The DevOps Handbook – Parts 5 & 6 – Part 5: The Third Way – The Technical Practices of Continual Learning and Experimentation; 1. Introduction a. Goal – practices to enable learning as quickly, frequently improvement blitz – dedicated and concentrated period of time to address a given issue b. Target DevOps Dojo and 30-Day Challenge – teams work with dedicated Dojo coaches and engineers, execute 2-day from other organizations & teams iv. Participate in peer reviews e. SHARE YOUR EXPERIENCES FROM DEVOPS CONFERENCES i. Cost is always a consideration. BUT, encourage attendance at conferences, give talks

The DevOps Handbook – Part 4: The Second Way – The Technical Practices of Feedback 1. Introduction a. Goal – Implement fast feedback loops i. Enable working towards shared goals ii. See problems as without requiring time-sucking configuration changes or complicated processes.” iv. 2015 State of DevOps Report – high performers had MTTR 168x faster than low performers b. CREATE OUR CENTRALIZED TELEMETRY Production System – “people closest to a problem typically know the most about it.” iii. 2014 State of DevOps Report – high performing organizations relied more on peer review and less on external approval

The DevOps Handbook – Part 3 The First Way – The Technical Practices of Flow 1. Introduction a. Goal – Enable & sustain fast flow of work by implementing continuous delivery i. Create the foundation configuration files 8. This also includes pre-production and build processes 9. Tools iv. 2014 State of DevOps Report – use of version control by Ops was the highest predictor of both IT performance & organizational created from trunk using a one-click process, and validated with automated tests.” v. 2015 State of DevOps Report – trunk-based development predicts higher throughput and better stability, and even higher

DevOps A Horse’s Perspective Just a horse, not a unicorn, 1000 deploys per/second not feasible.  History – How I Got Here?  Contentious relationship existed between development and operations.  Community of Practice, etc.  Test Driven Infrastructure  Blue – green deployments  Combining DevOps Scrum – planning, standups, boards, and backlogs  Making work visible (it’s still hidden)  Poor and Deployment Automation, Jez Humble and David Farley  The Phoenix Project: A Novel About IT, DevOps, and Helping Your Business Win, Gene Kim, Kevin Behr, and George Spafford.  The Lean Primer, Craig

The DevOps Handbook – Part 1 & 2 1. Preface xi a. Myth—DevOps is Only for Startups: b. Myth—DevOps Replaces Agile c. Myth—DevOps is incompatible with ITIL d. Myth—DevOps is Incompatible with Information Security and Compliance: e. Myth—DevOps Means Eliminating IT Operations, or “NoOps” f. Myth—DevOps is Just “Infrastructure as Code” or Automation: g. Myth—DevOps is Only for Open Source Software: 2. Foreword xix 3. Imagine a World Where Dev and Ops Become DevOps: a. THE CORE, CHRONIC CONFLICT i. Among them are the two following goals, which must be pursued simultaneously: 1. Respond to the

管理与应用管理视角分离导致复杂性等 • 传统方案:仅仅考虑了一部分变化而引起的不稳定，如通过基于人工规则的服务治理保护链路、如时 延体验较差的部署策略等 • 云原生是告诉我们：能够适应业务变化的微服务+能够适应制品变化的DevOPS+能够适应技术环境变 化的技术底座=云原生平台；其中变化是以研发循环形式不断出现和累加的，如果不进行治理，那 么这些变化就会积累，稳定性的破坏是熵增的，而云原生基础设施就要做到对变化产生的不稳定因 云原生应用相比传统应用的优势 低成本 高敏捷 高弹性 云原生应用 传统应用 部署可预测性 可预测性 不可预测 抽象性 操作系统抽象 依赖操作系统 弹性能力 弹性调度 资源冗余多 缺乏扩展能力 开发运维模式 DevOps 瀑布式开发 部门孤立 服务架构 微服务解耦架构 单体耦合架构 恢复能力 自动化运维 快速恢复 手工运维 恢复缓慢 云原生应用相比传统应用的优势(例子) 来实现计算资源向应用的无缝融合，以极简稳定的、 的、 自动化的方式向上提供业务价值，并直面交付成本问题 企业管理层 业务架构师或者PM 产品|数据|应用|技术架构师 架构咨询团队 企业自己决定 云原生平台+架构咨询团队 数据平台 DevOps 微服务 PAAS 容器云 客户群体与规模 电信 制造 金融 服务业 政府 互联网 350.2亿 云原生采用规模占比与市场总规模 58% 11% 10%

t-reading-go • https://github.com/developer-learning/learning-kubernetes大纲 • 技术架构的演进 • 如何提升工程效率？DevOps • CI/CD 实战 • ServiceMesh • 踩过的一些坑 • Q&A技术架构的演进 • 单体架构 • 一个框架 • 一个数据库 • 分模块整合架构（前后端分析） • 不同的框架或业务模块 • 10 . Drone 通知工作流程情况给开发/或者交付 QA 测试；如何提升工程效率？我是作者名称2017 年 DevOps 现 状调查报告DevOpsDevOps DevOps 不是一种新工具； DevOps 不是一种新团队； DevOps 不是一种新角色； DevOps 是一种文化：一切自动化，工具化，规范化；选择哪个 CI/CD 工具？Docker stats 查看 Docker

云原生蓬勃而多样的生态成了这种Paas的基础。 • 编排不在以服务为单位，而是以应用为单位， 再也不会出现由于理解不一致导致的交付失败 的情况，而不论底层容器云实现如何，应用的 交付的方式都是一致的。 DevOps是一种文化，是一种组织赋能，在无所不在，OAM除了在交付过程中提供了基于应用的 交付方案，同时将CICD与底层实现解耦，可以插接无限制的工具组件，使得可以对应不同交付 场景所要求的不同工具链。比 标准化能力-让管理和运维更轻松-基础设施即代码-3-实例 IaC作为胶水，可以将对物理资源的运维直接透出到DevOps-CICD中，可以对底层资源进行云原生式的管理 DevOps是一种文化，使 得研发更加向生产环境 拉进，对于底层资源的 管理，IaC化后，也可以 将其纳入到DevOps体系 里面来，所以DevOps的 边界存在于整体堆栈之 中，而不仅仅就是微服 务领域。 IaC化后，甚至我们把与 云原生对齐的配置也渗 核心模块 自定义模块 Plugins Email、logging、 other 插件 Ansible 负责解析剧本并通过连 接器执行 Connector 连接受控端 主机 主机 主机 DevOps-CICD 软件制品库 Docker引擎安装包、K8S安 装包、数据库等等 投放剧本(Yaml) 根据剧本拉取软件安装 包通过SSH向主机安装 Ansible有个缺陷，无法安装OS，Salt具备

com/Phoenix-Project-DevOps-Helping-Business/dp/0988262509/[2] The Three Ways: The Principles Underpinning DevOps, Gene Kim, http://itrevolution.com/the-three-ways- principles-underpinning-devops/

Schwartz “Mark Schwartz is a rare combination: a deep thinker who has also applied lean, Agile, and DevOps principles at the highest level, leading an extraordinary Agile transformation in the US Federal Mark’s thorough analysis will prove invaluable to leaders who must execute it.” – Jez Humble, CTO, DevOps Research & Assessment, LLC A Few Themes Getting in Our Own Way: First, that we have locked ourselves to speed up its inspecting and adapting process to maximize its impact. Continuous Delivery and DevOps place the entire value stream in the hands of that small team so that it can optimize the whole