjylirG2oNgwyAAgEghSuIcBxWHBM+HljUbsyHKNt3Hb59aimN7VsvB/i8krqkuFkV2bKvT/jg32UiytfcdoO+oNVX4tT4RZ+jFh4knBzzPHpYm9kshCsx0ckrcAr5JsFBY02lNLyNTSRqAtCkyaFAmKUUURaOtAqtPuCwCTE4dDazzRKb7WaRQb38a0xWjo5BBBIIIIINiCDcEHwQdaD0l8UY8+DZHljhw5YLiJpIjI6qZB0xFGoFz1LDNuAM2v1V3kzDYLAIsWHZSkpLLIZI2acqAC65ZCWABGioAMw9blvwfGQcX4aHlRJpEhdXRgllxGTLcZ9UYk3VgRYMdaqnw1wE/C8VicNjXWOL5UYt7MXAKuVDCwtcqJcwIucq2vag13FPYIFBAJGiqw/JrIcqnYkgWvvWM/CXEyycXxTzwEyv1TJd8vRYsxZSjNd1uMlrMVAGwvSb8/8TxWOyYNS0Uis0GHmRQHRVb+JmQITcoxHdlB0J0rSOTOEsQ3EMTGcPi8QoGIRSyKBGSqmxJykgAnU/wBbhnPx4gVcXh3A7pITnPbc5X7b29mt+XnWsyC63NWX4kcfXG8QmmRs0QyxxH1RBqR7Fy7D2YVWVlF7UCnRG9dMYowauq1B1Li+u+h13HoasPI8cDY2L5kjIDcBiApcaqrk6AX9dCQAd6r1Gv7/AHoPUrSqq6Lb/EPB+48X9dfa9QXGuBYPGWE8ZYgHL3yIygnUrlYAi41P2BI2qv8Awlw+PWEic5cOAOisgOddNMpv2R+isCddLC10PiVxXAqhilRJJrXjVNCpOgkv9UNjY6Hutax1sC2N+FOCf6JpIrDTuLAemZJLm32YVRebOSGwKdX5mKWMELazo5LbAIcynQEnu2U1Mcn8A4hLh48TDjZkDBrIUaUAK7Josj5fwk2A2P5Ffj/JmNxcfVbG4aRYQ3aEaFs2UEh0y9khsBlYC3oLmgy9zrWjfBeDO+KGUsP4BNrX0MxBsfqtbas1U1rnwJjGXEt6vGB90R2trp+Me/pQaJxHhyEI5zEqRZtcw1BKsQQ1iRrqL21NhaqF8SMEMRw75pbBo3DHUNYgiKRM+5ALa3uSYtxtWiDiYnEioGV49GGhB7VbQE6izr6ed6wnnLjuKimxeBEp+XMrP0yq6dUic2JXOAWcmxOmY0FPJopNdJohNBxmqS4PxibD9QRNlEqGOQEBlZfdWBFxc2Pi5qOFdY+lAUCjJtQAowoJjlTgwxeJSFpViU2LOxGxdUCoDbM5LgAffe1jbsD8NBJ1f+JIbrTwwjIO7ohjmkN/JXYeBe5vaqRy9HiGxUPyqF5w6vGo/wASkEFtQAu1ySBrbzVr5l45xDh002GGMjZpv4s3SQWjkkv1ETMCUv7bgg2UmgU5n5K+RhOJhxUnVgeNHIHT7pEVg0TIbr9Y0N9PPgteTuVIeJrK0mNK4xpWOQlWLLZS0jKe9zcsSQbC3rUHxTm7GYiFcPNOzxLlsuWMXKiylmChmI9yfXfWmXC+LTYcuYX6bOuRmAGbLcMVViLqCQL29BQd5k4Y2GxEkJjlRQzdPqizNGGIRzoAbgeBa9x4qGf1qX49xvEYuQS4iQyOq5QcqKAtybBUUDdjra+tQz0CddoWoUBFNKLSS0opoFKMtELUYGgmuWuY8TgZerhpMpNgykZkcA3AdfNvBFiLmxFblyZzjDxOM9SF4XjshAJeN8wOYDLYuMo1VxYZl33rzstbJ8AiOlPcLcTX1tfWNQLX+x29KDWSsMWTtC2UogCgWU2JVbDtByrpexyj0FF4zhxNE0TC6MCGUg2IIsQ2o7arPxFhkXB4mVcqlYpGDAnMCqFlI1FiCAb2pn8MOalxeHAKokyWWUKlyW8OANAGAv8AcMPFBjPPnLhwWIMa3Mb3aM3ubeUJ9VuPuCp3Jquoulei/iVwA4zDMqqS6d8frnANhYCwDAldbb38V53v7WoD5qNntSXmgxoFOrTvhfE2gmjmUKxRswDi4J9x/MHwbHxUbno4FBq/Hfi08mHWPDxmOUr3sbMqHUHJ/wC4TuCygC+x8ZrNOWJZmLMxJLMSSSdySdz96aqa4tybAEkkAAXJJOwA8k+lBrUPFpsLy7BPhpOnI0rIXyqxK9ebtAdSNP8AQ6+pPhjxvE4p8Z15eplwxylljBFydO0C41Oh/lTfHYeX/wCmoIyj5hNcoUbOAZ5SuhGYaEeNgaV+EnBZhDicTlXJPA8UV2UEsCw8kWGYWBPofFBlqNdR9hWufBXGQxQTNLNDEeswAkdVzDpR30Zhce/sayniuBfDSNBKAJIyAwBVgDYHRlJB0Ipkk3rQegOXua8JHisaZcXAimWNwWlRg18LAhyHMc9jGVJF7EEa1lvxIxkEuPeXDuro6ISym4zAFLX/AMip+tVYtRCaA+auGik1y9Ae9HU0kKNQKiprgXKuMxgLYeEsoNi7MiL76uRmtucoNqgQ1aDyP8RY8FhTh5IpGZS2R4smzMWIfMRrc6HXS2mmoPeJcQg4JC+FwrCXHyKOtPYWjB/Co1GxuF9wzeAcykcsSzElmJYk3JJJuSSdyTreleJY4zzSzMAplkeQqNhnYtb3333O9Nr0BhXb0W9A0AJpu1KvSTGgLahXa5QIg0YGkr0YGgOGowNJijrQLBq0/wCBGOVcTiImt3xo4uQP7tmU6nS/8UVlmarJ8OeJrDxGBnICMTG99BZxZbnx3hDfxag9G8XSKWNlbuUghrMLWIsRY3DaHxXn/k/i7cMx9pGIQMYZ9/pvo9vNiAwNj2k23rT4vilhX4h8mpIgJEa4gO2VnuRvcWQ6AP6j0IYYnzDxDr4qecbPIxX/ACg5U/8A1AoN65058OBbDOFE+HmV8yjQ2ATKyNazfU2l7HtNx5xTnPE4eTFyS4ViYpbSWKlSjNrIhBA1zXNxp3aVHzcYmeCPDO2aOJmaMHUrnADKDf6dL28EmmTNQGVqGaky1ELUCqC+tLhqboaOGoFSfepDDYKeGOPHKUQCS8RZ4szPGy3ZI2uXyMVvobb7AkRLSa/v9+asPCeYo4YGhbC9UsHvnmYxlj9EnRyHK6DQMjKT66mgs0HHOYSzoJ3LxyCJk/4S4fLmy2K20BFze2oG+lVGflzEsWkeJNV6xkaXDqjKz5c6yGQIwzsFOUmxZQbXF5XGc/zNOk6QwxsJVnkC5yJZlQIHe7XCiwIRbC+pudRD4bmjFIZGErFni6GYlrpHnV7Q5SBHqi7Cw9KB1NyRjlVi0IjZWKLE8kavIyjMwgQteUgEHt3uALnSi4vk2aOBMS8kQhfpHP8AxMoErWUqWQBiBqy7ga6jWk4ebcUIRD1AwV2kVpEWR1d/qZXcEgnXu3FzYik5easW0XQaXNF0hBkZVZcgJZTYj61JuH+oetA55h4BFhUiIxizvIiyKqRSKOm18rl5CN7aAAn1tpeALUfGcQkl6fUYt041iS/hEJyr72zEfa1IZqBS9Amk1NHBoDirphuRgZcOj4lcszIAADG7K8AmV4Vk+tbFVLEDKxtYmqTmpx/ac3V6/VcSiwEisVcALkWzLYiygLp40oLrw3kJZxNZpYzGwUKTc2MRdcgaKNp2JVrBVS4GhbekcByRFI+FhbE5ZcQsLm7QrkDoZGXo5jKWCiwY5VJIPtVOn4lMxzNNKzXDXaRycy/S1ydx4PikJ8U7tnd2ZtO5iSe0ADU66AD9KDQOHcl4VpHEsskaCNZB8wywtGDL026uQMDfRkcHLYm4sL05h5c4fhzg0xaTdaWd4+mzZVZPnOgHkZT25Ixm7bB841sKzEm5udSdSfW+96A9PFBeOG8rxSYaR5JFXETJJJhY+pGllQB0zRuQ7dUXVbaKozHdae4vljhwcpHis7Cbp5DLGjuVw0rlQzLkCvMkSK+oHUIvfSs8Y331+9FY0F/4fgcMsWLWX5OCUSKEV54JsqdIhlR3SdrhzclVBvazACs/vpXL0UmgNmoUnehQIg0cGhQoOhqMGoUKAE10UKFB21GvXaFAXNSgauUKDpot6FCgMpo2ahQoE713NQoUAzVzNQoUHM1czUKFBzNXb0KFB3NXc9ChQDNQz0KFBwmuXoUKDmajZqFCgLmoE0KFAXNXCaFCg5euUKFB/9k=" width="320" /></a><span style="font-size: 13.5pt;">The engineers the
tech leaders have hired should be making the low level technology decisions,
tech leaders instead need to focus on the culture, steering the company
objectives in the right direction and trusting the engineers to deliver the
results. This may be hard for some technology leaders who have come through the
engineering ranks, but they need to let go, trust those they have hired to do
their jobs and not micro-manage their staff. <o:p></o:p></span></div>
<div style="margin: 0cm 0cm 0.0001pt;">
<br /></div>
<div style="margin: 0cm 0cm 0.0001pt;">
<span style="font-size: 13.5pt;">For some technology leaders this means taking a step back, looking at what they are doing and
evolving too to adopt this new way of working. Like engineers, technology
leaders can learn too by looking at what others are doing in industry, so they
too can improve. However, this means actually being open to change and
listening, it shouldn't mean looking at what others are doing and using conformational
bias to validate what they are already doing. It isn't too late to change and
improve as no-one is perfect.<o:p></o:p></span></div>
<div style="margin: 0cm 0cm 0.0001pt;">
<br /></div>
<div style="margin: 0cm 0cm 0.0001pt;">
<a href="http://blog.procademysoftware.com/wp-content/uploads/2015/02/waterfall-v-agile-about.gif" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img alt="Image result for agile or waterfall" border="0" src="http://blog.procademysoftware.com/wp-content/uploads/2015/02/waterfall-v-agile-about.gif" height="136" width="400" /></a><span style="font-size: 13.5pt;">Moving towards an
agile approach is fundamentally important too. Milestone based approaches,
dictated by managers going in an offsite meeting is anti-agile and doesn't make
sense. 10 years ago that may have been acceptable but not today. The software
industry is so fast moving that the road map that is documented this month will
be out of date next month. This milestone approach should simply make way for
agile prototyping using spikes in sprints to evaluate tools and processes,
where engineers are trusted to try and test new solutions and show the business
value.<o:p></o:p></span></div>
<div style="margin: 0cm 0cm 0.0001pt;">
<br /></div>
<div style="margin: 0cm 0cm 0.0001pt;">
<a href="https://www.smashingmagazine.com/wp-content/uploads/2012/08/DesignSprint.png" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img alt="Image result for agile spike" border="0" height="218" src="https://www.smashingmagazine.com/wp-content/uploads/2012/08/DesignSprint.png" width="400" /></a><span style="font-size: 13.5pt;">Not all prototyped
solutions will work, but some will and bring huge business value or speed up ways of working. If an idea
doesn't work as expected the engineering team and business will have at least learned a valuable lesson and the engineering team
will have improved as a result. The ask of technology leadership from engineers is that their
managers trust and support them to
make the correct technology decisions. This by no means doesn't mean their decisions can't be questioned or challenged using data. <o:p></o:p></span></div>
<div style="margin: 0cm 0cm 0.0001pt;">
<br /></div>
<div style="margin: 0cm 0cm 0.0001pt;">
<span style="font-size: 13.5pt;">The engineers on
the ground are normally the most qualified people to make this assessment, so
they should be empowered to do so. Management should know when to step aside,
this takes bravery though. Including engineers in the decision making
processes or even better delegating decision making is very hard for some technology leaders as they see this as power. My argument is that empowering people, is an even greater power.<o:p></o:p></span></div>
<div style="margin: 0cm 0cm 0.0001pt;">
<br /></div>
<div style="margin: 0cm 0cm 0.0001pt;">
<span style="font-size: 13.5pt;">It is </span><span style="font-size: 18px;">vitally</span><span style="font-size: 13.5pt;"> important
that any technology decision made by technology leaders or engineers needs to be backed
up by statistics, metrics, KPIs and data driven analysis. This is a common theme in
DevOps culture, using feedback loops and measuring results to </span><span style="font-size: 18px;">dictate</span><span style="font-size: 13.5pt;"> the best ways to continuously
improve the solution. <o:p></o:p></span></div>
<div style="margin: 0cm 0cm 0.0001pt;">
<br /></div>
<div style="margin: 0cm 0cm 0.0001pt;">
<a href="http://qdqmedia.github.io/wiggum/img/grafana.png" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img alt="Image result for grafana metrics" border="0" src="http://qdqmedia.github.io/wiggum/img/grafana.png" height="163" width="320" /></a><span style="font-size: 13.5pt;">In the past
technology leaders would traditionally make technology decisions based on gut
feelings, instinct or even a whim. This really isn't acceptable today, as your
competitor will likely be using big data analytics or machine learning, which
should be shaping our business decisions and enabling us to become better
decision makers, everything must be data driven now. <o:p></o:p></span></div>
<div style="margin: 0cm 0cm 0.0001pt;">
<br /></div>
<div style="margin: 0cm 0cm 0.0001pt;">
<span style="font-size: 13.5pt;">If I was a betting
man I would bet on data over gut instinct every time. The value of data, stats
and measurement cannot be underestimated. In any industry there are the leaders
and the followers. The followers will wait until someone like Gartner says that
a technology is ready to use before even considering it, by then it is too late
as half the industry will have already adopted it. <o:p></o:p></span></div>
<div style="margin: 0cm 0cm 0.0001pt;">
<br /></div>
<div style="margin: 0cm 0cm 0.0001pt;">
<span style="font-size: 13.5pt;">Taking weeks or
months to deliberate over putting a solution in is frankly not acceptable, if
decision making is handed to engineering teams they can evaluate solutions
within a few weeks. Managers will take weeks, months or even years evaluating a
product or new technology, scared to put it into production encase it
breaks. <o:p></o:p></span></div>
<div style="margin: 0cm 0cm 0.0001pt;">
<br /></div>
<div style="margin: 0cm 0cm 0.0001pt;">
<a href="https://upload.wikimedia.org/wikipedia/commons/thumb/e/ee/PACE-flag.svg/1280px-PACE-flag.svg.png" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img alt="Image result for pace" border="0" height="213" src="https://upload.wikimedia.org/wikipedia/commons/thumb/e/ee/PACE-flag.svg/1280px-PACE-flag.svg.png" width="320" /></a><span style="font-size: 13.5pt;">Bureaucratic IT
processes will outline rigid phases that need to be completed, such as a
requirements phase, analysis, with multiple word documents or PowerPoint slides
written before finally allowing an engineer to actually evaluate a new tool and
see if it proves its worth with real business use cases. Instead this could
have been prototyped in a week by an engineer in an agile spike and tested on a
subset of use cases using a real world examples to see if the solution was
viable. <o:p></o:p></span></div>
<div style="margin: 0cm 0cm 0.0001pt;">
<br /></div>
<div style="margin: 0cm 0cm 0.0001pt;">
<span style="font-size: 13.5pt;">My view on this is
that these bureaucratic processes are implemented by managers, to quell the
pace at which the world around them is moving. So they put in these processes
to make it more stagnant environment so they can control everything that is
going on, this is done out of fear. Put simply IT management don't need to
understand every fine grained detail, that is what they hire and should be
empowering and trusting their staff to do. <o:p></o:p></span></div>
<div style="margin: 0cm 0cm 0.0001pt;">
<br /></div>
<div style="margin: 0cm 0cm 0.0001pt;">
<a href="http://www.levelupleadership.net/images/easyblog_images/667/b2ap3_thumbnail_no-micro_management.png" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img alt="Image result for no micro-management" border="0" src="http://www.levelupleadership.net/images/easyblog_images/667/b2ap3_thumbnail_no-micro_management.png" /></a><span style="font-size: 13.5pt;">Engineers that
feel empowered are more likely to be happy and will do their best work, happy
staff will also encourage other good people to join the business, therefore
raising the benchmark and technical level of the engineers in a company. When
you hire good people they will bring good people with them. Poor managers or
technology leaders instead will micro-manage staff, hire people less clever
than themselves, create an unhappy toxic culture and ultimately the best people
will leave the business and move on to companies that empower and trust them.<o:p></o:p></span></div>
<div style="margin: 0cm 0cm 0.0001pt;">
<br /></div>
<div style="margin: 0cm 0cm 0.0001pt;">
<span style="font-size: 13.5pt;">In the fast paced
technology space it is imperative for technology leaders to be brave and
encourage innovation and not suppress it. If there are tools or new processes
are available that will improve a solution it is imperative that they are
implemented straight away. If you wait too long, then the value add or
competitive advantage of implementing the solution depreciates and your
competitors may implement it first.<o:p></o:p></span></div>
<div style="margin: 0cm 0cm 0.0001pt;">
<br /></div>
<div style="margin: 0cm 0cm 0.0001pt;">
<a href="https://blog.appliedis.com/wp-content/uploads/2016/05/DevOps.png" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img alt="Image result for devops" border="0" height="200" src="https://blog.appliedis.com/wp-content/uploads/2016/05/DevOps.png" width="400" /></a><span style="font-size: 13.5pt;">The most
successful projects are normally when a collection of engineers are given
creative freedom to collaborate, share ideas and build something great
together, without having to deal with middle management in fighting and
corporate politics. This is DevOps in its truest form. <o:p></o:p></span></div>
<div style="margin: 0cm 0cm 0.0001pt;">
<br /></div>
<div style="margin: 0cm 0cm 0.0001pt;">
<span style="font-size: 13.5pt;">This is what the
DevOps movement is all about, engineers in reality want to work on interesting
projects, with cutting edge technologies that allow them to continually improve
and couldn't care less about company politics. It is probably true that what
most engineers want in life is to be left alone to get on with their job.
Gartner calls this mode 2, but they should simply call it the future.<o:p></o:p></span></div>
<br />
<div class="MsoNormal">
<br /></div>
Anonymoushttp://www.blogger.com/profile/01429974924494739922noreply@blogger.com19tag:blogger.com,1999:blog-5105828621834392693.post-27023169535801861662017-01-01T20:00:00.000-08:002017-01-02T05:58:19.112-08:00Lessons Learned From Running OpenStack In Production For Over A Year<h2>
Why we chose OpenStack and SDN?</h2>
When we first embarked on building a new private cloud in 2015, we needed technology which would last at least 5 years so we chose to use the Red Hat distribution of OpenStack and software defined networking with Nuage Networks.<br />
<a href="https://www.paddypowerbetfair.com/~/media/Images/P/Paddy-Power-Betfair/logo/logo-og.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img alt="Image result for paddy power betfair" border="0" height="160" src="https://www.paddypowerbetfair.com/~/media/Images/P/Paddy-Power-Betfair/logo/logo-og.jpg" width="320" /></a>The reference architecture for our Paddy Power Betfair OpenStack implementation can be found here, which was created to advise anyone interested in embarking on a similar private cloud journey, as we believed we would have benefited from a similar document at the start of this project and wished to share our experiences:<br />
<a href="https://betsandbits.com/2016/10/25/openstack-reference-architecture/">https://betsandbits.com/2016/10/25/openstack-reference-architecture/</a><br />
<br />
OpenStack was chosen as we wanted an API middle-ware that we could connect networking, compute and storage to and control programmatically. This would make the private cloud solution vendor agnostic, so at a later date if we wanted to introduce a new compute, storage or network vendor we could easily substitute them in without having to write new automation orchestration each time.<br />
<br />
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float: right; margin-bottom: 1em; margin-left: 1em;"><img alt="Image result for openstack new logo" border="0" height="247" src="data:image/png;base64,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" width="320" /></a>It also gave us the option that we could even switch out our OpenStack vendor at a later date if we desired or use the upstream OpenStack distribution once we had built the necessary in house skills. So as long as there is a Nova (Compute), Neutron (Networking) or Cinder (Block Storage) vendor driver for the compute, networking or storage then it can easily be swapped in and used in our private cloud.<br />
<br />
Using OpenStack as our automation middle-ware meant that we could build our continuous delivery pipeline orchestration using the OpenStack APIs and they would be compatible with any OpenStack distribution. This was instead of using vendor API's directly that could suddenly change in the next major release meaning rework, or worse still, becoming stuck on older versions of software that would eventually go out of support.<br />
<br />
For our automation pipeline orchestration we use the OpenStack Shade library heavily <a href="https://github.com/openstack-infra/shade/tree/master/shade">https://github.com/openstack-infra/shade/tree/master/shade</a> and the Ansible OpenStack modules <a href="http://docs.ansible.com/ansible/list_of_cloud_modules.html#openstack">http://docs.ansible.com/ansible/list_of_cloud_modules.html#openstack</a><br />
<br />
<a href="https://redhatstackblog.files.wordpress.com/2016/10/full-stack-automation-ansible-and-openstack.png" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img alt="Image result for openstack shade library" border="0" height="176" src="https://redhatstackblog.files.wordpress.com/2016/10/full-stack-automation-ansible-and-openstack.png" width="400" /></a>All the OpenStack Ansible modules are written with the Shade client library, so any OpenStack Ansible module that is written will tested to make sure it is inter-operable with any OpenStack distribution be it Red Hat, Mirantis, Suse etc. This compatibility is maintained by the OpenStack community and tested as part of the openstack-infra project and Shade releases and we have also added features to the Shade library when required to extend or create new modules to serve our needs.<br />
<br />
Software defined networking was also deemed a must on the project as it would help us simplify network operations and allow us to mutate the network in a completely programmatic fashion. At the time the OpenStack Neutron component, was not nearly as mature as it is today, as of the Kilo release struggled to support OpenStack clouds at the scale of 650 compute nodes in one OpenStack cloud.<br />
<br />
A good article on scaling the latest Newton release of the OpenStack Neutron (Networking) service can be found here and it seems to have come a long way since the Kilo release and now works at massive scale <a href="https://t.co/ywe9cK4upC">https://t.co/ywe9cK4upC</a><br />
<br />
<a href="http://www.nuagenetworks.net/wp-content/uploads/2016/02/Screen-Shot-2016-02-05-at-12.14.40-PM.png" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img alt="Image result for nuage vsp openstack" border="0" src="http://www.nuagenetworks.net/wp-content/uploads/2016/02/Screen-Shot-2016-02-05-at-12.14.40-PM.png" height="255" width="400" /></a>Using the Nuage VSP SDN platform meant that we could scale OpenStack Kilo to 650 compute nodes (hypervisors) we required per datacenter. Another benefit of using Nuage was that Neutron to date still does not have support for multicast and a lot of our applications needed this for cluster discovery in the overlay network. Details on how the Nuage SDN solution deals with multicast can be found in this video:<br />
<a href="https://www.youtube.com/watch?v=oqF6ezq3eWE">https://www.youtube.com/watch?v=oqF6ezq3eWE</a><br />
<br />
The Nuage VSP solution also meant that we could easily bridge back to our legacy network for application dependencies that had not yet been migrated into OpenStack. This was achieved by making the legacy network routable using the Nuage VSG hardware gateway, which meant we didn't have to fiddle with individual VLANs each time an application needed to talk to the native network. Application access permissions are locked down using the Nuage ACL ingress and egress firewall policy on least privilege basis meaning each application is set-up with minimum amount of ACL policies it needs to operate.<br />
<h2>
What Challenges Have We Faced With OpenStack or Nuage VSP SDN?</h2>
One of the initial challenges we had was updating the OpenStack installer, as Red Hat had recently went from using the Foreman installer in the Juno release to using the new Red Hat OpenStack Installer (OSP Director) in the Kilo release which is a hardened version of the RDO/ Triple O upstream project we needed to work out how we would integrate Nuage into this installer.<br />
<a href="https://www.rdoproject.org/images/blog/rdo-tshirt.jpg?1460046750" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img alt="Image result for redhat rdo" border="0" height="400" src="https://www.rdoproject.org/images/blog/rdo-tshirt.jpg?1460046750" width="362" /></a><br />
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The Red Hat OpenStack Installer uses Heat (OpenStacks orchestration service) templates to install OpenStack but at the time these only worked for installing pure OpenStack services, not SDN plug-ins, so initially a lot of development work had to go into integrating Nuage into the installer.<br />
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Nuage have since integrated these features <a href="https://github.com/dttocs/nuage-ospdirector/wiki">https://github.com/dttocs/nuage-ospdirector/wiki</a> which will save users from having to do the custom work we had to do when we started our OpenStack implementation. It is important to bear in mind any service needs to have a Heat template before it can be installed with OpenStack as the installer is a full life-cycle management tool. If as service isn't integrated in a Heat template it will be overwritten the next time the installer is run. There is no room for manual tweaks in this world or you will come unstuck as the infrastructure is scaled out.<br />
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Another feature we required was making the solution support our CLOS leaf-spine architecture provided by our Arista switches so the solution is rack aware. This customization is now going into the upstream OpenStack project <a href="https://review.openstack.org/#/c/377088/">https://review.openstack.org/#/c/377088/</a><br />
This will make our OpenStack upgrades far easier as Nuage plug-in and leaf-spine support are integrated in the installer without the need for bespoke customisations every time a new Red Hat distribution is released.<br />
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A real game changer has been our partnership with Red Hat, who offered us to be a part of their high touch programme, this has allowed us to collaborate with Red Hat on a monthly basis on features we would like to see included in OpenStack. The CLOS leaf-spine support is one such feature that has been developed as a result of our feedback to Red Hat and they have created a blueprint to implement the features we required in the Triple O/ RDO/Red Hat OpenStack Installer to allow it to support modern networking needs.<br />
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" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img alt="Image result for timeouts" border="0" height="320" 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" width="320" /></a>Aside from the challenges with a brand new installer we have also had some teething problems when we have scaled out the infrastructure beyond a certain point, as some of the OpenStack default settings were not really set-up for scale we required, which caused some disruption when we hit some timeouts as we scaled out OpenStack but these were quickly found and increased. Although this is a superficial problem some timeout settings were initially quite hard to track down as you had to understand if the API call was controller or compute node side. When upping timeouts it is important that each timeout is updated across all the required OpenStack services as operations can cascade between different OpenStack API's.<br />
So I would advise users to understand how the API calls work and how they traverse each service so when an issue is encountered they can track via the OpenStack request id in the logs.<br />
<br />
<br />
When increasing timeouts on Nova and Neutron it was important to make sure that Nova, Neutron and HAProxy configuration are upped sufficiently to sensible values. Another default value to look out for is the file descriptor settings on RabbitMQ, in OpenStack these were exceptionally low meaning that once multiple concurrent API calls it hit the limit and maxed out. Upping these settings were really very easy to do once you found out where to look. I do think OpenStack would really benefit from having more sensible default settings and I know it is something that is being discussed in the OpenStack community.<br />
<br />
We have also hit some minor bugs with Pacemaker and RabbitMQ versions in the Kilo release which were fixed by going to the latest versions that were already available. But these are simply all minor niggles which are natural when dealing with any new technology so really there was nothing out of the ordinary on this front or any show stoppers.<br />
<br />
<br />
<a href="http://networkstatic.net/wp-content/uploads/2012/05/open-vswitch-lab.png" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img alt="Image result for openvswitch" border="0" src="http://networkstatic.net/wp-content/uploads/2012/05/open-vswitch-lab.png" height="122" width="320" /></a>On the Nuage VSP SDN front one of the main challenges we hit was that we allowed developers to set-up their ACL rules themselves and the Nuage VRS (Open Vswitch) in Nuage VSP version 3.2 has a limit of 100 flows at ingress and 100 flows at egress per VM vport. So we have had a few development teams hit this limit initially as the ACL rules were configured in a sub-optimal way, but with a little help these were consolidated down to just the flows that were required per application so even our most complex application contain on average 50 egress and 50 ingress flows which is 50% below the limit. Nuage have since upped the limit to 500 ingress/egress flows on the Nuage 4.x release so it would take a pretty insane application to require 500 ACL rules all to itself on ingress or egress to breach that limit.<br />
<br />
The other main challenge we encountered with Nuage VSP was the amount we were calling the Nuage APIs meant that we had to move to the Nuage 3.2 R10 release as we were spinning up over 1000 virtual machines a day with a huge amount of ACLs which was being very CPU intensive on the Nuage VSDs. But Nuage like Red Hat through our partnership programme, analysed how we were using the platform, replicated our set-up in their lab and then made some great optimizations for us to ensure as we scaled out the platform we could continue to make sure all requests for new virtual machines became active in a few seconds, as opposed to having to wait 30 seconds during busy periods. It really does pay to choose your partners with care as I haven't seen this degree of support from many vendors I have worked with over the years,<br />
<h2>
Quantifiable Benefits of OpenStack and Nuage VSP SDN?</h2>
So what are the quantifiable benefits of using OpenStack and Nuage VSP SDN together? So in our 1st year of running OpenStack in production here are some highlights when taking the approach we have achieved the following:<br />
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</div>
<ol><a 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<li> <span style="font-family: "times new roman" , serif; font-size: 13.5pt; text-indent: -18pt;">Developers can now can self-serve on-boarding of applications and receive
compute, networking and storage on demand</span></li>
<li style="text-align: left;">·<span style="font-size: 7pt; font-stretch: normal; font-variant-numeric: normal; line-height: normal;">
</span><span style="font-family: "times new roman" , serif; font-size: 13.5pt; text-indent: -18pt;">82 production microservice applications have been migrated onto the
OpenStack platform so far using our automated continuous delivery pipelines and are live in production</span></li>
<li style="text-align: left;">·<span style="font-size: 7pt; font-stretch: normal; font-variant-numeric: normal; line-height: normal;">
</span><span style="font-family: "times new roman" , serif; font-size: 13.5pt; text-indent: -18pt;">We do on average 500 deploys a day to test and production environments
on OpenStack </span></li>
<li style="text-align: left;"><span style="font-family: "times new roman" , serif; font-size: 13.5pt; text-indent: -18pt;"> We provision over 1100+ virtual machines each day on the 2
OpenStack clouds we have in each of our datacenters as all our virtual machines are immutable</span></li>
<li style="text-align: left;">·<span style="font-size: 7pt; font-stretch: normal; font-variant-numeric: normal; line-height: normal;">
</span><span style="font-family: "times new roman" , serif; font-size: 13.5pt; text-indent: -18pt;">We deployed 50 hypervisors using Red Hat OpenStack Installer across the
2 OpenStack clouds we have in each of our datacenters in one business day</span></li>
<li style="text-align: left;">·<span style="font-size: 7pt; font-stretch: normal; font-variant-numeric: normal; line-height: normal;">
</span><span style="font-family: "times new roman" , serif; font-size: 13.5pt; text-indent: -18pt;">We peaked at 650 deployments and 2000+ virtual machines deployed in the 1
day prior to Christmas</span></li>
<li style="text-align: left;">·<span style="font-size: 7pt; font-stretch: normal; font-variant-numeric: normal; line-height: normal;">
</span><span style="font-family: "times new roman" , serif; font-size: 13.5pt; text-indent: -18pt;">We do on average 220 production releases a week now on OpenStack</span></li>
<li style="text-align: left;">·<span style="font-size: 7pt; font-stretch: normal; font-variant-numeric: normal; line-height: normal;">
</span><span style="font-family: "times new roman" , serif; font-size: 13.5pt; text-indent: -18pt;">We currently have 2207 deployed active virtual machines in OpenStack
which is just % of our end estate for our newly merged Paddy Power Betfair
company</span></li>
<li style="text-align: left;">·<span style="font-size: 7pt; font-stretch: normal; font-variant-numeric: normal; line-height: normal;">
</span><span style="font-family: "times new roman" , serif; font-size: 13.5pt; text-indent: -18pt;">We now run 120 KVM hypervisors per datacentre (240 hypervisors in total)
with the end state being 1300 KVM hypervisors.</span></li>
<li style="text-align: left;">·<span style="font-size: 7pt; font-stretch: normal; font-variant-numeric: normal; line-height: normal;">
</span><span style="font-family: "times new roman" , serif; font-size: 13.5pt; text-indent: -18pt;">We are currently running 17280 cores on OpenStack with 384 Terabytes of
storage (end state is 100000 cores and 2.08 Petabytes of storage)</span></li>
</ol>
<br />
<span style="text-indent: -18pt;">All in not a bad first year running OpenStack in production with some pretty impressive landmarks. In the new year we will move to the Ocata release of OpenStack so we are pretty excited about implementing the Manila and Ironic projects in OpenStack to offer bare metal and manage NFS.</span><br />
<span style="text-indent: -18pt;"><br /></span>
<br />
<h2>
<span style="text-indent: -18pt;">Shameless Book Plug</span></h2>
<span style="text-indent: -18pt;">I have also written a book called DevOps for Networking which looks at some of the techniques that can be applied to automate the data center and networking in particular. It also shows how to approach building a DevOps model at a company and trying to encourage network teams to automate their job. It focuses on</span><span style="text-indent: -18pt;"> multiple topics such as continuous integration and continuous deployment and covers OpenStack, Nuage and AWS as well as Ansible. </span><br />
<span style="text-indent: -18pt;">It can be purchased at Packts website:</span><br />
<a href="https://www.packtpub.com/networking-and-servers/devops-networking">https://www.packtpub.com/networking-and-servers/devops-networking</a><br />
or alternately on Amazon:<br />
<a href="https://www.amazon.co.uk/DevOps-Networking-Steven-Armstrong/dp/1786464853/ref=tmm_pap_swatch_0?_encoding=UTF8&qid=&sr=">https://www.amazon.co.uk/DevOps-Networking-Steven-Armstrong/dp/1786464853/ref=tmm_pap_swatch_0?_encoding=UTF8&qid=&sr=</a><span style="text-indent: -18pt;">:</span><br />
<span style="text-indent: -18pt;"><br /></span>
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<span style="text-indent: -18pt;"><br /></span>
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<a href="https://images-eu.ssl-images-amazon.com/images/I/51pDz%2BkQRiL._SX260_.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img alt="Image result for devops for networking steven armstrong" border="0" src="https://images-eu.ssl-images-amazon.com/images/I/51pDz%2BkQRiL._SX260_.jpg" /></a>I </div>
Anonymoushttp://www.blogger.com/profile/01429974924494739922noreply@blogger.com6tag:blogger.com,1999:blog-5105828621834392693.post-33392253646105129952016-05-02T07:41:00.000-07:002016-05-07T17:36:10.597-07:00A Week At The OpenStack Summit In Texas<a href="http://talligent.com/wp-content/uploads/2016/04/OpenStack-Summit-Austin.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="http://talligent.com/wp-content/uploads/2016/04/OpenStack-Summit-Austin.jpg" height="180" width="320" /></a>The Openstack summit in Texas was the third Openstack Summit I have attended. The first two being Vancouver and Tokyo last year. A lot had changed in that time for Betfair, the first summit I attended in Vancouver we were simply fact finding, trying to use the conference as a way to see if some of our initial OpenStack theories and designs were valid, while in Tokyo we were checking for new developments that we could try and help speed up our pilot and check on project updates on Ironic (Bare Metal) and Manila (File Share As A Service) that we would implement as part of phase two of our OpenStack implementation.<br />
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Betfair sent us to those two OpenStack summits as they wanted to ensure we made the correct architectural decisions when implementing our own OpenStack solution, while readily trying to avoid repeating any glaring mistakes other vendors had made and already learned from. We also used the conferences to evaluate software defined networking (SDN) solutions that were on offer, using it to answer many of our early queries. We also questioned if we should be using ceph? Should we use local disk or centralised storage? What OpenStack projects were actually mature enough to use yet? What was the actual situation with Ironic bare metal provisioning?<br />
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xRqUa9EJUQX0Nyua4WpTa1xqNR6XuDPMcRw6qldsNlLVA5p2UXLEGwsPPf0ktGU8dU1ymRJwmaPEckcRRM5w99LkKyMw/dB1915nGWxIOhGhB3BG4Iiohxa7QrxZpycMBB0azIwdGKsNmUlWHoRrLN+OdrpjKFPEdM5/J1gPKsmp94Mp4jGm1yilJrosKnBMJV1w2K7Nv7rFAL/DXTun94CU3FeD4nD/n6LIDs2jU2vtlqLdT8ZIMmYDitehcUarKp3XQo3jmQ3U+8TphqZLvk1WT2UmArUkYGrS7QDW2bLfyOh0neJVkq1L0aIQW0VZfVquCr/n8N2L/AN5hbKP3sO3d/hKzmE4JWQmpgqtPEgrayXWuBuScO/eO32c03jmhLnyaJp9Ge4bj3oVBUTdb/wBCJt8LzD2yZhSJYAkkDQEeunhMHinYuSws1zcEZSD1BHScpVgAb5jforZR79NZc4KXJUZUWnFXxOJdiFuo00IAHjqWtKLG4Nqdg1gfDMCfeBtLnCcxVUQ01RfBbDbS3v8AfKOuSSSxueut4RTQ2yNaKHaKUSek0uEYKuB+RUWGmQ231vYSlxHK3Z1gEC1KZB0zAVADfWzb2uPhMtRxdRSGV2BG2p9I+OJVs/aFyW89R4bTJY5LyU5I0PKfBaFSrXp19QuXIbNq2fugEDQk5fhaRmwvZM9O1iruCPA5jf53ljy5xtqFZa7G4YZagSwJU2Jy22IKqR6ec0nHOXDih9MwtSnUL3ZwoNNWudCudjZ7WzKSNQTpfKOPJLdKzKS3R48GNBhAyRjOF4ij+doVEHiyMF/i2kRTMzBochCNgw7xCDEV5zNEDAR2dg3nbwAseF8cxWH/ADFd0F75QbpfxyNdb+6Rq2Ld6hrFu+XNTMNCHLZsw8NdYxFCx7n0em4DmbBcQoDDcQK06mneJyoWGgdH2Rtdj4kaiWnAeWsBgWOJFfMbEB6rplRTvawAufH8LmePzgA8BK3Gyz+WrZvOMcdTG8Swi0tadKqgU/ebOrOw8u4oHofGT/a6/cw6+LVD8Ao/1TAcMxzUKqV0ALI2YBrkHprYjxltzZzOccKOakENPPezZg2fJqNBb6u2u8L4D5E4Svtlx7Jl/tNU/wDs/i6/0l5wDCK3F8bVI1phAvkaiqCR52Qj94yi9lOIprXrB3VSyIFDMAWOY3Cg79PjJ/COKrS4ziEc2Ws3Zg/rqFKX9e8PVhKXSNMbW2N+/wCTnMtfjdLEPWpK5pBu4tMCohQbZ0He1GpPS+h0lf7RMEj0aHE0TJ2qqKq21uyZlJ8xZlJ/ZkrmXjHE+H4hyKheg7lqfaLnSzG+TNoykai19gJWcxc7fTMK2HqUMrkqcytdTY3OhF10v4xOhTcakm3/ANLQ+zvDpST6RjezqtYC+QU85F8qhrFreusyXFuXMRQxBwuXtHy5x2V2LJr3gu99Dp5dd5tqNShxnCpRepkxdIX16m1iwX7SNpe2qm3vxNbEYzh+JuxtWpLlXP31KWIAW+6WOlrW8rQaROSMFTS49k3nblhMC1IJUZ+0DnvAC2Qr4ftTMmezc5cVwlNKP0zDdslTNYhVJQ2U3XMQRe/Qg6TAry9RqcNOOos/a0jlqpcFTlYAsNLg5WV97bxOPPAZMdSe0ypgmTsBwrEVw5oUmqZACwWxIDXt3dzsdr7SCwtoRbyiMaAJivbX3jyiM4RGBO4uxxGGNd9atF0V3O9Sk91QserKwC36hhfaZgzT8MGaniaX38M7AeLUStYf8szNETu0zuFG8XaGyY20cYQDNyxuchWiiAACGBFlsbQwsYjqG20seGcZxNA5qNZl6kaFSRsWU3De8SvAhgROEX2gujaYD2j4xL9olN7kMSM1NzboWU2t7pZLzlw6v+lYIBma5YKpsv3c6ZX99jPPAIYEyengyt78npFHh3BsRbscX2TFiArPYAdCVqgMT5ZosRyBXsGo1qdQEEi90JA3P2l+LCedASThMVUpa0qj0/2HZPjlIvMnpH4ZLUH2jR4vl3GUxdsO9rXug7QW8bpfSVnl1+clJz5j6ClzVFSwC2qIpNr6KGWzfOT09rFGrpjcAH1BJGV9ALWVXHdv6zmyQcHTBabcriyspFcrApckaNcjKQR02IIv8o0JqMPxHl3FaJVqYZzc2bMB5DvBl+YkhuRxUXPhMZSqjTQ6fW2GZCwPykmcsE14MhFeXGN5Vx1O98OzAX1p2qbb6KSflKeohU5WBUjcEEEe4xGLi12dvFeDeK8BHbzt4F528AOmdvBnIAbrgvtDqInZYyl262tm0zkeDqdH9dPO+8q+b+LYDEKn0PDGi4LZvydKmGDAb9mxuQR8zMzOXj3M0eSTVM9DbkXOUxPC8WmW4ZSxa6EblWUG/wCyQD0Jhe2JEvhzpnK1AfEqMlr+VybepmBwuNq0jmpVXpk7lHZCfXKReDisVUqNnq1Gdj9p2LNboLnW0dqinkjtaS7PQvaMc+AwVUag5Nf26Nx+ErvZhi1NStgan1K9M6frKCGA8yjH+CHyzzdhfowwPEaZamuivlzDKDdVZRqCvQr0tta5y1LiC4fF/SKH1Kdcum9zSDGy666pprrrHfNlymtynZueQKJweG4hWf61J2pnzOHQnT1LzzH1nsPtBrU6OAqmkf0mohv4lgpYj1SkfjPHjCXoWZVUfQMTTsEyTEseW2AxVINszdmfSqDTP+aZmpTKkq26kqfUGx/CW9KqUYON1IYeoNxB5qohcZXC7GoXHpVtUHycTr0r5aNsfRSmARHSIBE7Cxu0UK0UkDR8Rw9GsQ1GzEj7wRwRbfN9aQ+HCjTumJouT4jQr5i28qEYjUGSnxlRhZnJ6b/j4yVF1Q7LepgsAVJSuwNie8NfIWtKUCCBHAJcVXkTYgIYEQEMCUSICGBEBCAgBB4sCQlMbs3/AG/EiaBeDYepo1K3QFe6dABfTzPXwlKiZ8TTXoov7z/4E1mGOhPlp77t/wBM+a/ymZ/NSfR62jgvj5Kvh3K9IV0IrWUhvrWvrsAdr9Nus0VBcFQcCqlyBfMt77a989b/AHQNpR8T0YKOgtIhYnUmerooOWCLk+/5OPUTUcjo31fjlNKZaliaosNFLCre/QmqGO/gRAo85NUGWtSoVRp3XBp3ABuNc6/h7phlj2cA6ILWtY3PvnR/rxMflZrGxfCKo/K4d6J2zU7kX6kBCRb92cHLGDrX+i8QQnWyVLZtNr2sRf8AZmSTTpEwB6SHpV4ZDcX2jQ4zkrHU9qa1B403B/wtZvlKPFYSrSNqtN0Pg6sv4iPYPiFel+arOnkGOX+E6fKXmF50xq6OUqjqHSxOlt1IHymUtNNdE7IPp0ZcGEDNWeNcPq/pHDgpP2qLAdNzbITr6wDwrhdXWljHpHwrAWGl7DMF66bmYyxyj2hfC/HJl4Jmnr8k4i2ajUpVl6ZXsTa3jp18ZTY3g2KpX7XD1FA65SV/iFx85Bm4SXaIM4Zy86DAkU03IPAqGMxDU67NZFFQILWqAMAwY7gartvfpMzCSoym6sQbW0JFwdxp0jRUWk7ZtfanxtKtZMNSYFaN8xXbtDpl/dAt6sR0mFM7aCYN2OUtztigtOmCYEiMk80LmNCr9/DUrnxalmot/wAsSLJ3E1zYOg/WnVq0j6OFqr/rm+ndTNMZniIJEdYRsid5qN2ihWiiAbAjgEu+GcDYsO0Tu2+8PnaWj8v0raU3/dN/cbmQ8sVwVsZkwIYEsMfw4U1DDML9HFjIaiaJpkNUcAjgE6tM2vY28bafGEFjEICGBEFh5TYm2wJPkALkwboCLwgXq1H9QP8AKP8ALNNRtaw6tb3A/wD1lDy+llLHqfw1/wBJ+MtxUsF8cpPvC3/EmfHaqe/K2e/ijtgkQ8U12J842BJWFwT1L5QLLuSQAPUmW/DlwyixXtGP1mI7qjrl8/CfVYqx44x9JHiT+3Nv6lCohS6bCUDUtS1A1YOcoGuuo18NJZvgOHi5LG5torbeg8PW8p5UiVjbMpaEBNbhK2EVlWhQBcjLdzmv42B0udb6Sxwa4Rs69jTUgWbugajQ69PdJedeivifswYEssHwTE1VD06LFTsdAD6XIv6zRHhOBUi6tcfZL736H08vGNcU409IhaSBFAsLeXQAaRPPf3RrF7KDF8HxFI5Xot43AzD3MtxIBmtwvNzE99fU3IlPx2slWpmRdbd4jr5/DrKhkk3TRM4JK0yqpuVN0JU+KkqfiNZbYTmvHUrZa5YDpUAfrfU/W+c7gOBVHCu4sh13AY+G+15angOGbQK6He9+gPg3+9Ypyx+UOMZ+CK3NiVP0vA0aviyjK3Xa4J/xdINuDVtvpGHPvdem/wBfz6iBiuXFZgMNWVtNVc2Ye8CxlRV4TXDFOza4101FvG+1pn8WKXTBp/mRctyglT9Ex1Cr5E5GG51ALeHW28r8dypj6V82GcgdUtUHr3CT8ZUEEXBHuI/rJmC43iqP5uvVA8M5Kj91rj5SHpn4ZGyD+hBqoVOVgQRuCLEe4zigddPdf5dZPq+0zEqxp4nD0MQgJFnWzW8z9Xb9WGOb+CVjavgq2Hbq1Js6e4X/ANM5vNDell2irtOsutpoaXCeHVwGwnE0sfqrXU0yd9Mxt4fdjeK5PxqarTFQeNJg9/QaMfhGYvFNeDPBekssOubB4lNyjUaw8rMaTn4VBIdeg9NrVEZD4MpU/Ay05bo9o1emNmwtYHysAwP8QX4yoOpJhD7xlmEAiPEQCJ6ZsM2ih2iiAfoY+qv1XPvsfxkgcVr/AN4fXQGQUWOARUvQWyTXxlSp9cg+4RlREBHFEa4Ex5cVUtbOQPAGw+Ag28YgsMLAQgsDHYhkpMA1gRbfQ33HwvHwsr+Ma5E8Tf4afzMx1EqxyZphVzSJfDNEA8j8T/8AqWFZt9BsB5akXkPBpcD3f9X4WkgZtb21Pv0H/efL4478yXt/ue5N7cbf0OAna86ohBYQWfXHzx1XI20j9PGMSA5JXrte3kYxadC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" /></a></div>
The OpenStack Summit put simply is a very technical and developer led conference, which set's it apart from most vendor specific summits. It is probably the most self-deprecating conference I have ever attended, as the people presenting are honest, will share mistakes and war stories to help the community and others improve. It doesn't say things are great, if it doesn't believe they are, which is a helpful cultural shift that many vendor specific conferences could learn from.<br />
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The OpenStack Summit runs in parallel around 10 sessions at a time per 40 minute windows from 9am through to 6pm, utilising one main conference center and is supplemented by two hotels, so you can gather the enormity of the set-up with around 7,500 people attending in Austin. This remember is a conference for an open source project, which in itself is very impressive and something of a huge cultural shift in it's own right.<br />
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<a href="http://static.kidspot.com.au/cm_assets/26095/science_experiments-20151015113726.jpg~q75,dx720y432u1r1gg,c--.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="http://static.kidspot.com.au/cm_assets/26095/science_experiments-20151015113726.jpg~q75,dx720y432u1r1gg,c--.jpg" height="192" width="320" /></a></div>
Who'd have thought a project like OpenStack that Gartner called a science experiment in 2013 would attract so many big hitters with every vendor you can think of attending? Gartner incidentally gave a keynote at the OpenStack summit last week saying OpenStack was ready for production use and a great platform. At one point people said the world was flat, so Gartner too make mistakes, so let's not be too hard on them, despite the fact I have always felt that a magic quadrent sounds like something a salesman would sell you alongside a pyramid scheme, but I digress.<br />
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<a href="http://blogs.gartner.com/thomas_bittman/files/2015/02/privvendors20112014.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img alt="Priv Vendors 2011 2014" border="0" src="http://blogs.gartner.com/thomas_bittman/files/2015/02/privvendors20112014.jpg" height="258" width="320" /></a>One of the key themes to come out of the OpenStack Summit in Austin was something that has been obvious to me for many years while implementing configuration management processes in industry. Technology rarely cause cloud projects to fail, with only around 6% of projects failing due to technology, it's the company culture and those implementing projects not understanding where the value add is that causes the projects to fail, and not focusing on initial requirements.<br />
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A cloud platform is useless to a developer if they have to raise a ticket to an infrastructure team to create a VM and cannot get the specification they want, then there is no value add, so that failure to change a companies operational model is the main reason for failure of cloud projects. The value add for Betfair has not implementing OpenStack or a Nuage SDN as standalone initiatives or as Gartner put it "science projects". The value add for Betfair is using this fantastic technology as an enabler and advantage to allow us to speed up time to market, to automate our whole platform so we can easily roll back or recover from failure, and to give our developers a platform to easily test and innovate on. We use Openstack as our infrastructure middle-ware utilising a consistent set of apis to control the infrastructure via automated workflows.<br />
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So if a cloud platform fails or isn't adopted, its down to the people who implemented or didn't change the operational processes and the silo'd culture, and very rarely is the failure the underlying technology. If you don't fix the processes and people issues, then it doesn't matter what your platform is or how good it is, so companies using ticketing systems and promoting silo'd teams and communication, beware you will most likely fail with your cloud initiative.<br />
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The OpenStack Summit in Texas was very different from Vancouver and Tokyo for Betfair, the Betfair team had been selected by the OpenStack community to give 2 of the 400 breakout talks, as well as being nominated for the OpenStack super user award. Although ultimately unsuccessful in taking home the super user award, even being nominated was a great achievement, given we are very early in our implementation, only 7 months in to date.<br />
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Betfair was one of four finalists for the super user award, beating off some very impressive OpenStack users along the way. The OpenStack super user nomination for Betfair was for the pace at which Betfair had implemented an active active data center at which Openstack and Nuage SDN technology were at the heart of. We had also created an automated template for on-boarding applications, by automating everything against the OpenStack and Nuage software defined networking API's. This has enabled deployment of code, platform image, networks, ACL rules and load balancing, using common workflows, while doing it all using open source tooling.<br />
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<a href="data:image/png;base64,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" imageanchor="1" style="clear: right; 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I make no apologies for saying this is mightily impressive to go from a 4 week POC, to a Pilot, to actually running applications in production all in 6 months on a brand new platform, while automating every step of the deployment. This is while at the same time trying to change peoples opinions and ways of working that weren't used to the pace at which we had to work or using automation in their daily tasks. Sure we are still iterating bits of the implementation, but we always will be, we will continue to keep improving the automation and learning until we reach near perfection, its been a herculean effort by the team given the time frames. The proudest part for me is having teams in the UK, Porto and Cluj all collaborate together to make this possible, this wasn't silo'd teams that made this happen this was a DevOps initiative in the truest sense across multiple countries and we need to keep that collaboration going to continue the success.<br />
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I understand there will be questions of do we deserve this super user award nomination yet? In my honest opinion I don't think we would have been worthy winners... YET.<br />
But having attended the conference and spoken to our peers, I do think we were worthy nominees. When people from companies the calibre of Walmart approach us and say that what we have done with your automated deployment process is what they have been trying to do for years. It really hits home what a huge project this really is, and what we have achieved in a short frame of time, and what a key differentiation it can make to the business.<br />
<a href="https://cdn.meme.am/instances/57473020.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="240" src="https://cdn.meme.am/instances/57473020.jpg" width="320" /></a><br />
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The purist in me, wants the time we win the OpenStack super user award (I like to believe we could one day) to be when we are running all of Paddy Power Betfairs applications in production on OpenStack, and have fully automated everything in the data center top to bottom. By then the quantifiable benefits will be that we have increased our time to market for our Paddy Power Betfair applications, as well as the time to recover from failure, while giving our developers infrastructure to actually innovate on and facilitate their fantastic ideas, all the while contributing back everything we do to the open source community to help others.<br />
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Only then will then have done what we set out to achieve when we finish our migration project, we may not catch the eyes of our peers like we have in out first 6 months, or be nominated again for an OpenStack super user award again, but achieving all the initial requirements is the measuring stick for our success. A scenario where our developers are writing code for the best applications possible without worrying about infrastructure issues, while our infrastructure and network engineers are developing code for OpenStack and the open source community to improve and optimise the infrastructure and network we run those applications on is the ideal scenario and the future.<br />
<a href="https://encrypted-tbn0.gstatic.com/images?q=tbn:ANd9GcSMqMmFXJKGwnhabiHRXJ6vgYhcb7j-uDeLNhAe3eD28cEJOjja3w" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="207" src="https://encrypted-tbn0.gstatic.com/images?q=tbn:ANd9GcSMqMmFXJKGwnhabiHRXJ6vgYhcb7j-uDeLNhAe3eD28cEJOjja3w" width="320" /></a><br />
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Why can't Paddy Power Betfair be the new Etsy, I see no reason why we shouldn't be leading the way from now on and set a new benchmark using the fantastic platform we have built for our developers. As highlighted at the OpenStack summit the only thing that could stop us is culture, I'm quietly confident we will do just fine. Rapid on-boarding, bare metal and containers as a service are our next stop, and I am just a little bit excited about what we can achieve next...<br />
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The two Betfair sessions from the Austin Openstack Summit can be watched below:<br />
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DevOps at Betfair using Openstack and SDN:<br />
<a href="https://www.youtube.com/watch?v=aKa2idHhk94">https://www.youtube.com/watch?v=aKa2idHhk94</a><br />
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Why Betfair chose Openstack - the Road to Their Production Private Cloud:<br />
<a href="https://www.youtube.com/watch?v=-Tmuph-vUWU">https://www.youtube.com/watch?v=-Tmuph-vUWU</a><br />
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Anonymoushttp://www.blogger.com/profile/01429974924494739922noreply@blogger.com0tag:blogger.com,1999:blog-5105828621834392693.post-72966605037433389002016-01-03T11:38:00.000-08:002016-01-03T14:14:16.656-08:00Stop Confirmation Bias And Become A Better Engineer<div>
<a href="https://blogger.googleusercontent.com/img/proxy/AVvXsEgY-TzpBjZROlXgHnAwmpvcvMRd3GDUy0ypsHbCnGDyzvsowAl0xN37uPvKHkkorCByI-Ajy5jrWlVyikoH-fmd1C5sUBTpB-zmIEomLkvJ2k2g_bZdZ7ifOz31f5hGsFbXxlWlLpXFlVM2-dH2JSCt3Up7a14Y092cVrpSXxfGdxfxVa3F-68W2FHoMX0dc-ePadHq0tgTFB8=" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" class="irc_mi" src="http://www.theinclusionsolution.me/wp-content/uploads/2014/05/Unconscious-Bias-Part-5.png" height="170" style="background-color: white; background-image: -webkit-linear-gradient(45deg, rgb(239, 239, 239) 25%, transparent 25%, transparent 75%, rgb(239, 239, 239) 75%, rgb(239, 239, 239)), -webkit-linear-gradient(45deg, rgb(239, 239, 239) 25%, transparent 25%, transparent 75%, rgb(239, 239, 239) 75%, rgb(239, 239, 239)); background-position: 0px 0px, 10px 10px; background-size: 21px 21px; border: 0px; box-shadow: rgba(0, 0, 0, 0.65098) 0px 5px 35px; margin-top: 41px;" width="320" /></a><a class="irc_mil i3597" data-noload="" data-ved="0ahUKEwiv4LuKq47KAhUBbhoKHX2mAJoQjRwIBw" href="http://www.theinclusionsolution.me/tag/unconscious-bias/" jsaction="mousedown:irc.rl;keydown:irc.rlk" style="border-image-outset: initial; border-image-repeat: initial; border-image-slice: initial; border-image-source: initial; border-image-width: initial; border: 0px; clear: right; cursor: pointer; float: right; font-family: arial, sans-serif; font-size: small; line-height: 0px; margin-bottom: 1em; margin-left: 1em; text-align: center;"><span style="background-color: white; color: white;"></span></a><span style="font-family: gandhiserif-regular-webfont, Helvetica, Arial, Verdana, sans-serif;"><span style="font-size: 15px;">Confirmation bias is when</span></span><span style="font-family: gandhiserif-regular-webfont, Helvetica, Arial, Verdana, sans-serif; font-size: 15px;"> "people tend to seek out information that confirms their existing opinions and overlook or ignore information that refutes their beliefs". As a result this hinders decision making and useful information is ignored that could benefit a business. </span><span style="font-family: gandhiserif-regular-webfont, Helvetica, Arial, Verdana, sans-serif; font-size: 15px;">Humans are notoriously creatures of habit, take someone out to a restaurant and they will tend to order what they know from the restaurant menu, rather than choose something they haven't had before and risk the unknown. This is despite the menu having a variety of different options, but these new options are seen as a risk, as they may not be as good as what we normally have or are used to having.</span></div>
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<a href="https://www.cupfighter.net/uploads/2013/09/integrator-whiteboard-300x213.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" class="irc_mi" height="227" src="https://www.cupfighter.net/uploads/2013/09/integrator-whiteboard-300x213.jpg" style="background-color: white; background-image: -webkit-linear-gradient(45deg, rgb(239, 239, 239) 25%, transparent 25%, transparent 75%, rgb(239, 239, 239) 75%, rgb(239, 239, 239)), -webkit-linear-gradient(45deg, rgb(239, 239, 239) 25%, transparent 25%, transparent 75%, rgb(239, 239, 239) 75%, rgb(239, 239, 239)); background-position: 0px 0px, 10px 10px; background-size: 21px 21px; border: 0px; box-shadow: rgba(0, 0, 0, 0.65098) 0px 5px 35px; margin-top: 100px;" width="320" /></a><a class="irc_mil i3597" data-noload="" data-ved="0ahUKEwiKk_zfrY7KAhWFVxoKHd4EDyIQjRwIBw" href="https://www.cupfighter.net/2013/09/devops-and-the-future-of-system-administrators" jsaction="mousedown:irc.rl;keydown:irc.rlk" style="border-image-outset: initial; border-image-repeat: initial; border-image-slice: initial; border-image-source: initial; border-image-width: initial; border: 0px; clear: right; color: #660099; cursor: pointer; float: right; font-family: arial, sans-serif; font-size: small; line-height: 0px; margin-bottom: 1em; margin-left: 1em; text-align: center;"><span style="background-color: white;"></span></a><span style="font-family: gandhiserif-regular-webfont, Helvetica, Arial, Verdana, sans-serif; font-size: 15px;">This same situation is prominent everyday in the IT industry when selecting vendors or tooling, we need to change this as it actually makes us bad engineers. More importantly having confirmation bias for one particular vendor or tool can have an adverse impact on a business, as instead of picking the correct tools for the job, staff will simply look up if their current vendor of choice and say its either possible or not based on one vendor or tool. </span><span style="font-family: gandhiserif-regular-webfont, Helvetica, Arial, Verdana, sans-serif; font-size: 15px;">When it comes to vendors or specific tools, it really concerns me that companies hire staff and put a particular tool name in their job title. It equally concerns me that people in IT still try and market themselves as an expert in only one technology, as all technology has a shelf life normally shorter than a career. Luckily we have seen this trend in the job market change from "x vendor admin" to more vendor and tools agnostic terms such as "engineer" which suggests companies are starting to see the error of their ways.</span></div>
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<a class="irc_mil i3597" data-noload="" data-ved="0ahUKEwj_vPC1q47KAhUB5RoKHd4dDO8QjRwIBw" href="https://www.vectorstock.com/royalty-free-vector/love-tool-vector-463962" jsaction="mousedown:irc.rl;keydown:irc.rlk" style="border-image-outset: initial; border-image-repeat: initial; border-image-slice: initial; border-image-source: initial; border-image-width: initial; border: 0px; clear: right; cursor: pointer; float: right; font-family: arial, sans-serif; font-size: small; line-height: 0px; margin-bottom: 1em; margin-left: 1em; text-align: center;"><span style="background-color: white; color: white;"></span></a><span style="font-family: gandhiserif-regular-webfont, Helvetica, Arial, Verdana, sans-serif; font-size: 15px;"><br /></span></div>
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<a href="https://cdn.vectorstock.com/i/composite/39,62/love-tool-vector-463962.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" class="irc_mi" height="200" src="https://cdn.vectorstock.com/i/composite/39,62/love-tool-vector-463962.jpg" style="background-color: white; background-image: -webkit-linear-gradient(45deg, rgb(239, 239, 239) 25%, transparent 25%, transparent 75%, rgb(239, 239, 239) 75%, rgb(239, 239, 239)), -webkit-linear-gradient(45deg, rgb(239, 239, 239) 25%, transparent 25%, transparent 75%, rgb(239, 239, 239) 75%, rgb(239, 239, 239)); background-position: 0px 0px, 10px 10px; background-size: 21px 21px; border: 0px; box-shadow: rgba(0, 0, 0, 0.65098) 0px 5px 35px; margin-top: 6px;" width="190" /></a><span style="font-family: gandhiserif-regular-webfont, Helvetica, Arial, Verdana, sans-serif; font-size: 15px;">Anyone that calls themselves "x vendor expert" or "x vendor guy or girl", one would argue has already shown they put vendors and tooling at the forefront of importance, rather than the end goals of the business they are working for, or process they need to implement, which is a worrying trend. Those individuals in practice tend to be less open minded about the technology stack and probably more likely to exhibit traits of confirmation bias in favour of "x vendor or tool", when asked to make a technology decision. They will promote a particular technology to the extreme, while rubbishing competitors tooling without having taken the time to understand it or even use it. They have a tendency to ignore alternate or potentially better solutions due to the confirmation bias. Any new vendor or tool that may compete, they seek out negative information or blogs that justify their decision to promote a particular vendor. They will also seek out like minded individuals who also share their confirmation bias to justify it rather than road testing all the options.</span></div>
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<a href="https://blogger.googleusercontent.com/img/proxy/AVvXsEhiv1XRMH432FeY2kd77DskLaGQI_DVVmhLp8KGzTwx4oPbOjjn-Ox-n29j0hjShIb_YFjzf3dFrB-rAc8l42ZTgo0YXVfmmrPJry8ia-xn3bhK5K61LcHW_X9j0ZHDUj6sjWTTz1CnTaQssO-sXWuBREyzoyRtjKp_nSn5cPEC7KnCTE0VHgaOve-R4fRVxbtH9ZU3vsc3bAlpnmHfGnW_bBqj4bEc727h7xnulfAfABCZbEAgz5UdHSQyUs6wNT4Pac7UyWj7-2A01cvjRX4A-ODhQxW8lm0GdA=" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" class="irc_mi" src="http://cdn.someecards.com/someecards/usercards/strip-club-commandment-1-dont-fall-in-love-with-a-stripper-shes-looking-for-cash-not-a-soulmate-87b06.png" height="224" style="background-color: white; background-image: -webkit-linear-gradient(45deg, rgb(239, 239, 239) 25%, transparent 25%, transparent 75%, rgb(239, 239, 239) 75%, rgb(239, 239, 239)), -webkit-linear-gradient(45deg, rgb(239, 239, 239) 25%, transparent 25%, transparent 75%, rgb(239, 239, 239) 75%, rgb(239, 239, 239)); background-position: 0px 0px, 10px 10px; background-size: 21px 21px; border: 0px; box-shadow: rgba(0, 0, 0, 0.65098) 0px 5px 35px; margin-top: 59px;" width="320" /></a><a class="irc_mil i3597" data-noload="" data-ved="0ahUKEwiOs_OSrY7KAhVEuhoKHREvDY0QjRwIBw" href="http://www.someecards.com/usercards/viewcard/strip-club-commandment-1-dont-fall-in-love-with-a-stripper-shes-looking-for-cash-not-a-soulmate-87b06" jsaction="mousedown:irc.rl;keydown:irc.rlk" style="border-image-outset: initial; border-image-repeat: initial; border-image-slice: initial; border-image-source: initial; border-image-width: initial; border: 0px; clear: right; cursor: pointer; float: right; font-family: arial, sans-serif; font-size: small; line-height: 0px; margin-bottom: 1em; margin-left: 1em; text-align: center;"><span style="background-color: white; color: white;"></span></a><span style="font-family: gandhiserif-regular-webfont, Helvetica, Arial, Verdana, sans-serif; font-size: 15px;">This is very unhealthy behaviour, f</span><span style="font-family: gandhiserif-regular-webfont, Helvetica, Arial, Verdana, sans-serif; font-size: 15px;">alling in love with vendors or tooling is very dangerous. I jokingly call this symptom "falling in love with the stripper syndrome" as I feel this best sums it up, for those looking in from the outside. </span><span style="font-family: gandhiserif-regular-webfont, Helvetica, Arial, Verdana, sans-serif; font-size: 15px;">The vendor becomes like a stripper to the client, the vendor will tell the client they love them, they are great all the time and very very important to the point the client believes it. By now the client is doing all the certifications the vendor provides, buying their software licenses and more than likely buying the books they have published. The rule here, is never fall in love with the vendor, their job is to make as much money as they can, they don't love the client, it's their job to take make money from the client! This may sound cynical but this is sales routine after all, and business, it's not a criticism of vendors.</span></div>
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<a href="https://blogger.googleusercontent.com/img/proxy/AVvXsEi7sD-qKPTW2u6zcqHN7RA3jc07OhsEwO89-Ci-_wAwJAqX7Q0C7ncQXyB-WE0PISO6OEzhg_Zaq82ERk8dDngHdhvPVTssL-uAsCYkyhgZ2gXcn-B1J59RSx_hCPitm8SR56tAFWSbsJ-C1dlcyyn6PBKr7d0WGpZZC3tLRurVcLAAhLEwg-c=" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" class="irc_mi" src="http://web.asidatamyte.com/Portals/155356/images/Capability%20Study.jpg" height="212" style="background-color: white; background-image: -webkit-linear-gradient(45deg, rgb(239, 239, 239) 25%, transparent 25%, transparent 75%, rgb(239, 239, 239) 75%, rgb(239, 239, 239)), -webkit-linear-gradient(45deg, rgb(239, 239, 239) 25%, transparent 25%, transparent 75%, rgb(239, 239, 239) 75%, rgb(239, 239, 239)); background-position: 0px 0px, 10px 10px; background-size: 21px 21px; border: 0px; box-shadow: rgba(0, 0, 0, 0.65098) 0px 5px 35px; margin-top: 0px;" width="320" /></a><a class="irc_mil i3597" data-noload="" data-ved="0ahUKEwjJhrzsro7KAhVHiRoKHUlWDqcQjRwIBw" href="https://www.linkedin.com/pulse/top-5-most-important-business-process-management-video-janne-ohtonen" jsaction="mousedown:irc.rl;keydown:irc.rlk" style="border-image-outset: initial; border-image-repeat: initial; border-image-slice: initial; border-image-source: initial; border-image-width: initial; border: 0px; clear: right; cursor: pointer; float: right; font-family: arial, sans-serif; font-size: small; line-height: 0px; margin-bottom: 1em; margin-left: 1em; outline: 0px; text-align: center;"><span style="background-color: white; color: white;"></span></a><span style="font-family: gandhiserif-regular-webfont, Helvetica, Arial, Verdana, sans-serif; font-size: 15px;">What the DevOps initiative should have taught us by now is processes and ways of working are actually more important than the vendors or tooling, which should in theory be interchangeable around the process. </span><span style="font-family: gandhiserif-regular-webfont, Helvetica, Arial, Verdana, sans-serif; font-size: 15px;">My personal opinion is the best job title for people implementing continuous integration or continuous delivery is "process engineers" as this is essentially what they are doing, people need to be open to substitute out any vendor or tool if a better one comes along. Some will obviously be harder to swap out but as long as benefits the business then it should be possible.</span></div>
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<span style="font-family: gandhiserif-regular-webfont, Helvetica, Arial, Verdana, sans-serif; font-size: 15px;">Vendors and tooling should always come secondary to good processes that facilitate business needs. If using a particular vendor over another gives an actual business advantage, I am all for it, as long as desired processes are not compromised. </span><br />
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<a href="https://blogger.googleusercontent.com/img/proxy/AVvXsEijfZHkcqDbPOuqkex3zHICKEbC26OIFa7c-v-MHA7jBwR_nL5IjPBNHGW9PpOmrXd7T0_4QGUQLJkrp3KlY_KMnIHqhdMEnHyIunn0k-s1CItKLfcJNFyhK_tpmHR9bqUBteoTGGGQYsWw2GlfZQr74otc8Nuw392bIdv0wnECJ9HYjq8=" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" class="irc_mi" src="http://cdn.toonvectors.com/images/35/12923/toonvectors-12923-940.jpg" height="200" style="background-color: white; background-image: -webkit-linear-gradient(45deg, rgb(239, 239, 239) 25%, transparent 25%, transparent 75%, rgb(239, 239, 239) 75%, rgb(239, 239, 239)), -webkit-linear-gradient(45deg, rgb(239, 239, 239) 25%, transparent 25%, transparent 75%, rgb(239, 239, 239) 75%, rgb(239, 239, 239)); background-position: 0px 0px, 10px 10px; background-size: 21px 21px; border: 0px; box-shadow: rgba(0, 0, 0, 0.65098) 0px 5px 35px; margin-top: 0px;" width="200" /></a><a class="irc_mil i3597" data-noload="" data-ved="0ahUKEwjMsumRr47KAhUJAxoKHdrgBL4QjRwIBw" href="http://www.toonvectors.com/clip-art/cartoon-tail-wagging-the-dog/12923" jsaction="mousedown:irc.rl;keydown:irc.rlk" style="border-image-outset: initial; border-image-repeat: initial; border-image-slice: initial; border-image-source: initial; border-image-width: initial; border: 0px; clear: right; cursor: pointer; float: right; font-family: arial, sans-serif; font-size: small; line-height: 0px; margin-bottom: 1em; margin-left: 1em; outline: 0px; text-align: center;"><span style="background-color: white; color: white;"></span></a><span style="font-family: gandhiserif-regular-webfont, Helvetica, Arial, Verdana, sans-serif; font-size: 15px;">At all costs we need to avoid the tail (vendor) wagging the dog (company). If that happens the processes will suffer due to the short comings of tooling, which may not be the best available, and lead to vendor lock in. All software is flawed and vendors best practise guides tend to be a little divorced from the reality of everyday project needs and delivery, so the approaches that they provide under "best practise" very rarely tend to be the way customers are using the tooling in production. This is why it is important that vendors that are chosen listen to clients needs rather than setting a road map of what they think the client wants. There is a very important lesson in this, the biggest company in the market will very frequently not be the best partner. Take the football analogy of </span><span style="background-color: white;">Ronaldinho</span><span style="font-family: gandhiserif-regular-webfont, Helvetica, Arial, Verdana, sans-serif; font-size: 15px;">, who was for a period the greatest football player in the world. </span><span style="background-color: white;">Ronaldinho</span><span style="font-family: gandhiserif-regular-webfont, Helvetica, Arial, Verdana, sans-serif; font-size: 15px;"> over a 2 year period won the European Cup with Barcelona, World Footballer Of The Year and then the World Cup with Brazil. Afterwards, </span><span style="background-color: white;">Ronaldinho</span><span style="font-family: gandhiserif-regular-webfont, Helvetica, Arial, Verdana, sans-serif; font-size: 15px;"> was never the same player, the issue with </span><span style="background-color: white;">Ronaldinho</span><span style="font-family: gandhiserif-regular-webfont, Helvetica, Arial, Verdana, sans-serif; font-size: 15px;"> was that he was no longer motivated, as he had won everything and therefore lost his hunger to go that extra mile. In vendor partnerships it is important for companies to partner with vendors that are hungry for success and will go that extra mile to support their business needs and sometimes that means going for those that are up and coming and still have something to prove.</span></div>
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<a href="https://blogger.googleusercontent.com/img/proxy/AVvXsEisSZb9MK1C2nFQqexIvPfwbmrdKzNqlDN4_Ijz2B3tCGdQbOxXGd5QbiHrTnivTcMsqEw7M3KV6ehy7G6p524A0ksUZFzmVIoYVPWb39AqDQ4HikJDxe0HcSdTN32X8cA8dEi7w9DYBK5CQCadDkaYLZJyk80dnoF2IDcvUvTBFQoSann4TXbPR9PwEP8UvA=" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" class="irc_mi" src="http://rosanneelmore.files.wordpress.com/2011/10/sxsw-questions-slide.png?w=490" height="240" style="background-color: white; background-image: -webkit-linear-gradient(45deg, rgb(239, 239, 239) 25%, transparent 25%, transparent 75%, rgb(239, 239, 239) 75%, rgb(239, 239, 239)), -webkit-linear-gradient(45deg, rgb(239, 239, 239) 25%, transparent 25%, transparent 75%, rgb(239, 239, 239) 75%, rgb(239, 239, 239)); background-position: 0px 0px, 10px 10px; background-size: 21px 21px; border: 0px; box-shadow: rgba(0, 0, 0, 0.65098) 0px 5px 35px; margin-top: 34px;" width="320" /></a><a class="irc_mil i3597" data-noload="" data-ved="0ahUKEwiLmJ_Sr47KAhUKHxoKHQE4DYYQjRwIBw" href="http://rosanneelmore.com/2011/10/21/why-are-we-doing-this/" jsaction="mousedown:irc.rl;keydown:irc.rlk" style="border-image-outset: initial; border-image-repeat: initial; border-image-slice: initial; border-image-source: initial; border-image-width: initial; border: 0px; clear: right; cursor: pointer; float: right; font-family: arial, sans-serif; font-size: small; line-height: 0px; margin-bottom: 1em; margin-left: 1em; text-align: center;"><span style="background-color: white; color: white;"></span></a><span style="font-family: gandhiserif-regular-webfont, Helvetica, Arial, Verdana, sans-serif; font-size: 15px;">Before making tools choices we should always write down a mission statement of what needs to be achieved, map out the current process flow, map out with your peers the new desired optimum process flow, making it as lean way as possible, then finally choose and map the best tools for the job to implement the desired process. </span><span style="font-family: gandhiserif-regular-webfont, Helvetica, Arial, Verdana, sans-serif; font-size: 15px;">I am still astounded that this never seems to be the ordering in IT when selecting tooling to implement process or automation. </span><span style="font-family: gandhiserif-regular-webfont, Helvetica, Arial, Verdana, sans-serif; font-size: 15px;">Typically I have seen individuals first select their favourite tool, or vendor they are familiar with, then try and use the "best practise" method recommended by the vendor in their certification course to implement it. This scenario makes me want to cry, as it forces vendors or tools to dictate process to companies, so companies build their processes around tools which is simply wrong. It may be a controversial statement but I actually believe in 2016 vendor certifications are worthless, I have benefited more from going to technology conferences. I do believe vendor certifications kick the inspiration and creative thinking out of people, the same way I would argue exams at university weren't as valuable as doing practical course work.</span></div>
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<a class="irc_mil i3597" data-noload="" data-ved="0ahUKEwi2usvesY7KAhUBhhoKHfj3BZwQjRwIBw" href="https://wwatouralberta.wordpress.com/2014/09/14/september-wwatour-fan-projects/" jsaction="mousedown:irc.rl;keydown:irc.rlk" style="background-color: #f1f1f1; border: 0px; clear: right; color: #660099; cursor: pointer; float: right; font-family: arial, sans-serif; font-size: small; line-height: 0px; margin-bottom: 1em; margin-left: 1em; text-align: center;"><img class="irc_mi" height="250" src="https://wwatouralberta.files.wordpress.com/2014/09/phoenix-lead-the-way.jpg" style="background-color: white; background-image: -webkit-linear-gradient(45deg, rgb(239, 239, 239) 25%, transparent 25%, transparent 75%, rgb(239, 239, 239) 75%, rgb(239, 239, 239)), -webkit-linear-gradient(45deg, rgb(239, 239, 239) 25%, transparent 25%, transparent 75%, rgb(239, 239, 239) 75%, rgb(239, 239, 239)); background-position: 0px 0px, 10px 10px; background-size: 21px 21px; border: 0px; box-shadow: rgba(0, 0, 0, 0.65098) 0px 5px 35px; margin-top: 0px;" width="320" /></a><a class="irc_mil i3597" data-noload="" data-ved="0ahUKEwj9j5Xxr47KAhVL7hoKHQJVCssQjRwIBw" href="http://www.executivesocialacademy.com/turn-lead-ready-3-key-things-age-digital/" jsaction="mousedown:irc.rl;keydown:irc.rlk" style="border-image-outset: initial; border-image-repeat: initial; border-image-slice: initial; border-image-source: initial; border-image-width: initial; border: 0px; clear: right; cursor: pointer; float: right; font-family: arial, sans-serif; font-size: small; line-height: 0px; margin-bottom: 1em; margin-left: 1em; text-align: center;"><span style="background-color: white; color: white;"></span></a><span style="font-family: gandhiserif-regular-webfont, Helvetica, Arial, Verdana, sans-serif; font-size: 15px;">Rather than vendors telling us what we should be doing, we need to be pushing and moulding software vendors road-maps into what we need to achieve to meet our companies needs. This is why open source has come to the forefront and why I believe any company that doesn't open source their code will eventually have to do so to survive. When a new tool is championed or recommended, the first things the people I work with do, is go to GitHub and have a look at the source code. Is it scalable? Is the code base well written? The days of having one vendor or knowing only one technology with closed source code are gone, such vendors are actually treated with suspicion. It's not open source? What bad code are they actually hiding? Vendors all need to adapt to open source to survive and on the flip side companies need to make business decisions based on process and start becoming completely vendor and tools agnostic. </span><span style="font-family: gandhiserif-regular-webfont, Helvetica, Arial, Verdana, sans-serif; font-size: 15px;">Easier said than done, but 2016 is a good time to start if you haven't already, we need to start seeing vendors or tools as a facilitator of processes and not the dictator of process. The worth IT staff bring to companies is first and foremost engineering expertise and problem solving skills, not tools knowledge so please don't make yourself a one trick pony. Instead challenge everything, build new skills and make yourself a better engineer.</span></div>
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<a class="irc_mil i3597" data-noload="" data-ved="0CAcQjRxqFQoTCJ60itWwv8cCFUc3FAod8DwI1w" href="http://agilebacon.com/tag/agile-culture/" jsaction="mousedown:irc.rl;keydown:irc.rlk" style="background-color: #f1f1f1; border: 0px; clear: right; color: #660099; cursor: pointer; float: right; font-family: arial, sans-serif; font-size: small; line-height: 0px; margin-bottom: 1em; margin-left: 1em; text-align: center;"><img class="irc_mi" src="http://agilebacon.com/wp-content/uploads/2013/08/Slide02.jpg" height="240" style="background-color: white; background-image: -webkit-linear-gradient(45deg, rgb(239, 239, 239) 25%, transparent 25%, transparent 75%, rgb(239, 239, 239) 75%, rgb(239, 239, 239)), -webkit-linear-gradient(45deg, rgb(239, 239, 239) 25%, transparent 25%, transparent 75%, rgb(239, 239, 239) 75%, rgb(239, 239, 239)); background-position: 0px 0px, 10px 10px; background-size: 21px 21px; border: 0px; box-shadow: rgba(0, 0, 0, 0.65098) 0px 5px 35px; margin-top: 0px;" width="320" /></a></div>
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<span style="background-color: transparent; color: black; font-family: Arial; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">When we look at the aims of continuous integration and continuous delivery processes, automating the build and deployment steps is never enough on it’s own, don’t get me wrong, it is of course a great start, but this does not solve all the daily problems teams will encounter. A continuous integration process in it’s purest form takes a code change, compiles it, runs unit tests on it, packages it, and then uploads it to an artifact repository. The continuous integration process then hands over to continuous delivery, the continuous delivery process starts by polling for new artifacts in the artifacts repository and when a new artifact is available it triggers the 1st phase of the deployment pipeline. The deployment pipeline has an associated deployment run book to deploy the application to an environment, when the application deployment is completed then an associated test pack will be executed, depending on the phase of the pipeline and it will return a subsequent pass if all tests complete successfully or a fail condition if tests have failed. The continuous delivery pipeline and all its test phases create feedback loops for deployment and test cycles which allows process improvement and refinement. A deployment pipeline works on the principle that we are proving that a release candidate is broken rather than proving it works, as we can't ever truly prove a release is perfect it is always a best effort.</span></div>
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<a class="irc_mil i3597" data-noload="" data-ved="0CAcQjRxqFQoTCJe0lJyyv8cCFUc6FAodj5MIFw" href="http://www.slideshare.net/nabeel_yoosuf/tokenization-38466730" jsaction="mousedown:irc.rl;keydown:irc.rlk" style="background-color: #f1f1f1; border: 0px; clear: right; color: #660099; cursor: pointer; float: right; font-family: arial, sans-serif; font-size: small; line-height: 0px; margin-bottom: 1em; margin-left: 1em; text-align: center;"><img class="irc_mi" src="http://image.slidesharecdn.com/tokenization-140828153043-phpapp02/95/introduction-to-tokenization-2-638.jpg?cb=1409684161" height="240" style="background-color: white; background-image: -webkit-linear-gradient(45deg, rgb(239, 239, 239) 25%, transparent 25%, transparent 75%, rgb(239, 239, 239) 75%, rgb(239, 239, 239)), -webkit-linear-gradient(45deg, rgb(239, 239, 239) 25%, transparent 25%, transparent 75%, rgb(239, 239, 239) 75%, rgb(239, 239, 239)); background-position: 0px 0px, 10px 10px; background-size: 21px 21px; border: 0px; box-shadow: rgba(0, 0, 0, 0.65098) 0px 5px 35px; margin-top: 0px;" width="320" /></a><span style="background-color: transparent; color: black; font-family: Arial; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">A continuous delivery pipeline should have a static run book of deployment activities which are common across all environments, with the only difference between deployments being the environment file or potentially the number of servers, which will be scaled up as we near production. The environment files job is to hold environment specific information, so all the information that makes an environment unique, which will be used to transform all application configuration files at deployment time and make them environment specific so they are configured correctly for that environment. The transformed application configuration files will allow an application to connect to environment specific database end-points, other environment specific applications, or simply define the URL for the application in an environment, or application run-time settings for that specific environment. </span></div>
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<a class="irc_mil i3597" data-noload="" data-ved="0CAcQjRxqFQoTCK7kh8Kyv8cCFQTTFAod76gCHg" href="http://blog.crisp.se/2013/02/05/yassalsundman/continuous-delivery-vs-continuous-deployment" jsaction="mousedown:irc.rl;keydown:irc.rlk" style="background-color: #f1f1f1; border: 0px; clear: right; color: #660099; cursor: pointer; float: right; font-family: arial, sans-serif; font-size: small; line-height: 0px; margin-bottom: 1em; margin-left: 1em; text-align: center;"><img class="irc_mi" src="http://blog.crisp.se/wp-content/uploads/2013/02/continuous-delivery-deployment-sm.jpg" height="192" style="background-color: white; background-image: -webkit-linear-gradient(45deg, rgb(239, 239, 239) 25%, transparent 25%, transparent 75%, rgb(239, 239, 239) 75%, rgb(239, 239, 239)), -webkit-linear-gradient(45deg, rgb(239, 239, 239) 25%, transparent 25%, transparent 75%, rgb(239, 239, 239) 75%, rgb(239, 239, 239)); background-position: 0px 0px, 10px 10px; background-size: 21px 21px; border: 0px; box-shadow: rgba(0, 0, 0, 0.65098) 0px 5px 35px; margin-top: 17px;" width="320" /></a><span style="background-color: transparent; color: black; font-family: Arial; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">The environments and phases an application will traverse before being released to production can vary, typically a “Quality Assurance Component Test” environment which tests the application component in isolation, utilising stubbing to other components is used as a 1st quality gate prior to the application being integrated with other components. When completed it will automatically trigger the 2nd quality gate which will deploy the application to a “Quality Assurance Integration Test” environment where the application is put in an environment with other applications and a set of integration tests are run to test end to end integrations between the applications are working correctly. When completed the application may then be deployed to a 3rd quality gate “Performance Test” environment, which typically mimics the storage that is used in production, but at lesser scale, and runs a series of performance tests to make sure the new code change hasn’t introduced a performance degradation in the system. After continuous deployment to the automated test environments is complete, the release candidate awaits the manual button push to deploy it to production. To cut down time to market, some or all of these testing phases can be run in parallel and other test phases may be introduced for security, compliance or exploratory manual testing while the release candidate is awaiting production deployment. Later when the test gates have been hardened enough, and confidence has been built up in the processes, the manual button push before the production deployment can be removed and a company can instead implement continuous deployment instead of continuous delivery. Continuous deployment means that after the performance testing is quality gate is completed it will automatically trigger a deployment to production automatically, with the code check-in from continuous integration being the production deployment trigger, rather than a manual button press from a user after all test cycles have successfully completed.</span></div>
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<a class="irc_mil i3597" data-noload="" data-ved="0CAcQjRxqFQoTCIH1h5ezv8cCFQfDFAodc5ABAw" href="https://www.dreamtemplate.com/blog/web-design-tips/why-communication-is-vital-in-a-freelance-designing-team/" jsaction="mousedown:irc.rl;keydown:irc.rlk" style="background-color: #f1f1f1; border: 0px; clear: right; color: #660099; cursor: pointer; float: right; font-family: arial, sans-serif; font-size: small; line-height: 0px; margin-bottom: 1em; margin-left: 1em; text-align: center;"><img class="irc_mi" src="http://www.dreamtemplate.com/blog/wp-content/uploads/2012/05/p118.jpg" height="240" style="background-color: white; background-image: -webkit-linear-gradient(45deg, rgb(239, 239, 239) 25%, transparent 25%, transparent 75%, rgb(239, 239, 239) 75%, rgb(239, 239, 239)), -webkit-linear-gradient(45deg, rgb(239, 239, 239) 25%, transparent 25%, transparent 75%, rgb(239, 239, 239) 75%, rgb(239, 239, 239)); background-position: 0px 0px, 10px 10px; background-size: 21px 21px; border: 0px; box-shadow: rgba(0, 0, 0, 0.65098) 0px 5px 35px; margin-top: 0px;" width="320" /></a></div>
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<span style="background-color: transparent; color: black; font-family: Arial; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">So how can agile help continuous integration and delivery? The truth is it can facilitate interactions between teams, allowing teams to see what other teams are working on, thus enabling them to work in a pro-active rather than reactive fashion and promotes collaboration, forward planning and eliminates team silos. It also helps to show where blockers reside across teams, the illustration of blockers can help with streamlining processes, and will help delivery teams only push a feature when everything has been lined up so the automated processes don’t break. In industry we wouldn’t knowingly make a change that would break a car manufacturing pipeline, by pushing broken changes down it, so why are continuous delivery pipelines for software any different? If we look at the software delivery life-cycle that continuous delivery or deployment helps facilitate, it encompasses contributions from teams from all parts of a business. In order for it to work correctly developers, quality assurance testers, performance testers, infrastructure teams, storage teams, hardware vendors, network engineers and security staff must all involved in this process and be key stakeholders. The main concepts that agile processes promote are realistic planning and consideration of others work, so this should be a perfect fit for cross functional teams. </span></div>
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<a class="irc_mil i3597" data-noload="" data-ved="0CAcQjRxqFQoTCPjftLqzv8cCFUtcFAod8U8NpA" href="http://www.itrus.com/infrastructure_design.html" jsaction="mousedown:irc.rl;keydown:irc.rlk" style="background-color: #f1f1f1; border: 0px; clear: right; color: #660099; cursor: pointer; float: right; font-family: arial, sans-serif; font-size: small; line-height: 0px; margin-bottom: 1em; margin-left: 1em; text-align: center;"><img class="irc_mi" src="http://www.itrus.com/images/content_stock22.jpg" height="280" style="background-color: white; background-image: -webkit-linear-gradient(45deg, rgb(239, 239, 239) 25%, transparent 25%, transparent 75%, rgb(239, 239, 239) 75%, rgb(239, 239, 239)), -webkit-linear-gradient(45deg, rgb(239, 239, 239) 25%, transparent 25%, transparent 75%, rgb(239, 239, 239) 75%, rgb(239, 239, 239)); background-position: 0px 0px, 10px 10px; background-size: 21px 21px; border: 0px; box-shadow: rgba(0, 0, 0, 0.65098) 0px 5px 35px; margin-top: 22px;" width="320" /></a><span style="background-color: transparent; color: black; font-family: Arial; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">First let’s look at the infrastructure team as an example of how agile processes can help deliver software to market quicker. In order to build or deploy code we first need infrastructure, so the infrastructure team will need to know how much compute is required in a private cloud and be able to measure how much capacity they will need over time. Once a request has been made to the infrastructure team they may need to coordinate with the hardware vendors and make a purchase order or talk with the storage team to make sure there is enough space in the existing racks for the request. Even if you are buying more capacity in AWS or some other public cloud that means increasing the capacity quota, so public clouds don’t make this interaction go away, someone still needs to look after and approve company spend, public clouds may make reacting to needs for more capacity quicker to resolve, but it still doesn't fix the broken process in the team interaction, just because a problem takes less time to fix when using public cloud in a reactive manner doesn't make it any less of a process issue. When purchasing more kit for a private cloud a procurement process or purchase order will need to be completed which isn’t quick process, as it has associated hardware delivery timelines. </span></div>
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<a class="irc_mil i3597" data-noload="" data-ved="0CAcQjRxqFQoTCJaFntq3v8cCFcHAFAod3tIIwQ" href="http://labs.openviewpartners.com/scrum-for-non-technical-teams/" jsaction="mousedown:irc.rl;keydown:irc.rlk" style="background-color: #f1f1f1; border: 0px; clear: right; color: #660099; cursor: pointer; float: right; font-family: arial, sans-serif; font-size: small; line-height: 0px; margin-bottom: 1em; margin-left: 1em; outline: 0px; text-align: center;"><img class="irc_mi" src="http://labs.openviewpartners.com/wp-content/uploads/files/2013/08/scrum-glossary-agile-terms-e1375457183795.png" height="170" style="background-color: white; background-image: -webkit-linear-gradient(45deg, rgb(239, 239, 239) 25%, transparent 25%, transparent 75%, rgb(239, 239, 239) 75%, rgb(239, 239, 239)), -webkit-linear-gradient(45deg, rgb(239, 239, 239) 25%, transparent 25%, transparent 75%, rgb(239, 239, 239) 75%, rgb(239, 239, 239)); background-position: 0px 0px, 10px 10px; background-size: 21px 21px; border: 0px; box-shadow: rgba(0, 0, 0, 0.65098) 0px 5px 35px; margin-top: 39px;" width="320" /></a><span style="background-color: transparent; color: black; font-family: Arial; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">So how can agile help with this process and quicken time to market? If we have a scrum team just full of developers, they will typically think about developing the application and focus on the coding aspect, which is natural it is their bread and butter. However, If someone from the infrastructure team was a part of that scrum team too, they would be able to ask questions from another perspective, that may not be considered by developers. An infrastructure engineer is more likely to ask if we add this new feature will we need to scale out the infrastructure to support it? How much kit would you need for test environments? Would scaling out this application mean we need to scale out some of it's dependencies too. This would help avoid the scenario where developers finish coding the new feature, check it into source control, it hits the continuous delivery pipeline and they realise they don’t have enough kit to test the feature or deliver it to production, then they will have to send an email to the infrastructure team demanding new kit right away. This will only block the delivery of that feature to market, making everything wait on the slowest component which will be the order time of the kit from the hardware vendor. This in turn will frustrate the infrastructure team who will complain they weren’t notified early enough and the developers, who just want their feature to go live, will complain about the infrastructure team being a blocker, it will also cause strain between the Dev and Ops side of the business and also potentially involve an escalation to management. </span></div>
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<a class="irc_mil i3597" data-noload="" data-ved="0CAcQjRxqFQoTCNGm_96zv8cCFULvFAod3z0MPA" href="https://hoangluongsjsu.wordpress.com/2014/09/21/the-agile-team-and-what-is-a-backlog-what-are-they-for-and-why-are-they-important/" jsaction="mousedown:irc.rl;keydown:irc.rlk" style="background-color: #f1f1f1; border: 0px; clear: right; color: #660099; cursor: pointer; float: right; font-family: arial, sans-serif; font-size: small; line-height: 0px; margin-bottom: 1em; margin-left: 1em; text-align: center; white-space: normal;"><img class="irc_mi" src="http://agileatlas.org/images/uploads/ScrumTeam.jpg" height="320" style="background-color: white; background-image: -webkit-linear-gradient(45deg, rgb(239, 239, 239) 25%, transparent 25%, transparent 75%, rgb(239, 239, 239) 75%, rgb(239, 239, 239)), -webkit-linear-gradient(45deg, rgb(239, 239, 239) 25%, transparent 25%, transparent 75%, rgb(239, 239, 239) 75%, rgb(239, 239, 239)); background-position: 0px 0px, 10px 10px; background-size: 21px 21px; border: 0px; box-shadow: rgba(0, 0, 0, 0.65098) 0px 5px 35px; margin-top: 0px;" width="280" /></a><span style="background-color: transparent; color: black; font-family: Arial; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">It really isn’t necessary, to mitigate this an infrastructure engineer could be part of the scrum team and involved in planning of the feature, so while the feature is being developed they can line up the necessary compute kit. However, sometimes this isn’t practical or feasible for infrastructure engineers to join all the development teams scrums and stand-ups in large businesses. Instead a better use of time would be for scrum masters to train developers to consider infrastructure requirements from the outset in every user story. If more infrastructure is required they can assign a task on that features user story for the infrastructure team and talk with the team and have them estimate the duration. The user story will then have a dependency on the infrastructure resource who can carry out the necessary kit order for new compute while the feature is still being developed. This moves the business into pro-active mode as opposed to reactive mode, this way a user story and feature can’t be set to done, until the necessary kit is available to deploy it to test environments or production. A user story is then “Done” in agile terms when it is ready for production deployment. This way the feature isn’t checked in to trunk until the kit is made available for the test and production environments, so until then, we don’t want to trigger the continuous delivery process and block the pipeline with something that isn’t ready to be delivered yet. This is a very simple solution and will keep everyone informed and make sure the time to market is as quick as possible but it needs the buy in from all the teams to work.</span></div>
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<a class="irc_mil i3597" data-noload="" data-ved="0CAcQjRxqFQoTCIaEj4O0v8cCFQEVFAodbbUAFg" href="http://www.te52.com/testtalk/2014/08/26/why-developers-hate-testers/" jsaction="mousedown:irc.rl;keydown:irc.rlk" style="background-color: #f1f1f1; border: 0px; clear: right; color: #660099; cursor: pointer; float: right; font-family: arial, sans-serif; font-size: small; line-height: 0px; margin-bottom: 1em; margin-left: 1em; text-align: center;"><img class="irc_mi" src="http://www.te52.com/testtalk/wp-content/uploads/sites/4/2014/08/developers-vs-testers.png" height="131" style="background-color: white; background-image: -webkit-linear-gradient(45deg, rgb(239, 239, 239) 25%, transparent 25%, transparent 75%, rgb(239, 239, 239) 75%, rgb(239, 239, 239)), -webkit-linear-gradient(45deg, rgb(239, 239, 239) 25%, transparent 25%, transparent 75%, rgb(239, 239, 239) 75%, rgb(239, 239, 239)); background-position: 0px 0px, 10px 10px; background-size: 21px 21px; border: 0px; box-shadow: rgba(0, 0, 0, 0.65098) 0px 5px 35px; margin-top: 61px;" width="320" /></a><span style="background-color: transparent; color: black; font-family: Arial; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Agile can help quality assurance teams in a similar way by involving testers in sprint planning instead of having a developer write a piece of code and then hand it off to a developer to test. This hand-over in waterfall processes is sometimes referred to as “throwing it over the wall” in technology, so typical scenarios are developers write code or features in isolation, check it in, it hits the first quality assurance environment and the test gate fails with lots of quality assurance tests broken. This is because the quality assurance teams test packs haven’t been adequately updated to cater for the new feature as they didn’t know what was coming down the pipeline, this has led to lots of broken tests in the component and integration test packs, so the feature is blocked from being delivered to production until those tests are retrospectively fixed. Even more frustratingly for the developer the new feature may even be operating correctly, but the quality assurance team need a green test run before they can sign off the release. </span></div>
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<a class="irc_mil i3597" data-noload="" data-ved="0CAcQjRxqFQoTCLOPnKq0v8cCFYRWFAodGMkINA" href="http://pathfindersoftware.com/2011/05/functional-test-vs-technical-testing/" jsaction="mousedown:irc.rl;keydown:irc.rlk" style="background-color: #f1f1f1; border: 0px; clear: right; color: #660099; cursor: pointer; float: right; font-family: arial, sans-serif; font-size: small; line-height: 0px; margin-bottom: 1em; margin-left: 1em; text-align: center;"><img class="irc_mi" src="http://pathfindersoftware.com/wp-content/uploads/Agile-Testing-Flow2.png" height="212" style="background-color: white; background-image: -webkit-linear-gradient(45deg, rgb(239, 239, 239) 25%, transparent 25%, transparent 75%, rgb(239, 239, 239) 75%, rgb(239, 239, 239)), -webkit-linear-gradient(45deg, rgb(239, 239, 239) 25%, transparent 25%, transparent 75%, rgb(239, 239, 239) 75%, rgb(239, 239, 239)); background-position: 0px 0px, 10px 10px; background-size: 21px 21px; border: 0px; box-shadow: rgba(0, 0, 0, 0.65098) 0px 5px 35px; margin-top: 19px;" width="400" /></a><span style="background-color: transparent; color: black; font-family: Arial; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Operating in this manner means the quality assurance team don’t actually know what are actual genuine errors and what are errors caused by out of date test packs and this completely compromises the value of the test and feedback loop. To mitigate this quality assurance testers should work as part of the scrum team, so they can create tests while the developers are developing the new feature. As a bi-product this also helps cross skill developers to write automated tests for quality assurance test packs. This is so that when a user story is created, tasks to create the feature and associated feature tests are created together, and testing is not an after thought. This way the quality assurance testers are well informed of the new features and can adequately update their quality assurance test packs before the feature is checked in to the trunk branch in source control. The trunk branch will trigger the continuous integration process and associated continuous delivery pipeline, so before this happens a quality assurance engineer will need the time required to remove any out of date regression tests or tweaking them accordingly which is all planned work as part of the sprint. The quality assurance tester will also iteratively run the feature tests, while the feature is being developed by the developer, to make sure quality assurance is done prior to check-in so once the feature is ready it only needs to pass all regression tests as part of the continuous delivery pipeline. This means testing is not treated as an after thought and is an integral piece of software delivery.</span></div>
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<a class="irc_mil i3597" data-noload="" data-ved="0CAcQjRxqFQoTCPKuoqa1v8cCFYXAFAodlewDrw" href="http://nomad8.com/my-portfolio-kanban-talk-on-infoq/" jsaction="mousedown:irc.rl;keydown:irc.rlk" style="background-color: #f1f1f1; border: 0px; clear: right; color: #660099; cursor: pointer; float: right; font-family: arial, sans-serif; font-size: small; line-height: 0px; margin-bottom: 1em; margin-left: 1em; text-align: center;"><img class="irc_mi" src="http://nomad8.com/wp-content/uploads/2014/11/Portfolio-Kb.png" height="248" style="background-color: white; background-image: -webkit-linear-gradient(45deg, rgb(239, 239, 239) 25%, transparent 25%, transparent 75%, rgb(239, 239, 239) 75%, rgb(239, 239, 239)), -webkit-linear-gradient(45deg, rgb(239, 239, 239) 25%, transparent 25%, transparent 75%, rgb(239, 239, 239) 75%, rgb(239, 239, 239)); background-position: 0px 0px, 10px 10px; background-size: 21px 21px; border: 0px; box-shadow: rgba(0, 0, 0, 0.65098) 0px 5px 35px; margin-top: 9px;" width="320" /></a><span style="background-color: transparent; color: black; font-family: Arial; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Agile can work the same way for network engineers, security engineers or any other team for that matter. Assigning tasks to network engineers as part of a sprint will involve them earlier in the process and the same can be said by security. A group of security champions can monitor user stories that are being planned and raise any security concerns as part of the design process, as opposed to blocking changes going live once features have already been developed and being seen as giving developers more work. It is a common sense approach, to involve every team you need up-front, as opposed to sitting in a silo and not discussing requirements and needs with other teams. Involving everyone in the process of sprint planning, so all requirements and considerations are made at the start of the process is integral for continuous delivery to be successful. This means additional work doesn’t need to be done in an unplanned fashion and all work is considered from the outset. This helps avoid delays delivering the product to market which minimises work in progress (WIP), instead all WIP is tracked as part of sprints and encapsulated by the scrum teams and therefore visible to the business. Any tasks not feeding into sprints is hidden WIP, which will slow down delivery of features to market, if it isn’t transparent it can’t be streamlined and improved upon.</span></div>
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<a class="irc_mil i3597" data-noload="" data-ved="0CAcQjRxqFQoTCN_Vt4u2v8cCFQJWFAodq5wDvQ" href="http://www.alexandercowan.com/the-daily-do-an-agile-technique-you-can-immediately-apply-in-any-department/" jsaction="mousedown:irc.rl;keydown:irc.rlk" style="background-color: #f1f1f1; border: 0px; clear: right; color: #660099; cursor: pointer; float: right; font-family: arial, sans-serif; font-size: small; line-height: 0px; margin-bottom: 1em; margin-left: 1em; text-align: center;"><img class="irc_mi" src="http://www.alexandercowan.com/wp-content/uploads/2012/05/DailyDo.png" height="263" style="background-color: white; background-image: -webkit-linear-gradient(45deg, rgb(239, 239, 239) 25%, transparent 25%, transparent 75%, rgb(239, 239, 239) 75%, rgb(239, 239, 239)), -webkit-linear-gradient(45deg, rgb(239, 239, 239) 25%, transparent 25%, transparent 75%, rgb(239, 239, 239) 75%, rgb(239, 239, 239)); background-position: 0px 0px, 10px 10px; background-size: 21px 21px; border: 0px; box-shadow: rgba(0, 0, 0, 0.65098) 0px 5px 35px; margin-top: 0px;" width="320" /></a></div>
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<span style="background-color: transparent; color: black; font-family: Arial; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">As humans we like to know what is going on and what is planned and agile is a delivery pipeline in it’s own right, as it stores up all the WIP that is required to allow code to be pushed to live using continuous delivery pipelines, but it has to include everyone in a business or it just won’t work. Really the principles and process to deliver code to production are very simple when done correctly, but people are complex and they make mistakes, but iterating these processes over time will make everyone consider the end to end process and become better at their job. If someone in technology cannot explain to you the development life-cycle process of the business then how can they be part of any team to make it better and easier. That is the first step, go back to basics, think what we are trying to achieve and throw away all the unnecessary bureaucratic processes that just don’t matter. If you don’t do this your competitor might and then you won’t be able to compete, so lean processes are so important for companies to remain competitive. If two companies of equal ability are competing to deliver a new product to market quicker and one has fully waterfall business processes and the other has truly agile business processes not confined to just the development teams, I know who my money would be on being able to deliver the product to market faster. Agile and continuous delivery isn’t just for developers it is for everyone and it is truthful and open and that's why big businesses were scared of it for so long, it shows what everyone is doing in detail which can be scary at first for many. However, if your company isn't embracing agile and continuous delivery then it is time to start, it just makes everything so much easier and to fix everything we need to be honest.</span></div>
Anonymoushttp://www.blogger.com/profile/01429974924494739922noreply@blogger.com0tag:blogger.com,1999:blog-5105828621834392693.post-24057520338885383632015-08-13T08:51:00.000-07:002015-08-31T03:27:05.160-07:00DevSecCon London's Unique DevOps and Security Conference<div style="margin-bottom: .0001pt; margin: 0cm;">
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<a href="http://joeyletourneau.files.wordpress.com/2013/06/square-peg1.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="http://joeyletourneau.files.wordpress.com/2013/06/square-peg1.jpg" height="150" width="200" /></a><span style="font-family: Arial, Helvetica, sans-serif;">When discussing DevOps
processes such as “continuous delivery” and </span><span style="font-family: Arial, Helvetica, sans-serif;">associating them with “security
standards” this normally springs to mind analogies like Leonardo Di Caprio
and an Oscar win, or Jon Snow and knowledge of everything, or for those
well-read individuals Einstein's theory of gravity and quantum mechanics, or to
the everyday person square pegs in round holes. It is two ideologies that are
deemed not to mesh or an anti-pattern even. But let’s investigate the reasons
for this perception, why do people think this concept doesn't mesh and why do people deem it something that won't work?... <o:p></o:p></span></div>
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<a href="http://www.pivotaleducation.com/assets/monkeys.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><span style="font-family: Arial, Helvetica, sans-serif;"><img border="0" src="http://www.pivotaleducation.com/assets/monkeys.jpg" height="151" width="200" /></span></a><span style="font-family: Arial, Helvetica, sans-serif;">So what is the perception of security teams in the DevOps community? Ironically,the one thing development and operations staff
will tend to agree on is security teams, if nothing else, and how irritating
they are, with analogies of a mosquito that won’t go away often perpetuated. When discussing security teams with IT and playing the word
association game, some of the common words you will hear will be
“bureaucratic”, “blockers”, “process monkeys” or just plain “annoying”. This
summation needs to be taken with a pinch of salt like any stereotype, but is this an unfair
assessment, does everyone really need to hate security teams? Security teams are surely no different from other teams and a security team can be as poorly run and managed
as the next team. Tin hat on, there are good security teams and security
practitioners out there, I have met them and worked with them at Betfair and
other companies I have worked for. I don’t believe for a minute anyone comes to work
every morning to do a bad job, or set out to annoy people by setting meaningless tasks. The
security team have different priorities such as passing audits, ISO accreditation's, detecting vulnerabilities, preventing loss of data to name a
few and most importantly keeping the company in business by proving the
business is complying with the necessary rules and regulations. It is a very
important role and not an easy one given the security teams priorities sometimes don't match the other teams priorities.<o:p></o:p></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">So if we flip the coin, how are DevOps practitioners
viewed from a security teams perspective, when they implement processes such as continuous delivery? Security staff generally look upon IT staff with
suspicion, as they believe they don’t give a damn about security, and do little
to give them any visibility of what is going on and believe they are hiding what they are
doing. Typically security tooling is bolted onto existing processes as an
afterthought, in an attempt to try and give the security team the information they need to do
their job and they often have to beg for information to gain visibility of what
is going on, which eats up IT peoples time. Using common word association the
common words associated with developers and operations teams by security staff will
be “cowboys”, “unhelpful”, “uncaring”, “naive” or just “idiots” when talking in
the context of appreciating security requirements. The issue is that IT staff have
different priorities from the security team, they want to develop a quality
product to market as quickly as possible, maintain up-time of the platform and make changes in a repeatable, reproducible way, and it is a general consensus that they don’t have
time for a multitude of meetings around security.<o:p></o:p></span></div>
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TrlZBcWH4jrzo2k/EqTfn/R59ehrbb2bsJHjoEjGWLEuosumQ51WQL0FmBHS9N4/2fTdu0eHIdFVWzydwXYnuaXudL8OYqdrM3il4MbXDWr2DuPNiGlWQmDs7AMULq5zOrZWuAbFPnWVkWxI42JHwNqKJcGlbOXrhNcpGkSHDOyMGRmVhwZSVYeoqzk22JdMZDHiOWc/VzjylTU+oNU9KmpNcotSa6J8mxMPLrhcR2bf1WK7n7sy90+oFU+1djz4f7eNkB4Nxjb9lxdT8afJqbgNqywAiKRlU+8hsY263Q3U+orphqZLvk0WT2UeBkjVgZULr0DZb+HDhR7UmSWT6iIRi1go61eyy4Sf7aAwuf+5hSAvm0D9390rQYXYUqEyYN48ULEWS6zAHmYHs3L7uat45oS58miafRntnY1oJFddCprc4TeMTrfIS4BJsDYW89OnOsJjHYuxcWa5uCMpB6EcjXIJ8oa5fUcFbKPXTWrnBS5LjKi02vNPiXIVbqNDlOg631tVDjMG0dswAvyzKT52B0q5wO8LxoUVFOll01Hn1qkxLMzEsbknWiKaBsi0qK1dqiT0hdh4SYD6sLYaZDYdb2Bqjl3WMcuUASRkHUMA63+9lJ5VmoMdIhzK7AjxNPptOXPnLZm/taj4VkoSXkrcjQbn7EiledJ9ShTs+PebMwWxHUgfCoiYfs7paxDMD53N/nerfdnbZgmEkhurgLLkte1wQwHUEA+V+tXu3t2Wn/wCpwzRydp33VO4pLG+aPMx48SpNwb26DjyS3Ssykt0ePBjxRg07i8BLF9rFIn7aMo+JFRwazMKHK6KBTR3pCCFdvXM1IGgR2lehvXaACp58U7KEZ2KKbqpYlVPUA6CmaVAGk3S3sfBEqR2kLG5S9ip/Eh69RwPhWinOx8WTIzGF21b3otedxYpfxFec10GmpGiytKnyj0b2eY9ZYJsEz5W+sMZBsSjjvFfEG58iOlVku2dp7PbJKWdBwMimSNh1EnvehPpWPjkKkMpKsDcFSQQeoI1BrW7P9omJjGWVY5h1YFXPmV0PwpqRpHImkm6olQbynH4zAhowhjlYkhswbuhtNNPc8ame0rb88M0cUEjRjs+0YroSSxAuegy8PGqDAbwxttJMXMoiQe8Fu4BERjB0Fzy5UPtA2jHiMUHhcOnYoARwvdiR4HWnfA3N7HzzZrfZltaadZxM+cRlCndUEFzIz6gC+oFYzbm0sLinh7OH6Kxe0zLlK5WKjOLWBt3ibgVp/ZKwy4pR731Zt4EOB8waxu7uwmxOKXDuTGRmMmneUJ7wsed7D1ofSHJtwivZdSbkpID9BxkOIZRcx3UNbwIY/Ow8azWBVI8QgxaNkSS0qahgAbMCBrp08K3Q2Rs3DYqNUxU0eIjkTT3lLEjuMQlhmBsdRxoN7MKq7ZwpAH1phLC2hPaMhv6AfCihPGu17+5jt5I8OuIf6G2aEhSvvaEjVQW1IB61Vmt3t3YcMm10w+Xs45UBIiCrZuzc5gLWvdelM4j2cYjv9m8ZszZEZrOyAkKxsLAkfnypNMiWOTbaMOaE1Pwuy5JJxBbLIX7Mh7gK17WawNtab2ts98PK8Mls6EA5SSuoB0JA5EUiKdWQiaWa1iPMEcRXDSK6UCJ+1H+k4ZpH1mw5TM596SFzkGY82Viov0YdKy5rUbHGYTx/1mGmAH9pAJV+cdZi1d+mdxo6IO0NtTZp1hTZrcobpUVqVIBsU4orgFGopiCQ24G3lVpsvb2Iw5vDKyi4JXRkJ6lTpfx41WAUQFJwi+0FtG3wPtIxC6SxxyAtmaxaNm8DqRbwtVgm9ez5/wCk4XIWcksqDRT90NEQxPiRXngFGBWb00H0Vv8AZ6PDsfZ2It9HxXZsxPdZgQByOVwra+dDitwpwLxPHICCw1KEgcTr3f4q89AqZgsdLF9jLJH4I7KPUA2NYvSvwyWoPtF5i9hYmLV4ZALXuFzLbrmW4t61Xg1NT2gYyBSxdZNFXvoM1gdAGTKanp7UsNN/TcFm1BJUI5tbgM1iPjXNODg6YLTblcWVMZXKwKksdVa/CxFxbmCL/KmxWow+J2Livsp3wzG5yuSo8B3wR8Gp+TcVnXNhcRDMunE248BdcwPyqTOWCa8GRvSvVrjd2sVF70DkC+qWkGnH3CaqXFjY6EcQdCPSkYtNdnb129BelegQV67egBpXoAImlehpUAWOxtsS4WQSQkBrWIOqsv4WHMaVe4nfh3xOHxHZKphDq4Vr9oslgw1GlgNOOtqyNcvTtlqckqR6LjRsyacYw4lkOZJHht3mdLW0tccBe1x409vsf/VMAw4Ew2I4H6/+deaXo4cQyMjISCjBk/ssCGBAOnECnuNPl+h6Vts227hfFE+azCs7vnjHh2q8isQ0bwlTf7vZoSv7JubjxNVy7zStiocVPaR4so0smZVLcbC1++dbUxvZtZcViHmRWUOqd1rXBVAp4ceFOxymmnXs3W8WLOE2vA8QW2KSKOUML3BlClhYjvWC6+FRt9BgpMasM0bxytJEHmQgBkkTKDrcAhivFTop1qL7RNoRtLgZ43V1UZiUYNbI8bEG3PWo3tYwTfSVmCkxSQpaQA5bgsLFhwNivxpmknw/uZ/bOwHhxjYVLuxdVjJsM4cAqeg429DVftHAyQuY5lKOvFTa4vqOGnCvS8FF9Mn2XjeJIeKb+8hSRgf3g3xFYLe/GdrjcQ/WVlHkncHyWk0ZTgkrI+70oXEwk8DIqn9lzkb5MazuJgMbsh4ozIfNSR+lWasQQRxBBHmK7vcgGLmI4OyyjylRZP8AzNdOlfLQ8fRSGgIp0igIrrNBqlR2pUAaHaWDjlOaGz3F+6yq1x1De9UTZohS64mN7/iFwV9KqY3INwbHwqVLjXcWZif98+tQouqC0W02z8LlJSc3sTqB6C1UoFcAowKuKryJs6BRgVwCnFFUSICjApAUQFAEHaozdmg4s38v1q/GxIJOKZeNiunAAeXE1TQrnxSDkgB9Tc/6Vq8NwJ8NPW5/Mivmv/UzP5qT6PW0mNfHyVezN1U7dSJbKVb3gAdeAB6+nOtJhUwuHe0gIYC+aMsGOn49Nb/h6VRbSNnAHIWqIzE6nU16uixueCLk+zj1E1HI6N/PtxY0Jink0GisVlBzeLgtr5im497+10nhgmGhIYFGIA1ADZx8xWFWns6390EWtYknXrcWrf8ApomLytmsaXZko78cmHJsMyklb3190streArn/KkEoJwmMifj3XtmsDzym4/drJppSKg8qh6VeGQ3B9ovsZubi4/+2HHWNg38OjfKqSeB4zaRGQ9HUqfgalYTak8X2csi+GYkfutcfKrvD76YkC0oimXmHW19La5dPlWT0010T8cH06MsDXQa1f8AxbAS/b4Mxn8ULaDTjYZb6+BoDsbAS/Y4sxnpMB0vbXKfDnWMoSj2hPC/HJmKE1pMRuTiALxGKYcsj2J4H71hz61TY3ZU8X2sMiW5lTl/e4fOpM3CS7RErhrl6QoJOk1w12uEUAcq4/5nxH0VsKzK8JAADC7IFYMArAjQEDjeqc0Jp2Um10enezl5cNgsVNMpWJfrY84IJYRkMQDyNkAPPWvL2N9TqTqT1J41oNqb3Tz4WPDNZY0VFYi+aTIBlzE8tAbDmKzxpsuck0kvAjUneZcwwsn48MqH9qF2jPyC1Fqdj1z4KJucWIkj/wAMqK4+aNW2ndTDH2Z4igIp1hQEV3mo1alRWpUDAAo1FXmzNhkt9ahAtcd4fO1WUu78drhZB+z3uXiazeWKdBsZlAKcAqdjtn9mAQW15MuU1EUVonfKJaoQFOAV0Jz5UQWqsQgKJRXQK6wsCegJ+ApN0rDsj7GF5JH8wPXQflWmh4AdX+QP/wBaod30stzzP5XP/j86t89gvUKx9Qv8zXx2pm55Wz38cdsEiFiGuxNABUnC4NpL5RoOJJAA8yauNnxYdRYjtGb3mI7qDnbxr6rFWPHGPpI8Sf4ptlCooquTgojJaK7KNTnOUAX1ubVZPszBgG7m5torcPAAjh51TypErG2ZYLXQta3CthVIEMWZiMpMhzX5EgcLmrDBwYZs4EUYIFm05jQ2J4VLzr0UsTMKBVhhNjzyrmjiZlPA6AH41ojsXCqRfPp90txvy06eHWh2ltpoSFiXIoFh5dAKTz/4jWL2Z3F7LmiNpI2B8rj0IuDUI1r8LveSe8vLU30ql29KskmZBY271uBPX4c6qGRt00TKCXKZVwysmsbMh6oSp+K1b4Xe3Fx8Jc46SKG534izH403gNiO+VmFkPioY+QNWp2BC3u9oh63BFgddDx/nSm8flDip+CO29MUv9KwUMh5uncfn4X5/i5VzsdmTe60+HbowLry4+94/eHCm8Xu2CwGHkV9LlXIVh8NDVPLsuUMUMbZhrYC+nUHmKz+LHLpg0/3Iu23Nz64TFQTjzynnyBbp1qsxu7GLivngew5paQfFL1VWKk6a+I4fGrDA7fxMJ7k8oHQvmHwe4HwqHpn4ZDhB/QrXBGh0I4g8a4o66VZT+0qUMUxWHgxKg/eXK1tOdiL+lEN6tkTG0sE+Fb8UZLr6DX/AC1zeaG9LLtFSRXXXW1aKLYuEnAbCY+JgeCzAxsfC55/4aZxm6OLj17PtB1iYPfyA73LpTMXjkvBQWqywS5sLi05qsMw/wDjkyt/DIagzRMjWdSp6MCp+Bq23Yi7SWSMcJMPOh8PqyQfiBVQdSTCH5jLMKbIp6hIr0zZDFq7R5aVILJEG0pV4N8bH86krtib8f6VXotGopbY+gtkrE4x5PfsfQUyopAU4oprjoTY+uLe1sxA6DQfCm7V0LRhaBHAKDHYlkiYA2DWBF9COYp8LVftjUovU3/T/WsdRLbibNMKuaRM2boijw+Z/wD2p8ze95AfE3qJg04ceX6tT4vztqfXQfzr5fHHfnS9v/p7eSW3G39BKxAsCbdOVdUV0LRha+uPnzquRw0p+PGEkBzdeegvamMtdy0mkxptE/HrBZTDnzX1ueHwtR4VYVViJHzchYi/PWq5Vqbs3Cq7d9rKNeIF/AE1m4RSLU22T4mMiXS2YHXPoOGlvGqzFSvfvEHy1FXhw+FU3IZgfuqSQPgf1qBtTDx+9FZR+Ak5j4i/+tTBxsqSdFTan8JIFYEqG8DwPn1oMtdC1szFFzHvC4vcA/hH3QByt8KHFbxM6FSo1535dOFVBWuFaj44ejT5JDi40g3VQD5n9DTsu2ZWUpcWItoLG3nUZMOx1A0ptoyOIt509sRbpEdqbK1IKUBWqskyu2E+sb0P8I/0oIcOrKCQCbnrw0NPbx92TzVT+YpnZz3HH/fCvH1NpuvZ6mDlL7FtsuMBCqjQM2nHnf8AWrLDYuSL7KR08EZlHwBsar9lahvMH4i36VNK16OBqWJWcWb8OR0XUW+WKtllMc6/hmjB/wAtvnenDvYio4gwkcMkilGkRuCnjZbC3+vWs8VoCtU8UH4M9zGWFAwp4rQEVpYqGbUqO1KiwGwKcUUqVMQ6opxVpUqAHVWp2DxQQe4p6k8aVKk1YJ0SFxMbaGJR4gm9ZnaZDYmyggKANTfW1739RXaVcOs4x8HVpuZllhj8gT8dB8hUnBgG2cm1tbWJ1PjXKVePoVedfzwz0dU/7T/nkkzKl/q81v7Vr/Kgy12lX0qPDYstdy1ylTEGFoslKlQMQFEFpUqQBxICe8bDmQLn0FPYhI9OzLeOa2vlalSpPspdEcrQlaVKmIAiuEUqVAAlaBlpUqAMvvYlnQ9VI+B/nULZfPy/IilSry9X3I9HTdIt9itq3l+R/nVoRSpV1aT9JHNqf1GAaEgdbUqVdJiMtTbUqVAAVylSoA//2Q==" 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" 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<span style="font-family: Arial, Helvetica, sans-serif;">Are continuous delivery and
deployment something that cannot sit happily alongside Security? Let’s take a
step back and analyse what continuous delivery and deployment set out to do.
The main reason for these processes are that they promote IT staff to develop
processes that are repeatable and reproducible, which in turns allows products
to be delivered to market faster. Is this not exactly what security teams want,
consistent processes that can be measured and are transparent and visible so that they can audit processes and make improvements to that process continually? <o:p></o:p></span></div>
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<a href="http://downloads.eviware.s3.amazonaws.com/web_site_images/soapui/web_images/Dojo/devops_01.png" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><span style="font-family: Arial, Helvetica, sans-serif;"><img border="0" src="http://downloads.eviware.s3.amazonaws.com/web_site_images/soapui/web_images/Dojo/devops_01.png" height="283" width="320" /></span></a><span style="font-family: Arial, Helvetica, sans-serif;">If we re-trace our steps as to why a DevOps philosophy was originally adopted the sole reason was not tooling,
automation or anything else, it was in fact allowing developers and operations staff to
collaborate daily and remove the “chucking it over the fence” mentality from daily
routines. It was viewed that working in silos was no longer productive and
engagement earlier on in the development life-cycle was beneficial for all parties. So by involving Operations staff in scrum meetings and properly
assigning work rather than having a reactive model, this allowed
operations staff to know what changes were coming, adequately
plan any necessary infrastructure changes that were required, rather than
finding out at the last minute and having a massive fight and associated finger
pointing exercise which delayed the product reaching customers. It also worked exactly the same way with developers and QA
testers, involving test teams in scrum teams to start writing tests while developers were writing code earlier in the development life-cycle, allowed testers to not have
code “chucked over the fence” that they had no idea how to test. This cut out delays incurred by developers having to spend valuable time explaining to a tester what the feature was meant to do and how to test it and a tester explaining to a
developer how something actually needed to be tested. Up front discussions and collaboration between teams helped solve these issues, instead teams could plan features
and necessary testing as part of one scrum team. So to mitigate
having issues in all these areas, we have learned that if we involve the
stakeholders in sprint planning sessions then we have
happier staff and more joined up processes.<o:p></o:p></span></div>
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<a href="https://lh5.googleusercontent.com/Jj7LGNKIdfdnn_R9RknEjYzZ0UloZy-wgWgRJSBpMqR-9l9E4OP3BotZnsp_v4Z_UatY4fTTzhl8GzKwHG8bHxAXkXCZiVNK8y6nEs2c9dDa1KB1RGAa-Wa8AS8dRUrjGonoslDb" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><span style="font-family: Arial, Helvetica, sans-serif;"><img border="0" height="179" src="https://lh5.googleusercontent.com/Jj7LGNKIdfdnn_R9RknEjYzZ0UloZy-wgWgRJSBpMqR-9l9E4OP3BotZnsp_v4Z_UatY4fTTzhl8GzKwHG8bHxAXkXCZiVNK8y6nEs2c9dDa1KB1RGAa-Wa8AS8dRUrjGonoslDb" style="border: none; transform: rotate(0rad);" width="320" /></span></a><span style="font-family: Arial, Helvetica, sans-serif;">So today we still have two silos which
are the IT and security team, so how can we solve this issue? The solution is
already there and has been proven to work. That solution is early engagement and collaboration which could be as simple
as inviting your security team to be part of your scrum team or attending stand-ups so teams can
build processes with security in mind from the outset, thus collaborating with security
practitioners earlier on in the development cycle. This keeps everyone informed and
happy, allowing teams to appreciate each others goals. Collaborative projects could be created that even go as far as including vulnerability detection or security steps in a quality gate on deployment pipelines and sharing knowledge on how processes could be automated. The possibilities are endless to improve this relationship and help
security staff meet their goals and the winner will be the business.<o:p></o:p></span></div>
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<a href="http://www.devseccon.com/images/logo@2x.png" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><span style="font-family: Arial, Helvetica, sans-serif;"><img border="0" src="http://www.devseccon.com/images/logo@2x.png" height="256" width="320" /></span></a><span style="font-family: Arial, Helvetica, sans-serif;">This is why I am proud to be a part
of a new conference in London called DevSecCon, which aims to promote the DevOps and SecOps collaboration. This is a fairly niche conference, that hasn’t been done before, so it will ensure some very interesting talks. At
the DevSecCon conference we will discuss topics such as integrating
vulnerability scanning into your continuous delivery process and adopting a
mind-set of inclusiveness and collaboration with regards security and DevOps
processes. The mission statement is that in a continuous delivery process teams should have nothing to hide, so there is no reason not to include security and bring them into the circle of trust. So if you are not familiar with this topic, I urge you to come along
or even take part: <a href="http://www.devseccon.com/"><span style="color: #1155cc;">http://www.devseccon.com/</span></a><o:p></o:p></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">As well as the sponsorship from my
company Betfair and the security sponsorship from Qualys and MWR, we have some
really cutting edge companies that have really embraced a DevOps mind-set and
pushed forward automation in their respective fields. </span></div>
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<a href="http://www.nuagenetworks.net/" style="background-color: white; border: 0px; box-sizing: border-box; clear: right; color: #7ab80e; float: right; font-family: 'Open Sans', sans-serif; font-size: 14px; line-height: 21px; margin-bottom: 1em; margin-left: 1em; margin-top: 0px; outline: 0px; padding: 0px; text-align: -webkit-center; text-decoration: none; vertical-align: baseline;"><img alt="Nuage networks logo" src="http://static.techfieldday.com/wp-content/uploads/2013/12/nuage_VerticalLogo_print_CMYK_large-200x97.png" style="border: none; box-sizing: border-box; height: auto !important; max-width: 100%; vertical-align: middle;" /></a><span style="font-family: Arial, Helvetica, sans-serif;"><br /></span><a href="http://puppet-eos.readthedocs.org/en/master/_static/arista_logo_jpg-11.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><span style="font-family: Arial, Helvetica, sans-serif;"><img border="0" src="http://puppet-eos.readthedocs.org/en/master/_static/arista_logo_jpg-11.jpg" height="31" width="200" /></span></a><span style="font-family: Arial, Helvetica, sans-serif;">At DevSecCon in the networking space, Nuage Networks will be presenting their software defined networking and how it
allows secure and automated networking in private and public clouds using it's overlay technology, which
allows both DevOps practitioners and security teams peace of mind, that network changes can be rapidly changed without compromising security standards. Arista will also be talking about how they have automated their top of rack switches, which can
be racked and cabled in the datacenter and then set-up using a fully automated process. Both companies are really setting an example of how to change
perception of their disciplines, when just a few years ago you would have
shuddered having networking and hardware vendors presenting at an event
associated with promoting DevOps processes. So things can change and one day we
will look back and think about the time when security processes weren’t
seamlessly integrated into the continuous delivery processes and laugh or
potentially cry at the stupidity of it and all the time we wasted. But today could be the day we change things for the better, it’s too
important for your business to wait and play catch up, so instead of fighting security we should be embracing it, as DevOps practitioners should really have nothing to hide. So let's help push through the next evolution in DevOps which has security integrated from the outset, let's not allow it to remain an after thought.</span></div>
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Anonymoushttp://www.blogger.com/profile/01429974924494739922noreply@blogger.com4tag:blogger.com,1999:blog-5105828621834392693.post-43899928401833057822015-08-03T17:49:00.001-07:002015-08-13T16:58:26.328-07:00Changing A Teams Mentality And The Use Of Negative Language<a href="https://www.blogger.com/blogger.g?blogID=5105828621834392693" imageanchor="1" style="clear: right; float: right; line-height: 1.38; margin-bottom: 1em; margin-left: 1em;"></a><a href="https://www.blogger.com/blogger.g?blogID=5105828621834392693" imageanchor="1" style="clear: right; float: right; line-height: 1.38; margin-bottom: 1em; margin-left: 1em;"></a><a href="https://www.blogger.com/blogger.g?blogID=5105828621834392693" imageanchor="1" style="clear: right; float: right; line-height: 1.38; margin-bottom: 1em; margin-left: 1em;"></a><span id="docs-internal-guid-8d56aac5-296f-4331-a6f0-372a255df9d0"></span><br />
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<a href="https://lh3.googleusercontent.com/TFMHDprtIZ6BIf9B0b86L9yPIH_9xBYT1SJjxKH2in1a7JApqd_euUqb-C_sDbFGN1yibtz1-q0aLXn0tnIB8xjBrtdLEL4FI_dZjPFz3EjyYYDBrVugKMAxEuUXFarUr_0XHFc" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="240" src="https://lh3.googleusercontent.com/TFMHDprtIZ6BIf9B0b86L9yPIH_9xBYT1SJjxKH2in1a7JApqd_euUqb-C_sDbFGN1yibtz1-q0aLXn0tnIB8xjBrtdLEL4FI_dZjPFz3EjyYYDBrVugKMAxEuUXFarUr_0XHFc" style="border: none; transform: rotate(0rad);" width="320" /></a><a href="https://lh3.googleusercontent.com/TFMHDprtIZ6BIf9B0b86L9yPIH_9xBYT1SJjxKH2in1a7JApqd_euUqb-C_sDbFGN1yibtz1-q0aLXn0tnIB8xjBrtdLEL4FI_dZjPFz3EjyYYDBrVugKMAxEuUXFarUr_0XHFc" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"></a><a href="https://www.blogger.com/blogger.g?blogID=5105828621834392693" imageanchor="1" style="clear: right; float: right; line-height: 1.38; margin-bottom: 1em; margin-left: 1em;"></a><a href="https://www.blogger.com/blogger.g?blogID=5105828621834392693" imageanchor="1" style="clear: right; float: right; line-height: 1.38; margin-bottom: 1em; margin-left: 1em;"></a><a href="https://www.blogger.com/blogger.g?blogID=5105828621834392693" imageanchor="1" style="clear: right; float: right; line-height: 1.38; margin-bottom: 1em; margin-left: 1em;"></a><a href="https://lh3.googleusercontent.com/TFMHDprtIZ6BIf9B0b86L9yPIH_9xBYT1SJjxKH2in1a7JApqd_euUqb-C_sDbFGN1yibtz1-q0aLXn0tnIB8xjBrtdLEL4FI_dZjPFz3EjyYYDBrVugKMAxEuUXFarUr_0XHFc" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"></a><a href="https://www.blogger.com/blogger.g?blogID=5105828621834392693" imageanchor="1" style="clear: right; float: right; line-height: 1.38; margin-bottom: 1em; margin-left: 1em;"></a><a href="https://www.blogger.com/blogger.g?blogID=5105828621834392693" imageanchor="1" style="clear: right; float: right; line-height: 1.38; margin-bottom: 1em; margin-left: 1em;"></a><a href="https://www.blogger.com/blogger.g?blogID=5105828621834392693" imageanchor="1" style="clear: right; float: right; line-height: 1.38; margin-bottom: 1em; margin-left: 1em;"></a><span style="font-family: Arial; font-size: 14.6666666666667px; vertical-align: baseline; white-space: pre-wrap;">Self destructive behaviour within a team is probably one of the biggest inhibitors of people and teams reaching their full potential. In a nutshell the main loser is the employer. A bold statement, but fear stops people from trying something new and breeds a culture of uncertainty, causing teams to worry too much about making mistakes. But what happens if the team isn’t even aware they are doing it and how can we break them out of this trend? It is a topic I have pondered recently, in the office I will rarely stick on a pair of headphones, I put this down to my natural tendency to be nosy, as I like to know what is going on at all times. I also love to people watch, just listening to others conversations can help you appreciate why some problems are occurring in a business and also help you propose solutions. Through listening to office conversations, I have noticed a very common theme in teams that are deemed to not be as “high performing” as others and that trait is the use of “negative language". Aside from the more obvious chestnuts such as “I don’t have time to look at this as I am too busy”, “not our teams problem”, “not our priority” and constantly saying “no” which are often associated with teams passing the buck, blame culture or not caring about the business as a whole. I have noticed a general tendency for those teams to use negative language in their daily operations within their team, while "higher performing" teams use it less and it isn't the norm. Is this a coincidence?</span></div>
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<span style="font-family: Arial; font-size: 14.6666666666667px; vertical-align: baseline; white-space: pre-wrap;">What do I mean by negative language? So teams that use negative language generally report that they have “multiple issues” or “problems” when reporting to management or senior management. This is in my mind is overly focusing on the negative aspects of a problem, such language suggests that the team has encountered an absolute blocker and that there are no solutions to the problems or alternate solutions. Or so it would seem, when prompted these individuals or teams normally tend to have solutions or alternatives but they aren’t focusing on this aspect. So why are those teams and people reporting issues in such a negative fashion and why are they generally being very vocal when doing it? Do they not see it lays the foundations for a negative team culture? At times those reporting the issues also seem happy that they have discovered the said issue, even gleeful when they report it. This is the main point that baffled me, are they really happy something is failing? So it made me question a few things....</span></div>
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<a href="https://lh6.googleusercontent.com/9dHX2sP1h6WxI59OtnMUdt4LWSFFeTUKwClv0kyCLSbygCyX1DDQHEBLh3fDTWtDqnih6UhmWauGLjLPlOgryD9N2977FOKOfgQ09Q0_a87rIYrev7oca6o5qP6ohtwFi5Lksz8" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="177px;" src="https://lh6.googleusercontent.com/9dHX2sP1h6WxI59OtnMUdt4LWSFFeTUKwClv0kyCLSbygCyX1DDQHEBLh3fDTWtDqnih6UhmWauGLjLPlOgryD9N2977FOKOfgQ09Q0_a87rIYrev7oca6o5qP6ohtwFi5Lksz8" style="border: none; transform: rotate(0rad);" width="284px;" /></a><span style="font-family: Arial; font-size: 14.6666666666667px; vertical-align: baseline; white-space: pre-wrap;">So let’s look at a scenario, a new joiner joins a company and sees their line manager reporting problems to senior management in a loud and vocal way. This manager is viewed as the benchmark or measuring stick, so it sets a precedence for that teams behaviour, as the manager is viewed as the team's role model. To climb the corporate ladder, the junior or mid level team members view this as the normal way issues should be reported, as their role model behaves this way and one day they want to be in a team lead or in a manager position too. So when junior or mid level engineers discover issues they tend to be happy or gleeful that they can report this up to management, as they see it as adding value and warranting their place in the team. In truth they aren’t happy about finding the issue, although it appears that way to outsiders, instead they are happy about finding issues as it is considered “adding value” to the team by their management. Now this makes more sense....</span></div>
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<a href="https://lh3.googleusercontent.com/ecJA7V60s4dK_MXGZMGjOuYK4UElgJspJX1NwjAJ3kBnFCXs-Om8p_PIJRzCAn7Ta8fpgpg74Iu_qd11PkFV7ENkf5fmDa-P7GSXaXq69V_vWF3_l3RAIUOSAqHLheN87LAyq8c" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="120" src="https://lh3.googleusercontent.com/ecJA7V60s4dK_MXGZMGjOuYK4UElgJspJX1NwjAJ3kBnFCXs-Om8p_PIJRzCAn7Ta8fpgpg74Iu_qd11PkFV7ENkf5fmDa-P7GSXaXq69V_vWF3_l3RAIUOSAqHLheN87LAyq8c" style="border: none; transform: rotate(0rad);" width="320" /></a><span style="font-family: Arial; font-size: 14.6666666666667px; vertical-align: baseline; white-space: pre-wrap;">Lets take a step back and look at the effect of this type of behaviour and why it is actually destructive. Being so vocal about problems in reality makes other team members worry that if they create an issue or do something wrong in the team that it will be loudly reported too. This psychologically causes the team not to take risks and play it safe to avoid the indignation of having a mistake loudly reported to senior management. Immediately a negative mindset has been established in the team that “problems” are reported loudly and always focused on vigorously. This will hardly encourage a team member to experiment or try something new, instead the individuals in the team will be scared of things going wrong and being the cause of an issue. Consequently, It does the polar opposite to what a “DevOps mindset” aims to do, which encourages team members to share their failures or things they have tried. This means issues are covered up in the team or hidden for fear of the embarrassment that failure would bring. It does little to encourage openness, knowledge sharing and transparency. Healthy teams should learn to talk about successes and failures in equal measure as there is a lesson to be learnt from both, some would argue more so when discussing failures.</span></div>
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<a href="https://lh6.googleusercontent.com/q_YbswpOm4rH25xoa_t5cFyJwn1pGJtMcVdeVXD22R4DQshajc24lkHqxZ3y2kHhU2ivw5QNZ78K56CSULniNSanAEb3WICI9UXzpy1LUTzc46dx-85xuXvti0fB4xDlfZsnGkw" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="198" src="https://lh6.googleusercontent.com/q_YbswpOm4rH25xoa_t5cFyJwn1pGJtMcVdeVXD22R4DQshajc24lkHqxZ3y2kHhU2ivw5QNZ78K56CSULniNSanAEb3WICI9UXzpy1LUTzc46dx-85xuXvti0fB4xDlfZsnGkw" style="border: none; transform: rotate(0rad);" width="320" /></a><span style="font-family: Arial; font-size: 14.6666666666667px; vertical-align: baseline; white-space: pre-wrap;">I am not for a moment suggesting we don’t talk or highlight “issues” or “problems” to management but when explaining to others it would be more productive to focus on “alternate solutions” or “potential solutions” rather than stop at “issues” or “problems” which make them sound insurmountable or something to worry about. Problems are commonplace in technology and should be treated as such, I haven’t met an insurmountable issue yet, there is always a solution to every issue even if some are not initially perfect. It is important for management to illustrate that teams will have issues and problems daily but they need to be dealt with, but do so in a productive and positive way. The use of negative language and apportioning blame to other teams by team leads or managers tends to trickle down to junior members of the team who inherit the same language and behaviour which is very damaging. The use of negative language tends to make teams very negative towards problems, fearing the worst, escalating them quickly with the tendency to panic under pressure. This in turn will cause the escalation of small problems up the management chain rather than remaining positive and calm and solving them without shouting them from the rooftops as this has been seen as a way of “adding value”. It also sometimes makes sister teams doubt the engineering capability of that team as they don’t view them as a team with any answers and a team that reacts badly to problems as this is the image they perpetuate.</span></div>
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<a href="https://lh4.googleusercontent.com/fIc-e5HP57-zncD_NKS7rsEFJ9ob_7nGoKuuVhbtlN6FMwTNTMNFG_iBAID0BLR8yRancS4rVUurb0QavlfykyQdAi5oMQEZd0BozU0cgAhVfgpdfQi2qjjak0ISxKgHGaGqApQ" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="212" src="https://lh4.googleusercontent.com/fIc-e5HP57-zncD_NKS7rsEFJ9ob_7nGoKuuVhbtlN6FMwTNTMNFG_iBAID0BLR8yRancS4rVUurb0QavlfykyQdAi5oMQEZd0BozU0cgAhVfgpdfQi2qjjak0ISxKgHGaGqApQ" style="border: none; transform: rotate(0rad);" width="320" /></a><span style="font-family: Arial; font-size: 14.6666666666667px; vertical-align: baseline; white-space: pre-wrap;">Adding value should focus on fixing the problem and solutions rather than reporting it. I once had a manager that said to me that everyone's job is to make your direct manager's job as easy as possible, not more difficult, so escalating problems should be seen as the last resort. In practice escalating every issue up to senior management is not productive, and leads to a similar situation as the boy that cried wolf, as when you have an actual issue that needs dealt with it just seems like more white noise. Dealing with failure is what makes us all better engineers, so without problems or failures we cannot learn or improve so they should be seen as a natural learning experience and not something to fear. I think a lot more can be done by team leads and senior engineers to correct the use of “negative language” or “blame culture” in their team on a daily basis. So for every “problem” replace it with a “numerous potential solutions” and try and keep calm and set an example to your team.</span></div>
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<a href="https://lh4.googleusercontent.com/J622bQcF2J-mZz8uy3jV9kuxT2diUzx2kPbPV2rvJ1WuDlpscVTGPTrjs-8Wp0vIE8ZBDXb7AYR9EoExoObU4qX-sTKiXvhCRJrTzPMJTsJr10_VnGHooypN1rZzErfWe41TOe4" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="267px;" src="https://lh4.googleusercontent.com/J622bQcF2J-mZz8uy3jV9kuxT2diUzx2kPbPV2rvJ1WuDlpscVTGPTrjs-8Wp0vIE8ZBDXb7AYR9EoExoObU4qX-sTKiXvhCRJrTzPMJTsJr10_VnGHooypN1rZzErfWe41TOe4" style="border: none; transform: rotate(0rad);" width="175px;" /></a><span style="font-family: Arial; font-size: 14.6666666666667px; vertical-align: baseline; white-space: pre-wrap;">One of the main virtues of a "DevOps mindset" is to operate without fear of failure and this will give workers the freedom to be creative and try new things. It will also make for a better working environment and happier workers which will in turn move your team into the “high performing” space. It will nurture new ideas, knowledge sharing and openness that will slowly help the team improve. Enough is enough, it’s time for a positive change, so the next time you are about to be negative in front of your team please think about the consequences. Instead be calm, try and put yourself in a new graduates position, other teams shoes and see things from a different viewpoint. Only by considering a different viewpoint, can we understand why people are behaving in a particular way. Only when we have a full understanding of that viewpoint and the motivation for the behavior can start to help them change their ways.</span></div>
</span></span>Anonymoushttp://www.blogger.com/profile/01429974924494739922noreply@blogger.com0tag:blogger.com,1999:blog-5105828621834392693.post-48660467778006375052015-07-25T08:53:00.000-07:002015-08-31T03:28:01.463-07:00Time To Hop On The DevOps Ship<div class="separator" style="clear: both; text-align: center;">
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<a href="http://media.licdn.com/mpr/mpr/p/1/000/25a/1f4/038a06d.png" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="http://media.licdn.com/mpr/mpr/p/1/000/25a/1f4/038a06d.png" height="276" width="320" /></a><span style="font-family: Arial, sans-serif;">When
I started my 1st job in 2007 as part of a graduate programme I was signed up as
a Java developer on the Java skills track. After joining, due to having a
degree in engineering which involved software and hardware, I was instead put
on a different skill track called “Development Architecture” or “DevArch” for
short as part of a group called “Development Control Services” which
specialised in automating configuration and environment management
workflows for projects. Many of those in my starter group who were in a
similar position, complained that this was not what they signed up for and
wanted to be developers. At this point I would like to tell you I stuck
with it due to my vision and belief that this was indeed the future but this
wasn’t the case, like many graduates i wasn't really sure what I wanted to do
long term. However, in time I became passionate about the job and I loved the
fact that you never did the same activity for more than a few days in a row.
The variety and creative freedom the job brought, along with the ability to help others
do their jobs and make a real difference to projects was certainly appealing.</span><o:p></o:p></div>
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<a href="http://drupal.in-cdn.net/cdn/article/public/moving_to_norway_0.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="http://drupal.in-cdn.net/cdn/article/public/moving_to_norway_0.jpg" height="154" width="320" /></a><span style="font-family: Arial, sans-serif;">My
first project at my new job was working to build and deploy the norwegian
pensions website and I was tasked with creating continuous integration
processes using a relatively new tool called “CruiseControl”. In that role i
looked after deploying configurable items such as code and related config
through environments that had multiple test quality gates “component test”,
“integration test”, “pre-production” and </span><span style="color: #1f497d; font-family: "Arial",sans-serif;">“</span><span style="font-family: Arial, sans-serif;">production</span><span style="color: #1f497d; font-family: "Arial",sans-serif;">”</span><span style="font-family: Arial, sans-serif;"> environments using our in
house build and deployment tool. </span><o:p></o:p></div>
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" 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" /></a><span style="font-family: Arial, sans-serif;">Sounds
familiar right? I was part of the team, that looked after the continuous
integration and deployment of applications and all configuration was held in
source control management system at the time “ClearCase”. Daily our team
interfaced with developers and the large environment management team that built
physical tin from the ground up. That environment management team were the go
to team when anyone wanted new servers for new test environments or simply
wanted to scale out production or on board a new application. The thing to note
was that we didn’t have ticketing systems to interface with each other, we did
the unthinkable and spoke to each other and worked without team silos. </span><o:p></o:p></div>
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<a href="http://images.huffingtonpost.com/2013-11-25-unicorn.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="http://images.huffingtonpost.com/2013-11-25-unicorn.jpg" height="150" width="200" /></a><span style="font-family: Arial, sans-serif;">This team
sounds a lot like a DevOps initiative today that is being branded a “fad” or
“new philosophy” when in reality it has always been a core component of the
software delivery. Every project I have worked in since that very first one, I strive to encourage the same principles of knowledge sharing and learning.
When you couple this with individuals that are respectful of each other, keep
calm under pressure and operate without ego or want to be heroes then great
things can happen. All this contributes to a team dynamic that allows teams to
be more productive, deliver products to market faster and allows people to
enjoy their jobs. The want for repeat-ability and predictability in processes
are not new aims and are still as valid in 2015 as they were then in 2007. This is not magical or mythical or unicorns it is completely achievable.</span><o:p></o:p></div>
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<a href="https://encrypted-tbn2.gstatic.com/images?q=tbn:ANd9GcT40akyE3PUI68AejcQSaA7SOYVdBpxITG6Fy79dmGdmNlTlzrH" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="https://encrypted-tbn2.gstatic.com/images?q=tbn:ANd9GcT40akyE3PUI68AejcQSaA7SOYVdBpxITG6Fy79dmGdmNlTlzrH" /></a><span style="font-family: Arial, sans-serif;">In
2010 while still at the same company, having climbed the corporate ladder
slightly, and running “configuration management” training for new graduates,
they would question being put in the “Development Architecture” skill track and
ponder how they may struggle to find a job outside the company with these sets
of skills. It seems crazy today that this was questioned given how sought after
and in vogue “DevOps” skills are today. At the time I tried to tell those
graduates the key thing that would change all this was “cloud computing” and
how it will make the difference and push forward prominence of our skill set
and other companies would catch up and automation wouldn't just be needed for
huge projects at massive scale to save costs. Those skills and values would be
applicable to any company and give them a competitive edge as more activities
could be automated.</span><o:p></o:p></div>
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<a href="https://thingsmommaloves.files.wordpress.com/2013/06/howmuchsalt.jpg?w=615&h=308" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="160" src="https://thingsmommaloves.files.wordpress.com/2013/06/howmuchsalt.jpg?w=615&h=308" style="cursor: move;" width="320" /></a><span style="font-family: Arial, sans-serif;">At
that time in 2010 cloud computing was still taking off. Any experienced
engineer worth their salt working in the configuration management space could
see that cloud infrastructure would give an adrenaline shot to “Development
Architecture” but I don’t think anyone imagined it would see the boom it has
today. The principle was that the expensive 12 man environment management team
that was required per project, to manually build infrastructure, could be
replaced by a smaller team and virtualised infrastructure. Instead a set of
API’s and scripts could be created by a few highly skilled resources that
understood infrastructure and used to provide infrastructure as a service once
cloud platforms had stabilised and actually worked as they should. Like many
other early adopters of cloud technologies we had lots of fun using many of the
first attempts at cloud from vendors which were very unstable and buggy.</span><o:p></o:p></div>
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<a href="http://drh2.img.digitalriver.com/DRHM/Storefront/Company/vmware/images/product/detail/VMW-BXSHT-vSPHR5-Web.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="http://drh2.img.digitalriver.com/DRHM/Storefront/Company/vmware/images/product/detail/VMW-BXSHT-vSPHR5-Web.jpg" height="173" width="200" /></a></div>
<span style="font-family: Arial, sans-serif;">The
first stable infrastructure platform that we worked with was VMWare based and
it worked like a charm and I will testify that vsphere really is a fantastic
platform. I wish VMWare would stop trying to add layers on top of it and
instead build all the networking capability into it along with new
functionality</span><span style="color: #1f497d; font-family: "Arial",sans-serif;">
</span><span style="font-family: "Arial",sans-serif;">into vsphere. Instead they toil by adding product suites above vsphere
then eventually end up throwing the product away which confuses customers over
what vcloud, vcac or vrealize product and set of apis they should be using.
But vsphere was a completely stable platform that could finally be relied
upon and it is no coincidence VMWare excelled in the market due to this. Now
instead of just controlling and delivering configurable items to manage only
code, the remit for configurable items extended to controlling the underlying
servers that the code was deployed on and quality assurance test packs were run
on. Consequently, the configuration management remit increased from just
controlling code configurable items to infrastructure too. How do we do
configuration management for infrastructure, how do we treat infrastructure as
code? It is no coincidence at this time that early versions of tools such as Puppet and Chef emerged to cater for and meet those
needs.</span><o:p></o:p><br />
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<a href="https://www.auro.io/images/openstack-icon.png" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="200" src="https://www.auro.io/images/openstack-icon.png" width="200" /></a><span style="font-family: Arial, sans-serif;">Now
“infrastructure as code” is pretty much a staple of every forward
thinking company and taken for granted now, with many options to manage cloud
based infrastructure such as Puppet, Chef, Ansible or Salt. The ease of use of
truly open platforms like AWS for public cloud and Openstack for private cloud
are like a nirvana for DevOps practitioners, providing feature rich set of
consumable APIs and letting users use them as they wish. The beauty of AWS and
Openstack is that they don’t try and enforce rigid standards on users about how
to use them that other vendors always seem to try and enforce to make an
additional service charge from. Infrastructure in under two minutes is now
the demand of the day with the DevOps buzzword placed on pretty much every job
specification, seeking golden gooses who will bring automated self service to
their enterprises like some magical wizard. Essentially this is not a new
movement or some crazy idea but an illustration that industry has finally
realised the importance of configuration management. For that fact alone we
should be applaud, but please don’t label this some new revelation or new
invention or quote stories of magic unicorns. The branding, packaging and name
given to it may be different but the underlying concept is the same and whisper
it pretty simple. </span><o:p></o:p></div>
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<a href="http://www.nuagenetworks.net/" style="background-color: white; border: 0px; box-sizing: border-box; clear: right; color: #7ab80e; float: right; font-family: 'Open Sans', sans-serif; font-size: 14px; line-height: 21px; margin-bottom: 1em; margin-left: 1em; margin-top: 0px; outline: 0px; padding: 0px; text-align: -webkit-center; text-decoration: none; vertical-align: baseline;"><img alt="Nuage networks logo" height="155" src="http://static.techfieldday.com/wp-content/uploads/2013/12/nuage_VerticalLogo_print_CMYK_large-200x97.png" style="border: none; box-sizing: border-box; height: auto !important; max-width: 100%; vertical-align: middle;" width="320" /></a><a href="http://rightstratups.acquirable.netdna-cdn.com/wp-content/uploads/Nuage_Networks.gif" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"></a><span style="font-family: Arial, sans-serif;">Now
this brings us to 2015 and the next blocker after infrastructure is networking,
teams need an easy way to consume networking like they do infrastructure as
waiting for a networking team to service tickets will just not do and a process
is only as quick as it’s slowest component. This has seen a wealth of “software
defined networking” technologies burst onto the scene with Nuage, NSX, ACI,
Contrail, Plumgrid and OpenDayLight to name but a few. This is extending the
configuration management remit once again this time to include network
configurable items and manage the network like we first did with code and then
the underlying infrastructure. It is a natural progression and makes for
exciting times.The potential to simplify data center deployments using software defined networking is massive. A lot of complexity of networking is brought in by security requirements so putting the network in software opens up many possibilities to keep the networking as simple as possible, while at the same time adhering to all security requirements.</span><o:p></o:p><br />
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<a href="http://www.ohmz.net/wp-content/uploads/2011/08/its-dangerous-to-go-alone-take-this.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="http://www.ohmz.net/wp-content/uploads/2011/08/its-dangerous-to-go-alone-take-this.jpg" height="200" width="320" /></a><span style="font-family: Arial, sans-serif;">Not
everyone is well versed in configuration management and the principles though.
I have seen developers and operations staff discuss things like “DevOps teams”
and be very disparaging. I put this down to a fundamental lack of understanding
on their part, wrought out of fear, that this new buzz word called “DevOps”
will end all that they hold dear and somehow take away their jobs or
livelihood, which of course is nonsense. In 2007 when I was doing “DevOps”
before it was called that and still called “Configuration Management” or “Release
Management” we still had a development team and operations team those roles
still stand and are not going anywhere they are just evolving like the
technology landscape. This means embracing change though, maybe learning some
scripting or at least a DSL, changing the way you work and questioning what you
have done before and being open to new ideas and learning these new skills.</span><o:p></o:p></div>
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<span style="font-family: Arial, sans-serif;">In
2007 the successful project team had roles that spanned different skill sets we
set out to have “T shaped” people. A slightly rubbish and consultancy type
analogy maybe, but a “T shaped person” had deep dive knowledge in 1 expert area
which was the main reason they were part the team so that is the depth of the
T. That person though also had a breadth of knowledge in other areas which made
up the breadth of the T. So taking myself as an example I was an expert in
automation but had a breadth of knowledge in infrastructure, networking and
storage. Each person in that team cross skilled with other T shaped
experts and shared information to the point the breadth of skills across the
team and in each individual's T became better and better and wider and wider.
This is what DevOps is all about, creating true multi-discipline teams and
sharing information to build new skills.</span><o:p></o:p></div>
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<a href="https://s-media-cache-ak0.pinimg.com/736x/b3/e9/f6/b3e9f62f43a7bb76d23ac78dad67d298.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="226" src="https://s-media-cache-ak0.pinimg.com/736x/b3/e9/f6/b3e9f62f43a7bb76d23ac78dad67d298.jpg" width="320" /></a><span style="font-family: Arial, sans-serif;">Recently
have even seen Amazon offering absurd certifications on DevOps and it really
irritates me. DevOps doesn't mean a team, it is a mindset about sharing
information and collaborating with others so we can deliver software to market
quicker and become better engineers. By definition a certification in DevOps
should really be granted to any child that works with other children to build a
spaceship with lego as they are successfully working together to build
something. But if organisations form a team and call it the “DevOps Team” don't
get caught up too much in debating if this is the wrong approach as it may
create another silo. Instead be positive and thankful that the company have at
least considered doing the correct thing even if they may not fully understand
what they want to achieve. But hopefully the experts that they recruit will
show them the correct way.</span><o:p></o:p></div>
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mind-set should mean the polar opposite of sitting in an ivory tower and
pointing someone towards a ticketing system, when you can’t be bothered to talk
to them and help them solve their problem, it isn’t shut-up and forget for a
day. It isnt about using existing process as an excuse for something failing,<span style="color: #1f497d;"> </span>not helping someone do their job, if that happens frequently<span style="color: #1f497d;">
</span>it needs to be challenged and changed. If you
do have a problem with DevOps then you have an issue with sharing information,
self-improvement and talking with people which is absurd and you are in the
wrong job. DevOps is about working together, challenging the status quo if
something doesn’t make sense and is blocking productivity. It promotes the
simple option to speak to other teams and change things free of the
bureaucratic processes that inhibit us in IT. </span><o:p></o:p></div>
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<span style="font-family: Arial, sans-serif;">On
the other hand DevOps isn’t about re-inventing the wheel and is sometimes about
doing the most simple thing, using the simplest solution, over complex
processes equally hinder the ability to deliver software quicker so processes
need to be lean and quick. It is also about seeing if there are gaps where we can
build tools that can make our jobs easier daily and sharing them with others
which is summed up by the “open source” initiative. Finally DevOps means people
working together to create better streamlined process, it has nothing to do
with tools they are simply facilitators of process. Tools come and go but great
processes and principles maintain the test of time. DevOps really is a no
brainer so please get on board and be part of the revolution, it has an open
door policy so it isn't too late so get on board, the ship hasn’t sailed yet.</span><o:p></o:p></div>
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