Category: Blogs

  • DevOps Leadership Series 2015: Women & Diversity

    DevOps Leadership Series 2015: Women & Diversity

    Many of the leading minds and practitioners in the DevOps movement are women.  I hope that comes as no surprise to you.  DevOps has always embraced a diversity of thought and contribution.  Case in point, close to 50% of the presenters at this year’s DevOps Days Boston event were women.  

    In this episode of the DevOps Leadership Series, we caught up with Jennifer Davis, co-author of Effective DevOps (O’Reilly 2015, $31) and software engineer at Chef.  Jennifer discusses a greater diversification of what DevOps means.  She sees more explicit efforts to expand DevOps into QA, security, DBAs, and other functional teams across the organization.  Jennifer also discuss the benefit of re-setting one’s expectations on the meaning of certain words (e.g., agile, test driven development, audit driven development) to accelerate progress and remove roadblocks:

     

    https://www.youtube.com/watch?v=B-zONUI5KQ4

     

    We then sat down with James Meickle, Site Reliability Engineer at Harvard and member of the organizing committee for DevOps Days Boston.  James witnessed distinct growth over last year in the diversity of companies in attendance —  both from a size and industry perspective.  James also discusses the importance of diversity that the organizing committee insisted upon as they planned for the event.  If you are organizing your own DevOps Days event, be sure to have a listen:

     

    https://www.youtube.com/watch?v=BZZCjw9YEps

     

    If you missed part one of our series from DevOps Days Boston, be sure to watch these interviews from Beno Chapman of Constant Contact, Anthony Spring of Yieldbot, and Jeremiah Sullivan of Puppet Labs.

    Want learn more from the leading minds in DevOps?  You can find the entire library of 21 videos from this series on YouTube.

    Screen Shot 2015-09-30 at 5.40.06 PM

    Special thanks to my colleague, Mark Miller for capturing these videos for us at the event.

  • DevOps Leadership Series 2015: Women & Diversity –  a diversity of thought and contribution

    DevOps Leadership Series 2015: Women & Diversity – a diversity of thought and contribution

    Many of the leading minds and practitioners in the DevOps movement are women.  I hope that comes as no surprise to you.  DevOps has always embraced a diversity of thought and contribution.  Case in point, close to 50% of the presenters at this year’s DevOps Days Boston event were women.  

    In this episode of the DevOps Leadership Series, we caught up with Jennifer Davis, co-author of Effective DevOps (O’Reilly 2015, $31) and software engineer at Chef.  Jennifer discusses a greater diversification of what DevOps means.  She sees more explicit efforts to expand DevOps into QA, security, DBAs, and other functional teams across the organization.  Jennifer also discuss the benefit of re-setting one’s expectations on the meaning of certain words (e.g., agile, test driven development, audit driven development) to accelerate progress and remove roadblocks:

     

    https://www.youtube.com/watch?v=B-zONUI5KQ4

     

    We then sat down with James Meickle, Site Reliability Engineer at Harvard and member of the organizing committee for DevOps Days Boston.  James witnessed distinct growth over last year in the diversity of companies in attendance —  both from a size and industry perspective.  James also discusses the importance of diversity that the organizing committee insisted upon as they planned for the event.  If you are organizing your own DevOps Days event, be sure to have a listen:

     

    https://www.youtube.com/watch?v=BZZCjw9YEps

     

    If you missed part one of our series from DevOps Days Boston, be sure to watch these interviews from Beno Chapman of Constant Contact, Anthony Spring of Yieldbot, and Jeremiah Sullivan of Puppet Labs.

    Want learn more from the leading minds in DevOps?  You can find the entire library of 21 videos from this series on YouTube.

    Screen Shot 2015-09-30 at 5.40.06 PM

    Special thanks to my colleague, Mark Miller for capturing these videos for us at the event.

  • DevOps, ITOps and PaaS: What do you think?

    DevOps, ITOps and PaaS: What do you think?

    We are very happy to announce that we have launched a new survey that will explore how the community feels about DevOps, ITOps and PaaS. The survey is another in the continuing surveys we are conducting to help all of us understand more about how DevOps is really influencing how development, Ops and IT are being changed.

    This survey is sponsored by Apcera, makers of the Apcera Hybrid Cloud OS. The survey is only about 19 questions and shouldn’t take more than 5 minutes. It is aimed at understanding if there is a difference in opinion of who is leading innovation and where are the roadblocks to that innovation in organizations. It also seeks to understand what are organizations are thinking about containers and specifically are different parts of the IT team looking at containers differently.  Finally, the survey tries to help us understand what are the attitudes towards PaaS.

    As we always do we will release the survey findings when complete. You are helping not only your own organization but the entire DevOps community if you would take a few minutes to take the survey right now we would be very grateful. If there is something you think we got wrong on the survey or left out, please let us know by commenting here.

    If you are interested in hearing more about Apcera and how it looks at containers and PaaS you should check out our Q & A with their CEO over on Container Journal.

    BTW stay tuned as next week we will release the results of our last survey, The Real Value of DevOps.

  • Adding users to Google Apps quickly

    Adding users to Google Apps quickly

    With over 5 million organizations using Google Apps (yes it’s that many), the market is demanding enterprise-class solutions for administration and management of the Google productivity suite. Yeah sure you can have a decent word processor with with collaboration features, even a spreadsheet and presentation program. But if you want to play with the big boys you need management and administration built around it.  Only then can Google Apps really rival MS Office for the mainstream market.

    Beyond that though, Google Apps is only part of the story. There is the whole “Google Infrastructure”.  One of Google’s aims seems to be to bring Google like capability to IT teams the world over. This is one of the aims with Kubernetes, as well as CoreOS Tectonic (see our article in ContainerJournal on this).

    So what is holding you back?  There are 5 areas that you need to focus on according to a recent ebook by JumpCloud:

    1. SECURITY AND COMPLIANCE
    2. SSO
    3. DEVICES AND SERVERS
    4. WIFI
    5. DIRECTORY SERVICES

    The directory services can be added to the mix via integration with JumpCloud’s Directory-as-a-Service (DaaS). This gives Google Apps an equivalent to Microsoft’s AD except in the cloud and available as a service. Think about it, you don’t just set up a user to use Google Apps, you want them to use your entire infrastructure where appropriate. Also you don’t want to be setting up users one at a time in an enterprise setting. Both of these use cases are handled by a directory-as-a-service solution like JumpClouds’. 

    Two keys to effective directory management using Google infrastructure are authentication protocols and device management. Directory-as-a-Service can deal with both of these issues if done correctly. Once you have bridged this gap, it opens up a wide range of uses and interactions with the rest of your Google infrastructure, other infrastructure, your users and your devices.

    The book by JumpCloud featuring DevOps.com’s own Ericka Chickowski does a great job of explaining this along with how to overcome some of the security issues that using Google infrastructure can present. You can download the book below.

    jumpcloud ebook
    There is also a good infographic with some metrics around this topic here.

     

  • Native Integration of APM Driving DevOps Maturity

    Native Integration of APM Driving DevOps Maturity

    With applications performance monitoring established as one of the fundamental cornerstones of today’s DevOps methodologies, it’s easy to overlook the reality that effective instrumentation of such tools remains extremely difficult. Specifically, the biggest challenge remains creating performance metrics that address both IT and larger business initiatives.

    There’s no question that APM is one of the most widely adopted and deeply embedded elements in today’s DevOps world, serving as the critical source of measurement that enables more transparent and agile applications. Yet, despite the fact that performance monitoring solutions, and their respective providers, are considered to be among the most mature on the DevOps landscape, customers still struggle to optimize the systems to meet their specific requirements.

    However, as the market continues to advance, specifically via direct integration of widely-adopted APM tools with other strategic applications management systems, such as e-commerce platforms, organizations are finding a faster path to success, and bigger-picture DevOps benefits. One such partnership, announced in late August, saw market leader New Relic expanding integration with e-commerce platform provider Magento, owned by eBay.

    Jon Azrielant, director of marketing at online retailer Jewelry.com, a Magento customer, said that his company initially ran into significant obstacles in adapting New Relic’s APM capabilities to its processes, despite the comparative strength of the tools.

    “We had a really difficult time implementing New Relic initially, it was a painful process,” Azrielant said.

    While the APM tools provided Jewelry.com with the data necessary to generate vital alerts, along with more agile sysadmin and operations monitoring, the more silo-based, fragmented approach that it employed could not empower the retailer to circumvent traditional walls between apps support and service support teams, Azrielant said.

    Leveraging the extension of New Relic’s Software Analytics Cloud within Magento, the company has created more advanced instrumentation to inform critical business decisions. Among the most helpful of these measurements are those relating directly to customer experiences, while correlation of such metrics with Jewelry.com’s bottom line has also advanced executive decision-making, he said.

    “The critical result of this integration is more complete visibility across applications and business performance, importantly tied to the actual business ramifications,” said Doug McIver, director of product for Magento. “In the past, merchants had to do a lot of difficult integration to use these systems together, so obviously this is a hugely valuable capability for us to be able to offer, especially to customers with highly performant site requirements.”

    Moreover, Magento claims that it is growing its own customer base by tying APM more closely to its platform. Likewise, New Relic officials concede that to help advance crucial DevOps workflows, it must partner with such platforms to deliver APM data within the context of business requirements.

    “If we’re talking about how to win in world where we’re iterating the end users’ experience on a regular basis, we have to put performance metrics within context of the UI, and the business results; working from the same data sets and getting people on the same page is incredibly important,” said Abner Germanow, senior director of solutions marketing at New Relic.

    While pure performance stats are “near and dear” to New Relic for obvious reasons, the solutions provider is also attempting to advance a broader array of information that drives closer collaboration through new “iteration and experimentation”. New Relic is also focused on further developing the specific types of information most critical to key constituents such as e-commerce platform users. The need to create a common language for those DevOps efforts is amplified by the fact that development and operations officials are often unsure which metrics are critical to the business, and vice versa.

    “Instrumenting code has always been a challenge, and we’ve worked very hard to ease that pain across a lot of different platforms; there’s always another language where work can be done, and we look to our customers to help lead us into the next phase of instrumentation,” Germanow said. “We’re seeing a lot of pressure around the need for constant change and iteration in industries where it’s truly a matter of survival, such as e-commerce, publishing, digital governance and finance – places where the industry is behaving very differently now than it has over the last 50 years.”

    This work, and the subsequent APM integrations offered via platform providers such as Magento, have allowed end user organizations to remain focused on customer experience and sales, the ultimate goal of DevOps, said Jewelry.com’s Azrielant.

    “In terms of how this relates to the DevOps revolution, this is the advancement that is bringing everything together and allowing everyone to look at the same numbers, to share common APIs, to streamline reporting and event response, and define everything in uniform terms,” Azrielant said. “Ostensibly, the most basic tenet of DevOps centers around the unification of these disciplines, and you can’t support that without the unification of this information.”

  • How to prepare for a successful data migration

    How to prepare for a successful data migration

    It can be tough to find useful, concrete advice to assist you with an enterprise-level data migration project. There’s an awful lot that can go wrong. Common suggestions about finding the right people, minimizing risk, or employing an automated system that does everything for you, offer limited help.

    What you really need is a step-by-step checklist that you can work through.

    The success or failure of a data migration depends largely on how thoroughly and carefully you prepare for it. If we analyze large migration projects, we invariably find that the successes share many common characteristics. If you’re planning a data migration, these are the questions that you really need to answer:

    What type of data is being migrated?

    Not all data is created equal. There are various different types of data, so you need to be clear about exactly what you want to move.

    • NAS-based – Where network shares are migrated from one system to another.
    • LUN-based – Where the disks (LUNs) are migrated from one place to another, at block level.
    • VM-based – Where the entire virtual hosts are migrated from one hypervisor to another.
    • Application-specific – Where one set of databases or objects, is migrated from one host to another.

    What type of migration is it?

    Where your data is going, can make a big difference to your overall plan. Is this a local migration, within the same data center, a remote migration, shifting data from one center to another, or is it a cloud migration, where you might be moving data from one cloud provider to another?

    What is the current storage environment?

    You need a complete overview of your current storage environment before you move a single file. If you’re using SAN, then think about what hosts, in terms of operating systems and applications, are involved. What are the FC switches and RAIDs? Do you have a clear picture of all the inter-dependencies within the SAN? A deep understanding of the environment and its complexity, gives you a better chance of avoiding disaster.

    How much data is being migrated?

    An accurate estimate of the volume of data that needs to be moved is absolutely vital. You need to account for all the hosts, LUNs, and storage systems. It’s not enough to say how many terabytes of data need to be migrated, you’ll need a picture of how that breaks down before you can determine the time and effort required.

    How much time do you have?

    There’s always a deadline for any project. Your timeframe may ultimately be dictated by the volume of data and the migration rate, but you can only determine that rate with a complete understanding of the data, application, and environment. Can you migrate in a divide-and-conquer manner? The more you know, the easier it is to control operational complexity and reduce costs.

    How active is the data and how much downtime is possible?

    In order to determine whether the migration can be completed on time, or even at all, you need to know how active the data is. How much of an impact on production will be tolerated? Some downtime is inevitable, but it has to be worked out and agreed upon ahead of time. Creating the right strategy in advance, with all the key stakeholders, will dramatically boost your chances of success, and reduce stress levels on the day.

    What’s the right tool for the job?

    This is really going to depend on all of your answers so far. The right way to go about selecting is to draw up a list of evaluation criteria. Think about everything you need and create a list that you can cross-reference against the candidates.

    As an example, for a SAN migration, you might want something that offers the following:

    • A seamless installation with no disruption to the production environment.
    • A clear display for the automatically discovered SAN configuration, complete with identities, status, and I/O statistics for all hosts and LUNs to be migrated (as well as those not to be touched), so the migration operation can be organized correctly and accurately with high confidence.
    • The ability to migrate during non-production hours, or automatically yield to production traffic, with adjustable intensity/throttling.
    • A centralized reporting system that delivers the statistics you need.
    • Data integrity checking of intermediate images before cutover, so issues are flagged early before they can cause problems.
    • Secure wiping of the data disks after the data is successfully migrated out.

    When you’ve drawn up a list, you can apply it, and see how different options compare.

    Who are the right people for the job?

    A successful data migration is going to require some level of expertise. Ideally, you want experienced personnel to handle a process like this, and you may need to look externally to find them. If they can give you the answers you need to address the questions we’ve posed here in this article, then you know they’re qualified for the job.

    About the Author/Wai T. Lam

    CTOWaiLamCirrus

    Wai T. Lam is co-founder and CTO of Cirrus Data Solutions, a developer of Data Migration Server and Data Caching Server for storage area networks (SANs). He was previously CTO and VP of Engineering at FalconStor, a company he co-founded in 2000. There, he was the chief architect, holding 18 of 21 company patents. Wai received the prestigious China national “Top 1000 Technological Leaders” award in 2013.

  • Leveraging DevOps to Expose The Entire IT Iceberg

    Leveraging DevOps to Expose The Entire IT Iceberg

    On September 16th I attended and spoke at a CIO Magazine event in Chicago. These are some of the best events to attend as the audience is typically CIO or senior IT leadership. One of the speakers on the day, Martha Heller, Author of “The CIO Paradox”, presenting on new competencies for the modern CIO, presented a very eye-opening perspective on limitations moving IT forward into a digital age.

    Anyone who has worked in IT for any length of time, or even watched the British comedy show, “The IT Crowd,” probably has some concept of what it means to work in IT. But never have I seen it so explicitly spelled out from an executive level as Mrs. Heller does in her talks relating the brutal reality as expressed by one of her clients. I present the excerpt here from her talk:

    “Do not under any circumstances expect applause or a raise when you have dismantled the iceberg. Since no one in the business sees the iceberg and no one understands the iceberg is real and that it is ours they cannot understand what used to be under the water looks and behaves completely differently. Business leaders will understand cost, headcount, throughput and all of the new capabilities that run on top of iceberg. These are the likely places for applause. Expecting recognition and compensation for what you do below the water line is not advised; do not fight that battle. Praise for what happens under the water line only comes from industry peers.”

    Clearly the iceberg is IT itself and the waterline represents the separation between what the business can see and touch, e.g. user interfaces, accessibility of data, application performance and IT support, and all the stuff that enables the aforementioned that sits below the water line. If advice by counsel, such as Mrs. Heller, to CIOs is not to expect recognition or compensation for making what happens below the water line work optimally, then it will be very difficult for CIOs to engage and keep personnel that excel in this capacity.

    To be clear, I’m not saying that Mrs. Heller is telling her clients not to pay attention. She is merely reiterating the paradox that all CIOs must confront as they inherit and deal with the ever growing mess below the water line caused by acquisitions, aging systems, disruptive technologies, aging labor pools leaving the work force, and workers going to companies where they receive better pay and recognition by because they focus on providing below the water line management services, etc.

    The industry has been telling CIOs for at least three years now that they need to pay attention to what is occurring with DevOps. Yet, many still view DevOps as a deep below the water line activity focused on development and system administration. What they are ignoring is that DevOps may very well be the answer to this paradox that Mrs. Heller puts forth. Leveraging DevOps is not only advisable, but necessary for these leaders to succeed.

    DevOps has the ability to help lower the water line with the business. As Mrs. Heller reiterates, the business understands costs, headcount, throughput and all the new capabilities that run on top of the iceberg. We have concrete evidence that companies that adopt DevOps philosophies and institute continuous delivery capabilities are able to respond to business changes more rapidly and are more profitable than businesses that are hindered in these areas. DevOps typically increases the level of transparency between IT and the business giving them greater input into direction and providing them a wider perspective for how what is below the water line today impacts the very attributes the business cares about.

    Increased automation associated with continuous delivery opens up greater opportunity for self-service, which again moves more of what is below the water line today to above the water line. Self-service provides more touch points for the business to directly control their own agenda and direction leveraging IT resources. Indeed, there are additional ways that DevOps can help to lower the water line that for readability I will not go into here.

    Mrs. Heller’s point that attempting to battle the business to gain recognition for what happens below the water line is a losing battle that will tear at the credibility of the CIO that chooses to engage in this battle. However, if CIOs cannot hire and retain the best talent, their ability to stop the iceberg from growing below the water line will continue to diminish. Their only hope is get the water line to drop and expose more of the iceberg. The more of the iceberg that gets exposed the more opportunity the CIO has to obtain recognition and compensation for his/her team.

    So, Mr./Mrs. CIO, is DevOps important to you now?

  • How to align your DevOps and Cloud Initiatives

    How to align your DevOps and Cloud Initiatives

    Infrastructure-as-Code (IaC) practices, which in turn are made possible through infrastructure or platform clouds (IaaS or PaaS), solve many important issues related to continuous delivery and DevOps. Therefore, the implementation of IaaS and PaaS in a private, hybrid or public cloud model should always be aligned with your DevOps initiative. In a previous article, I argued that OpenStack is the ideal habitat for DevOps. After all, OpenStack is backed by some of the biggest companies in software development and hosting, as well as thousands of individual community members. Indeed, many argue that OpenStack is the real future of cloud computing. However, that cloud environment might also be based on proprietary VMware technology, hybrid Amazon Web Services (AWS) or similar. Whichever you end up choosing, the cloud is an important enabler for companies looking for continuous delivery in agile environments.

    Why? Why is IaaS an ingredientfor a successful DevOps strategy? Through IaaS and ultimately PaaS, the bottleneck of infrastructure provisioning gets resolved; No more dependency on busy ops teams with long task backlogs and not enough of people, who are able to script and automate. Infrastructure provisioning is required to create all sorts of environments on-demand, including development, test and integration environments, all of which are required in different phases or steps within the continuous delivery chain or release pipeline. These environments can be created in isolation and dependencies from other projects, which are responsible for so many delays in a release, disappear.

    Test automation is critical for continuous delivery, but benefits are diminished if the provisioning of the necessary test environment takes days or weeks.

    Tips for DevOps-cloud alignment

    So we’ve made the case for the cloud as part of a DevOps strategy. How do you now go about aligning your DevOps and cloud initiatives together? What factors do you need to take into consideration as your developers instantly spin up environments at any time?

    First, start with IaaS. IaaS is easier to implement and more commonly applicable than PaaS. For quick wins, use public IaaS such as through AWS or Microsoft Azure. Get the necessary compliance and security aspects for dev or test environments settled and create a couple of deployment scripts on top of these services. Either prepare ready-backed images with middleware, application servers and databases or leave it to developers to install these components on their own. Alternatively ops can also prepare necessary install scripts and provide them to development.

    Second, build your own IaaS, based on OpenStack or other technologies. The toolsets and interfaces used by the agile development teams and the team responsible for the IaaS infrastructure need to be synchronized. For example, if you’re using OpenStack for the cloud environment, align your provisioning tools around that, possibly using Chef or Puppet. The good news is that many of these technologies really work together well.

    Third, once your IaaS implementation is mature and has been adopted, move towards PaaS. PaaS is the champion’s league in private cloud and usually requires an organization to commit to certain standards for databases, middleware, application servers, deployment architecture and more. It makes it super-easy and fast to provision not only a server, but really the complete runtime environment of an application and deploy the application on top of it.

    In all phases there needs to be tight collaboration between the departments. Your agile development, IT operations and infrastructure teams responsible for delivering the private cloud all need to be aligned around the common goal: delivering quality apps and updates to market more quickly. That means working as one to build a reliable, fast and adaptive cloud infrastructure in support of agile services delivery. It is imperative to understand and track individual development milestones. There’s no point in relying on the ‘big bang’ approach: the cloud infrastructure needs to be synchronized with all the development timelines.

    It has been proven particularly useful to use agile methods in structuring the infrastructure teams: Each platform gets a product owner, who works with development teams and manages all the requests developers have for the platform, i.e. the required APIs and their signatures or supported versions of specific technologies in a common backlog. This is done in the same way as product owners in development are managing their backlogs for the business.,

    Finally, make sure you have the right skills in place. DevOps and private cloud infrastructures command new skills sets—operations engineers, for instance—to prepare, manage and develop your private cloud and the application platform. There’s no point in buying in skills half way through the agile development process: they need to be built into the business plan from the start.

    DevOps,IaaS and PaaS go together like the PC and the keyboard; apps and the iPhone; Windows and Word. Together, DevOps within an IaaS infrastructure enables you to harness faster development and move to continuous delivery.

  • Lean for DevOps: Is it OK to move the banana?

    Lean for DevOps: Is it OK to move the banana?

    There is an urban legend about a Lean deployment which, in the process of applying the 5S to a workshop, drew lines on the desk to indicate where each worker should keep their banana.

    Katie 2 5 S deskKatie 3 5S desk 2

    5S, for the uninitiated, is a set of principles by which Lean practitioners organize a workspace – which might apply to a virtual, shared workspace, or Sharepoint repository just as well as a back office space or factory floor.

    • Sort – identify and get rid of unnecessary items
    • Set in order – organize what’s left so that everything has a logical place – including deciding on the optimum spot for banana placement
    • Shine – tidy up and clean your new workspace
    • Standardize – document and put boundaries around your newly organized workspace so that it’s obvious where everything should go – including drawing a line around that banana
    • Sustain – establish systems, tasks and behaviors to ensure your work place remains neat, organized and free from clutter

    Katie 1These are great principles to apply to any shared workspace – and standardization will speed your adoption of DevOps principles. Standardizing the way we organize information allows for fungibility, so a Quality Manager can switch teams at short notice and quickly pick up the way their new team works, and access the information they need. Standardizing storage in a way is the principle behind Docker, and other modular code concepts. Standardization can reduce errors: if user requirements are captured in a consistent way it is easier to see at a glance if any essentially information is missing before we start work. And standardization ensures consistency, for example, applying a pre-determined decision tree and criteria to enhancement requests will allow prioritization decisions to be made quickly and equitably.

    But you can have too much of a good thing, Creative activities and problem solving tasks are often intuitive or require people to take a variety of approaches until they find one that fits. A checklist just may not help here. Furthermore, one of the aims of DevOps is to increase flexibility and speed to market. So if your standard start to get in the way of that, you’ve lost your way.

    As a Lean Coach I have struggled with the amount of churn I see in requirements during the development lifecycle: at first glance it reads like rework. But it is, in fact, a healthy feature of an iterative, responsive process. Many IT departments have sought to manage churn by trying to standardize it out – setting deadlines for new intakes, and arduous change control procedures. As soon as you layer governance on top of a process, you create a need for a shortcut, and an expedited route.

    I recently ran a Lean workshop for an IT team during which we identified that 30% of change requests were going through an ’emergency’ process.  Clearly the standard process wasn’t working.

    DevOps requires standardization on an ‘as needed’ basis. This includes a standard way to handle rapid change, and variation. That standard approach must be light touch governance: make the right way the easiest way. And I’ll stick my neck out and say that standardizing where a worker keeps their snack is a step too far.

  • DevOps Leadership Series: Boston Common

    DevOps Leadership Series: Boston Common

    DevOps is coming, DevOps is coming!  You could hear the rallying cry around the city of Boston on September 15th and 16th.  This is when the DevOps Leadership Series crew headed up north to attend DevOps Days Boston.  

    We first caught up with Beno Chapman (@BenoChapman), release engineering leader at Constant Contact.  Beno shared, “Don’t be afraid to prototype something”.  Sage advice for many DevOps practitioners.  He also provided perspective why we should all consider “productizing services” that we offer to stakeholders across the different functional areas of our business.

     

    https://www.youtube.com/watch?v=nWQitydh904

     

    Next, we hung out with Anthony Spring (@DevOpsAnthony), minister of DevOps culture and tech lead at Yieldbot.  Anthony delivered a compelling lightning talk in Boston around quantifying technical debt.  He shared a brief recap of that topic and then discussed a new theme in DevOps conversations that points to challenges around hiring the right people and vetting the right tools.

     

    https://www.youtube.com/watch?v=sQufvcFiRmo

     

    Jeremiah Sullivan (@Jeremiah_NYC), Technical Solutions Engineer at Puppet Labs, joined us next.  He talks about the growing interest in containerization and solutions like Docker and Rocket.  Jeremiah then shared some insight into how DevOps teams are expanding beyond automation at the server level to now include managing infrastructure like switches, load balancers, and hypervisors.

     

    https://www.youtube.com/watch?v=KEcIeBIrQNI

     

    We’ll continue coverage from DevOps Days Boston in our next post with videos from James Meickle (Site Reliability Engineer at Harvard) and Jennifer Davis (co-author of Effective DevOps – O’Reilly 2015).

    Want more?  You can find the entire library of 21 videos from this series on YouTube.

     

    Screen Shot 2015-09-23 at 10.01.31 AM

     

    Special thanks to my colleague, Mark Miller for capturing these videos for us at the event.