CHAPTER 8
H O W T O G E T G R E AT
OUTCOMES BY
I N T E G R AT I N G
O P E R AT I O N S I N T O
T H E D A I LY W O R K O F
DEVELOPMENT
Group 6
Maria Contreras-Raff
Codie Hagerdon
Charles Koui
GOAL
“To enable market-oriented
outcomes where many small
teams can quickly and
independently deliver value to
the customer”
STEPS
Create shared
services to
increase developer
productivity
1
Embed operations
engineers into our
service teams
2
Assign an
operations liaison
to each service
team
4
Invite operations to
our development
standups
5
Invite operations to
our development
retrospectives
6
Make relevant
operations work
visible on shared
Kanban boards
3
Integrate
operations into
development
rituals
CREATE SHARED
SERVICES TO INCREASE
DEVELOPER
PRODUCTIVITY
“Creating a set of centralized platforms and
tooling services that any Dev team can use to
become more productive, will enable Dev
teams to spend more time building
functionality for their customers as opposed
to obtaining all the infrastructure required to
deliver and support that feature in production.
This ensures that Operations doesn’t become
a bottleneck for their customers.”
EMBED OPERATIONS
ENGINEERS INTO OUR
SERVICE TEAMS
“Enabling product teams to become more selfsufficient by embedding Operations engineers
within them, reduces their reliance on
centralized Operations. Their priorities are
driven almost entirely by the goals of the
product teams as opposed to Operations
focusing on solving their own problems. As a
result, Ops engineers become more closely
connected to their internal and external
customers”
ASSIGN AN OPS LIAISON TO EACH SERVICE
TEAM
The designated Ops engineers is responsible for understanding the
following:
•
What the new product functionality is and why we are building it
•
How it works as it pertains to operability, scalability, and
observability
•
How to monitor and collect metrics to ensure the progress,
success, or failure of the functionality
•
Any departures from previous architectures and patterns, and
the justifications for them
•
Any extra needs for infrastructure and how usage will affect
infrastructure capacity
•
Feature launch plans
INTEGRATE OPS
INTO DEV RITUALS
“Our goal is to help Ops engineers
and other non-developers better
understand the existing Development
culture and proactively integrate them
into all aspects of planning and daily
work. As a result, Operations is better
able to plan and radiate any needed
knowledge into the product teams,
influencing work long before it gets
into production”
INVITE OPS TO OUR
DEV STANDUPS
The purpose of standups is to
“radiate information throughout
the team and to understand the
work that is being done and is
going to be done, as well as
roadblocks”
INVITE OPS TO OUR
DEV RETROSPECTIVES
“The team discusses what was
successful, what could be
improve, and how to incorporate
the successes in future
iterations or projects”
KANBAN BOARD
MAKE RELEVANT OPS
WORK VISIBLE ON SHARED
KANBAN BOARDS
“Kanban boards are an ideal
tool to create visibility, and
visibility is a key component in
properly recognizing and
integrating Ops work into all the
relevant value streams”
CONCLUSION
We explored four broad strategies:
1.
Creating self-service capabilities to enable
developers in service teams to be
productive
2.
Embedding Ops engineers into the service
teams
3.
Assigning Ops liaisons to the service teams
4.
Integrating Ops engineers with the Dev
team including them in daily standups,
planning, and retrospectives.
REFERENCES
The DevOps Handbook
Chapter 8: How to Get Great Outcomes by Integrating Operations into the Daily Work of
Development.
By Gene Kim, Jez Humble, Patrick Debois, and John Willis, pages 95-105.