1. Improve the Development Process with a DevOps practices Vadym Fedorov

2. Who am I? Vadym Fedorov vfedorov@softserveinc.com Role: Solutions Architect Company: Softserve Specialization: Development of the Enterprise Applications in the IT operations management segment. Technologies and tools:.NET, Python…

3. Non-stop battle: Angry Dev vs Ops DEV OPS Release Complaints

4. Pandora’s Box There is no single responsible person who would manage the product from definition of business requirements to the product release. The Dev and Ops teams have different success metrics. Lack of communication between the Dev and Ops teams. There is a difference between development and target environment configurations. Slow and long delivery processes with unpredictable delivery date.

5. Image taken from https://www.scriptrock.com/blog/devops-whats-hype-about/

6. Evaluate the current state The project maturity model

7. Key indicator Project Portability, i.e. an ability to move the project between different environments and teams. Project Continuity ensures that a project can be successfully completed even if a team changes. Time-to-market and cost requires control over your project development, since these are critical elements that directly affect revenue and your position in the market. So make sure you are using effective ways to optimize this business driver.

8. The Project Maturity Model

9. Ad-hoc Deployment or development documentation is often outdated if present at all Developers manage 3rd-party dependencies manually No standardized development workplace configuration Deployment on staging and production environment is fulfilled manually Lack of knowledge sharing Low repeatability of the deployment process Launching a new team requires significant efforts

10. Defined Developers keep project documentation and related configuration up-to- date Dependencies are managed with a native package platform (PIP, NPM, NuGet, etc.) Documents describe development environment configuration or prebuild virtual machine with a configured development environment Team may use a Build and Continuous Integration System, however, the changes in the configuration are applied manually Knowledge transfer from the development team to the operational team, and between development teams is performed verbally or via documentation Repeatability of the deployment process is satisfactory Launching a new team requires significant effort

11. Repeatable Regular validation of the deployment and development documentation Developers work on an up to date development environment Environment configuration and deployment procedures are documented in the form of a code deployed to source control It is possible to track changes: who and when introduced any changes, what version was deployed, on whichdevelopers’ workstation, and other staging and production environment variables Team uses virtualization High repeatability of the deployment process Launching a new team does not require significant effort

12. Managed Managed is the highest level of the project state when development and production environments are aligned with configuration as much as possible:  The number of manual steps on environment deployment is as low as possible

13. What can be changed to improve?

14. Organizational changes There should be one, and only one, manager responsible for a product or feature development from A to Z: from the stage of requirement gathering to the release date. The development and operational teams need to share common success indicators focused on the delivery result. The operations team needs to define requirements for monitoring, log management and disaster recovery, as well as help the development team design a solution that complies with these requirements.

15. Teams Collaboration Types Source: http://blog.matthewskelton.net/2013/10/22/what-team- structure-is-right-for-devops-to-flourish/

16. Teams Collaboration Types Source: http://blog.matthewskelton.net/2013/10/22/what-team- structure-is-right-for-devops-to-flourish/

17. Teams Collaboration Types Source: http://blog.matthewskelton.net/2013/10/22/what-team- structure-is-right-for-devops-to-flourish/

18. Development process changes The development team should use a development environment that’s as close to the target environment as possible. To apply an “infrastructure as code” approach. To automate quality control and acceptance testing

19. “Infrastructure as code” approach Virtual Machine Provisioner Scripts Vagrant Code Virtual Machine Provisioner Scripts Production Code Same OS, same configuration and same versions Ops or DevOps Dev Deploy

20. Delivery Pipeline “Build Stage” Execute Unit Test Code Analysis Build deployment package Automated Acceptance Testing Manual testing Key showcases Exploratory testing Release Commit Deploy Unit & Integration Tests Functional Tests Production Monitoring

21. Tools that are good to know Vagrant: https://docs.vagrantup.com/v2/https://docs.vagrantup.com/v2/ Configuration Management and Provisioners:  Chef: https://www.chef.io/chef/https://www.chef.io/chef/  Puppet: https://puppetlabs.com/https://puppetlabs.com/  Ansible: http://www.ansible.com/homehttp://www.ansible.com/home Log management and Monitoring  Newrelic: http://newrelic.com/http://newrelic.com/  Loggly: https://www.loggly.com/https://www.loggly.com/  Logstash: https://www.elastic.co/products/logstashhttps://www.elastic.co/products/logstash Testing:  JMeter: http://jmeter.apache.org/http://jmeter.apache.org/  Selenium: http://www.seleniumhq.org/http://www.seleniumhq.org/

22. Benefits Avoidance of the human factor Improvement of the Quality and Repeatability Saved Time and Reduced Risks

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