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Consult our trainings :

DevOps, état de l'art et bonnes pratiques Training

Duration : 2 days
Ref : DOE
Price  2020 : 1990 € excl. taxes
Free breaks and lunches
  • Program
  • Participants / Prerequisite
  • Intra/Tailored

Instructional goals

Learning objectives

  • Learn what radically distinguishes the operation of DevOps from that of traditional ISDs.
  • Share how to acclimate DevOps into traditional ISDs.
  • Participants

» DevOps approach: In search of an initial definition

  • Description of DevOps by DevOps supporters.
  • Observation of contradictory goals.
  • Origin of DevOps and Internet companies.
  • The DevOps solution.

» The genealogy of DevOps: Agile Methods and Lean Manufacturing

  • Some principles of Lean Manufacturing.
  • The mass production of traditional IT.
  • "Just-in-time" doesn't care about the nature of the business.
  • The one-piece-flow model: Smaller, faster, more frequent.
  • Limiting demand and increasing flow. Stacks and one-piece-flow.
  • Optimizing the flow and productivity. The value chain.
  • Eliminating bottlenecks and waste.
  • Reducing the size of batches to one-piece-flow.
  • Stopping at the first defect.
  • The fourteen principles of Deming.
  • "The Machine That Changed the World" by James Womack.
  • "The Agile Manifesto".
  • "Lean Software Development" by the Poppendiecks.
  • "Continuous Deployment" by Jez Humble.
  • "The Phoenix Project" by Gene Kim.

» Operation and key processes of the DevOps ISD

  • Life cycle of the Release.
  • Scrum Agile development.
  • Backlogs and waste, sprints and reactivity, Scrum Master and Lean Management.
  • Continuous integration: Principle and tools (Jenkins, SVN, GIT).
  • "Branches are evil".
  • Automating tests.
  • Continuous development. Modularity. Role of interfaces.
  • Industrializing/automating Deployments: Tools like Capistrano and Ansible.
  • Data cases, package types, and the Liquibase tool.
  • Zero Downtime Deployment.
  • Business Activity Monitoring.
  • Service infrastructure and provisioning servers.
  • Puppet: Administration of servers.

» From operability to dependability

  • Non-functional requirements.
  • Integrated Logistics Support and total cost of ownership.
  • DevOps and dependability.
  • Netflix and ability to survive.
  • Achieving dependability by instrumenting the platform.
  • The Cloud solution and instrumentation.
  • Programmable infrastructure.
  • Productivity and dependability: The two pillars of DevOps.

» DevOps movement and traditional ISDs: Radical differences

  • The reticence of traditional ISDs.
  • "Production-Ready" software.
  • The structure of traditional ISDs.
  • "You build it, you run it": Another specialization of Amazon's structure.
  • Integrated mode and Taylorized mode.
  • Two ways of seeking productivity.
  • DevOps: A new paradigm in corporate IT.

» Reorganizing a traditional ISD into DevOps

  • An inevitable, desirable, and possible change, how far and at what price?
  • The digital revolution, SaaS, Cloud, and business behavior.
  • Doing DevOps without the ISD. Shadow IT.
  • A complex situation, a possible imbalance.

» What vision should be central to managing the DevOps transformation?

  • Bottom-up versus top-down changes: The need for a vision.
  • Determining the target and multimodal ISDs.
  • The structure of the DevOps ISD. The example of Spotify in 2014.
  • Redefining roles and responsibilities: What roles for production?
  • Tricky issues, change levers, DevOps culture.
  • Agile vs. ITIL?
  • CALMS, the change management proposed by DevOps.
  • Change management in the Lean sense: More experimentation than imitation.
  • Checking up on change already begun in the field. Limits of bottom-up approaches.

» Enterprise architecture for change management

  • Why enterprise architecture?
  • DevOps promise: Responsibility and dependability for business divisions.
  • Changing responsibilities. Necessary skills and HR impact. Promoting a collaborative culture.
  • Building the trajectory by application. Eligible applications.
  • Urbanization and interface management. Modularity of the target IS.
  • Impact on the outsourcing strategy. Scope and new types of contracts.
  • Production platform instrumentation program.
  • Budget governance: Free or managed.
  • Group discussion¤Summary, conclusion, debates.
Participants / Prerequisite

» Participants


» Prerequisite


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Time schedule

Generally, courses take place from 9:00 to 12:30 and from 14:00 to 17:30.
However, on the first day attendees are welcomed from 8:45, and there is a presentation of the session between 9:15 and 9:30.
The course itself begins at 9:30. For the 4- or 5-day hands-on courses, the sessions finish at 15:30 on the last day
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