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<h1>Devops powerpoint</h1>
<p>[youtube]</p>
Devops powerpoint <a href="Link news stories</a> Devops powerpoint
<h1>What is DevOps?</h1>
<p>Learn how DevOps unifies people, process, and technology to bring better products to customers faster</p>
<h2>DevOps definition</h2>
<p>A compound of development (Dev) and operations (Ops), DevOps is the union of people, process, and technology to continually provide value to customers.</p>
<p>What does DevOps mean for teams? DevOps enables formerly siloed roles„rhdevelopment, IT operations, quality engineering, and security„rhto coordinate and collaborate to produce better, more reliable products. By adopting a DevOps culture along with DevOps practices and tools, teams gain the ability to better respond to customer needs, increase confidence in the applications they build, and achieve business goals faster.</p>
<h2>The benefits of DevOps</h2>
<p>Teams that adopt DevOps culture, practices, and tools become high-performing, building better products faster for greater customer satisfaction. This improved collaboration and productivity is also integral to achieving business goals like these:</p>
<p>Accelerating time to market</p>
<p>Adapting to the market and competition</p>
<p>Maintaining system stability and reliability</p>
<p>Improving the mean time to recovery</p>
<p style="clear: both"><img src="Link /></p>
<h2>DevOps and the application lifecycle</h2>
<p>DevOps influences the application lifecycle throughout its plan, develop, deliver, and operate phases. Each phase relies on the others, and the phases are not role-specific. In a true DevOps culture, each role is involved in each phase to some extent.</p>
<p>In the plan phase, DevOps teams ideate, define, and describe features and capabilities of the applications and systems they are building. They track progress at low and high levels of granularity„rhfrom single-product tasks to tasks that span portfolios of multiple products. Creating backlogs, tracking bugs, managing agile software development with Scrum, using Kanban boards, and visualizing progress with dashboards are some of the ways DevOps teams plan with agility and visibility.</p>
<h3>Develop</h3>
<p>The develop phase includes all aspects of coding„rhwriting, testing, reviewing, and the integration of code by team members„rhas well as building that code into build artifacts that can be deployed into various environments. DevOps teams seek to innovate rapidly without sacrificing quality, stability, and productivity. To do that, they use highly productive tools, automate mundane and manual steps, and iterate in small increments through automated testing and continuous integration.</p>
<h3>Deliver</h3>
<p>Delivery is the process of deploying applications into production environments in a consistent and reliable way. The deliver phase also includes deploying and configuring the fully governed foundational infrastructure that makes up those environments.</p>
<p>In the deliver phase, teams define a release management process with clear manual approval stages. They also set automated gates that move applications between stages until they„rre made available to customers. Automating these processes makes them scalable, repeatable, controlled. This way, teams who practice DevOps can deliver frequently with ease, confidence, and peace of mind.</p>
<h3>Operate</h3>
<p>The operate phase involves maintaining, monitoring, and troubleshooting applications in production environments. In adopting DevOps practices, teams work to ensure system reliability, high availability, and aim for zero downtime while reinforcing security and governance. DevOps teams seek to identify issues before they affect the customer experience and mitigate issues quickly when they do occur. Maintaining this vigilance requires rich telemetry, actionable alerting, and full visibility into applications and the underlying system.</p>
<h2>DevOps culture</h2>
<p>While adopting DevOps practices automates and optimizes processes through technology, it all starts with the culture inside the organization„rhand the people who play a part in it. The challenge of cultivating a DevOps culture requires deep changes in the way people work and collaborate. But when organizations commit to a DevOps culture, they can create the environment for high-performing teams to develop.</p>
<h3>Collaboration, visibility, and alignment</h3>
<p>One hallmark of a healthy DevOps culture is collaboration between teams, which starts with visibility. Different teams such as development and IT operations must share their DevOps processes, priorities, and concerns with each other. These teams must also plan work together as well as align on goals and measures of success as they relate to the business.</p>
<h3>Shifts in scope and accountability</h3>
<p>As teams align, they take ownership and become involved in additional lifecycle phases„rhnot just the ones central to their roles. For example, developers become accountable not only to the innovation and quality established in the develop phase, but also to the performance and stability their changes bring in the operate phase. At the same time, IT operators are sure to include governance, security, and compliance in the plan and develop phase.</p>
<h3>Shorter release cycles</h3>
<p>DevOps teams remain agile by releasing software in short cycles. Shorter release cycles make planning and risk management easier since progress is incremental, which also reduces the impact on system stability. Shortening the release cycle also allows organizations to adapt and react to evolving customer needs and competitive pressure.</p>
<h3>Continuous learning</h3>
<p>High-performing DevOps teams establish a growth mindset. They fail fast and incorporate learnings into their processes, continually improving, increasing customer satisfaction, and accelerating innovation and market adaptability. DevOps is a journey, so there is always room to grow.</p>
<h2>See how teams across Microsoft adopted a DevOps culture</h2>
<h2>DevOps practices</h2>
<p>Beyond establishing a DevOps culture, teams bring DevOps to life by implementing certain practices throughout the application lifecycle. Some of these practices help accelerate, automate, and improve a specific phase. Others span several phases, helping teams create seamless processes that help improve productivity.</p>
<ol>
<li>Continuous integration and continuous delivery (CI/CD)</li>
<li>Version Control</li>
<li>Agile software development</li>
<li>Infrastructure as code</li>
<li>Configuration management</li>
<li>Continuous monitoring</li>
</ol>
<h2>Continuous integration and continuous delivery (CI/CD)</h2>
<p>Continuous integration is a software development practice in which developers merge code changes frequently into the main code branch. Continuous integration employs automated testing, which runs every time new code is committed so the code in the main branch is always stable.</p>
<p>Continuous delivery is the frequent, automated deployment of new application versions into a production environment. By automating the steps required for deployment, teams reduce issues that may occur upon deployment and enable more frequent updates.</p>
<p>When both practices are in place, the resulting process is CI/CD, which includes the full automation of all steps between code commit to production deployment. Implementing CI/CD allows teams to focus on building code and removes the overhead and potential human error in manual, mundane steps. CI/CD also makes the process of deploying new code quicker and less risky. Deployments then happen more frequently and in smaller increments, helping teams become more agile, more productive, and more confident in their running code.</p>
<h2>Version Control</h2>
<p>Version control is the practice of managing code in versions„rhtracking revisions and change history to make code easy to review and recover. This practice is usually implemented using version control systems such as Git which allow multiple developers to collaborate in authoring code. These systems provide a clear process to merge code changes that happen in the same files, handle conflicts, and roll back changes to earlier states.</p>
<p>The use of version control is a fundamental DevOps practice, helping development teams work together, divide coding tasks between team members, and store all code for easy recovery if needed.</p>
<p>Version control is also a necessary element in other practices such as continuous integration and infrastructure as code.</p>
<h2>Agile software development</h2>
<p>Agile is a software development approach that emphasizes team collaboration, customer and user feedback, and high adaptability to change through short release cycles. Teams that practice Agile provide continual changes and improvements to customers, collect their feedback, then learn and adjust based on customer wants and needs. Agile is substantially different from other more traditional frameworks such as waterfall, which includes long release cycles defined by sequential phases. Kanban and Scrum are two popular frameworks associated with Agile.</p>
<h2>Infrastructure as code</h2>
<p>Infrastructure as code defines system resources and topologies in a descriptive manner that allows teams to manage those resources as they would code. Those definitions can also be stored and versioned in version control systems, where they can be reviewed and reverted„rhagain like code.</p>
<p>Practicing infrastructure as code helps teams deploy system resources in a reliable, repeatable, and controlled way. Infrastructure as code also helps automate deployment and reduces the risk of human error, especially for complex large environments. This repeatable, reliable solution for environment deployment lets teams maintain development and testing environments that are identical to production. Duplicating environments to different data centers and cloud platforms likewise becomes simpler and more efficient.</p>
<h2>Configuration management</h2>
<p>Configuration management refers to managing the state of resources in a system including servers, virtual machines, and databases. Using configuration management tools, teams can roll out changes in a controlled, systematic way, reducing the risks of modifying system configuration. Teams use configuration management tools to track system state and help avoid configuration drift, which is how a system resource„rs configuration deviates over time from the desired state defined for it.</p>
<p>Practiced in conjunction with infrastructure as code, both system definition and configuration are easy to templatize and automate, helping teams operate complex environments at scale.</p>
<h2>Continuous monitoring</h2>
<p>Continuous monitoring means having full, real-time visibility into the performance and health of the entire application stack, from the underlying infrastructure running the application to higher-level software components. This visibility consists of the collection of telemetry and metadata as well as the setting of alerts for predefined conditions which warrant attention from an operator. Telemetry comprises event data and logs collected from various parts of the system, which are stored where they can be analyzed and queried.</p>
<p>High-performing DevOps teams ensure they set actionable, meaningful alerts and collect rich telemetry so they can draw insights from vast amounts of data. These insights help the team mitigate issues in real time and see how to improve the application in future development cycles.</p>
<h2>DevOps tools</h2>
<p>Teams have many DevOps tools to help them facilitate a DevOps culture in their organization. Most teams rely on several tools, building custom toolchains that fit their needs for each phase in the application lifecycle. While adopting a specific tool or technology is not the same as adopting DevOps, when the DevOps culture is present and the processes are defined, people can implement and streamline DevOps practices if they choose the proper tools. Get the tools to put DevOps into practice:</p>
<h2>DevOps and the cloud</h2>
<p>Cloud adoption has fundamentally transformed the way teams are building, deploying, and operating applications. Together with the adoption of DevOps, teams now have greater opportunity to improve their practices and better serve their customers better.</p>
<h3>Cloud agility</h3>
<p>With the ability to quickly provision and configure multi-region cloud environments with unlimited resources, teams gain agility in deploying their apps. Now, instead of having to buy, configure, and maintain physical servers, teams create complex cloud environments in minutes, then shut them down when they„rre no longer needed.</p>
<h3>Kubernetes</h3>
<p>As more and more applications use container technology, Kubernetes is becoming the industry solution for orchestrating containers at scale. Automating the processes of building and deploying containers via CI/CD pipelines and monitoring these containers in production are becoming essential practices in the age of Kubernetes.</p>
<h3>Serverless computing</h3>
<p>With most of the overhead of managing infrastructure moved to the cloud provider, teams can focus on their apps rather than the underlying infrastructure. Serverless computing offers the ability to run applications without configuring and maintaining servers. Some options reduce the complexity and risk of deployment and operations.</p>
<h2>Start your DevOps journey</h2>
<p style="clear: both"><img src="Link /></p>
<p style="clear: both"><img src="Link /></p>
<p style="clear: both"><img src="Link /></p>
<ul>
<li>What teams should take part in the adoption of DevOps?</li>
</ul>
<p>DevOps is practiced across different roles in an organization and requires several of them to collaborate closely. In most cases, DevOps roles include development, IT, operations, security, and support.</p>
<p>Adopting DevOps in a large organization can be extremely challenging. Changing the culture of a large organization as well as standardizing processes and tooling requires patience and persistence. In most large organizations, there are early adopters of DevOps practices. As these practices reach maturity and yield positive results, other teams usually follow„rhbeginning their DevOps journey.</p>
<p>Both DevOps and Agile are modern software development frameworks for producing a product, a launch, or a release. DevOps is a culture, fostering collaboration among all roles involved in the development and maintenance of software. Agile is a development methodology designed to maintain productivity and drive releases with the common reality of changing needs. DevOps and Agile are not mutually exclusive and are often practiced together.</p>
<h2>Devops powerpoint</h2>

<h3>Devops powerpoint</h3>
<p>[youtube]</p>
Devops powerpoint <a href="Link news</a> Devops powerpoint
<h4>Devops powerpoint</h4>
Learn the definition of DevOps and see how DevOps practices and roles improve automation and collaboration to create better products for customers.
<h5>Devops powerpoint</h5>
Devops powerpoint <a href="Link powerpoint</a> Devops powerpoint
SOURCE: <h6>Devops powerpoint</h6> <a href="Link powerpoint</a> Devops powerpoint
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<h1>Devops approach</h1>
<p>[youtube]</p>
Devops approach <a href="Link Devops approach
<h1>Adopting the IBM DevOps approach for continuous software delivery</h1>
<h2>Adoption paths and the DevOps maturity model</h2>
<p>By Paul Bahrs <br />Updated October 12, 2013 | Published October 11, 2013</p>
<h2>Introduction</h2>
<p>IBM DevOps introduces an enterprise capability for continuous software delivery, enabling organizations to seize market opportunities and reduce time to customer feedback. This capability unites the people, practices, technologies, and information that support your software delivery process.</p>
<p>The IBM white paper DevOps: The IBM approach explains why continuous software delivery is an essential enterprise capability.</p>
<p>This article outlines four paths to adopting or improving continuous software delivery in your organization. These adoption paths focus on: Planning and measuring, Developing and testing, Releasing and deploying, and Monitoring and optimizing. In addition to the adoption paths, this article also presents a practice-based framework, called the IBM DevOps maturity model, which can help you assess your current practices, define your roadmap, and measure your improvement along a continuum as you adopt the IBM DevOps approach.</p>
<h2>Adoption framework</h2>
<p>The IBM DevOps maturity model is your communication tool to inform your enterprise of your strategy for improvements. This model transcends organizations, practice areas, and technologies. Our practice-based model reflects the broader context of an enterprise adoption framework. It defines best practices for executing a strategy for adopting new solutions iteratively and enables your organization to assess, plan, define, and deploy improvements that achieve measurable outcomes to your enterprise. The adoption framework prescribes the steps to prepare, pilot, and release improvements into your enterprise.</p>
<p>One of the first steps in the adoption framework, shown in Figure 1 and Table 1, is to assess your current maturity level and decide on the scope, architecture, and roadmap for adoption or improving your enterprise DevOps capability.</p>
<h5>Figure 1. Adoption framework</h5>
<p style="clear: both"><img src="Link /></p>
<h5>Table 1. Activities in the adoption framework</h5>
<table border="0" cellpadding="0" cellspacing="0" data-widget="datatable"> <thead xmlns:dw="Link xmlns:xsi="Link <tr> <th scope="col">Activity</th> <th scope="col">Description</th> </tr> </th> <tbody xmlns:dw="Link xmlns:xsi="Link <tr> <td>Assess and decide</td> <td>Assess your current maturity and decide on the scope, architecture, and roadmap for adopting or improving your enterprise DevOps capability.</td> </tr> <tr> <td>Establish a core team</td> <td>Establish a leadership and mentoring group to drive the improvements/adoption and support a broader, virtual team of subject matter experts.</td> </tr> <tr> <td>Define a working model</td> <td>Define a usage model that addresses processes and activities for each role, as well as tool configurations and supporting architecture for the capabilities planned in the pilot. This will then be used for user acceptance test of the solution and by the pilot teams during the pilot.</td> </tr> <tr> <td>Prepare for a pilot</td> <td>Define pilot outcomes/objectives and measurements for validating the objectives. Using the usage model, produce assets to support introducing the solution to pilot teams. Assets may include training, job aids, plugins, reports, and queries.</td> </tr> <tr> <td>Pilot the project(s)</td> <td>Use defined improvements with real data in a production project or initiative. Measure objectives, validate the usage model, and then improve the solution for the next pilot/release.</td> </tr> <tr> <td>Execute the adoption strategy</td> <td>Following the pilot, deploy the capability or capabilities piloted across organizations, technologies, and applications according to the roadmap.</td> </tr> <tr> <td>Release</td> <td>The release is a well-defined improvement that produces measurable outcomes for users, teams, projects, programs, departments, and the enterprise.</td> </tr> </tbody> </table>
<h3>Adoption paths</h3>
<p>This table, derived from the white paper DevOps: The IBM approach, defines the DevOps capabilities used to explain what people, practices, and technology should be considered when defining current maturity as well as defining the improvement roadmap.</p>
<h5>Table 2. Adoption paths</h5>
<table border="0" cellpadding="0" cellspacing="0" data-widget="datatable"> <thead xmlns:dw="Link xmlns:xsi="Link <tr> <th scope="col">Adoption path</th> <th scope="col">Description</th> </tr> </th> <tbody xmlns:dw="Link xmlns:xsi="Link <tr> <td>Plan and measure</td> <td>Consists of a business planning practice.</table>
<p><strong>Business planning and measuring</strong> employs lean principles to start small by identifying the outcomes and resources needed to test the business vision/value, adapt and adjust continually, measure actual progress, learn what customers really want, and shift direction with agility, and update the plan.</p>
<p></tr> <tr> <td>Develop and test</td> <td>Consists of collaborative development and test practices.</p>
<p><strong>Collaborative development</strong> enables collaboration between business, development, and QA organizations„rhincluding contractors and vendors in outsourced projects spread across time zones„rhto deliver innovative, quality software continuously. This includes support for polyglot programming and support of multiplatform development, elaboration of ideas, and creation of user stories complete with cross-team lifecycle management. <strong>Collaborative development</strong> includes the practice of continuous integration, which promotes frequent team integrations and automatic builds. By integrating the system more frequently, integration issues are identified earlier when they are easier to fix, and the overall integration effort is reduced via continuous feedback as the project shows constant and demonstrable progress.</p>
<p><strong>Continuous testing</strong> reduces the costs of testing while helping development teams balance quality and speed. It eliminates testing bottlenecks through virtualized dependent services, and it simplifies the creation of virtualized test environments that can be easily deployed, shared, and updated as systems change. These capabilities reduce the cost of provisioning and maintaining test environments and shorten test cycle times by allowing integration testing earlier in lifecycle.</p>
<p></tr> <tr> <td>Release and deploy</td> <td>Consists of a release and deployment practice.</p>
<p><strong>Release and deployment</strong> provide a continuous delivery pipeline that automates deployment to test and production environments. It reduces the amount of manual labor, resource wait-time, and rework by means of push-button deployments that allow higher frequency of releases, reduced errors, and end-to-end transparency for compliance.</p>
<p></tr> <tr> <td>Monitor and optimize</td> <td>Consists of monitoring, customer feedback, and optimization practices.</p>
<p><strong>Monitoring</strong> offers easily accessible and consumable reporting that helps developers and testers understand the performance and availability of their application, in production as well as before it„rs deployed to production. The early feedback provided by continuous monitoring is vital for lowering the cost of errors and change, and for steering projects toward successful completion.</p>
<p><strong>Continuous customer feedback</strong> provides the visual evidence and full context for analyzing customer behavior and pinpointing customer pain points. Feedback can be applied during both pre- and post-production phases to maximize the value of every customer visit and ensure that more transactions are completed successfully. This allows immediate visibility into the sources of customer struggles that affect their behavior and impact business.</p>
<h2>DevOps maturity</h2>
<p>IBM„rs experience in helping organizations successfully adopt the IBM DevOps approach supports a business-driven strategy for adopting or improving DevOps capabilities and outcomes. Creating a business-driven strategy includes prioritizing a set of measurable business goals, benchmarked against your current practices, and developing an incremental adoption roadmap that maintains alignment to your goals. The roadmap should provide a guide to capability improvements and identify incremental steps to achieving your business goals. The best first step in defining a roadmap is to start with assessing your current maturity levels and defining objectives to support your goals.</p>
<p>Using IBM„rs practice-based maturity model and developing a prioritized heatmap, described in the following sections, can provide a framework to define and achieve your outcomes, as well as a plan and a way to measure your improvement.</p>
<h3>Prioritized capability improvements</h3>
<p>IBM recommends defining priorities for improvement across your organization by assessing each high-level capability associated with each adoption path. Underlying dependencies across organizations or roles may also be identified to show where collaboration is breaking down or weak. The assessment can be tailored for specific initiatives already in progress in your organization to narrow the focus to specific areas of concern. Prioritizing improvements through a high-level capability model, as shown in Figure 2, helps you define the scope and key capabilities needed to adopt DevOps in a common way to all stakeholders.</p>
<h5>Figure 2. Sample capability improvement heatmap</h5>
<p style="clear: both"><img src="Link /></p>
<h3>Practice-based maturity model</h3>
<p>The IBM DevOps practice-based maturity model defines four levels of maturity correlating to how your organization currently performs practices aligned to each adoption path. The maturity level increases as you move from <strong><em>practiced</em></strong> to <strong><em>scaled</em></strong>. The model includes maturity of practices for each of the adoption paths.</p>
<h3>Maturity levels</h3>
<p>The IBM DevOps maturity model defines four levels of maturity that describe how well an organization can perform practices aligned to each adoption path. The levels consider: consistency, standardization, usage models, defined practices, mentor team or Center of Excellence (COE), automation, continuous improvement, and organizational or technical change management.</p>
<h5>Table 3. Maturity levels</h5>
<table border="0" cellpadding="0" cellspacing="0" data-widget="datatable"> <thead xmlns:dw="Link xmlns:xsi="Link <tr> <th scope="col">Maturity level</th> <th scope="col">Description</th> </tr> </th> <tbody xmlns:dw="Link xmlns:xsi="Link <tr> <td>Practiced</td> <td>Some teams may exercise activities associated with the practice, but are inconsistent. No enterprise standards defined. Automation may be in place but without consistent usage models.</td> </tr> <tr> <td>Consistent</td> <td>Enterprise standards for practice are defined. Some teams exercise activities associated with the practice and follow the standards. No core team or COE to assist with practice adoption. Automation, if used, follows enterprise standards.</td> </tr> <tr> <td>Reliable</td> <td>Mechanisms exist to assist adoption and ensure that standards are being followed. A core team of mentors is available to assist in best practices, education, and adopting improvements.</td> </tr> <tr> <td>Scaled</td> <td>Adoption of the practice is institutionalized across the enterprise. COE is a mature and integral part of continuous improvement and enablement. Practices are mainstreamed across the enterprise. A feedback process is in place to improve the standards.</td> </tr> </tbody> </table>
<h3>The maturity model</h3>
<p>Figure 3 shows the IBM DevOps maturity model. The vertical columns align to adoption paths, and the horizontal rows indicate maturity levels that increase as you move from bottom to top, where <strong><em>practiced is the lowest measurable level</em></strong> and <strong><em>scaled is the highest</em></strong>. Each column represents the set of practices and maturity levels for a specific adoption path. This model provides a way to assess and view maturity across the DevOps continuum and is intended to be consistent with the objectives and outcomes of other specialized models such as Agile, SOA, and CMMI.</p>
<h5>Figure 3. DevOps maturity model</h5>
<p style="clear: both"><img src="Link /></p>
<h3>Maturity progression</h3>
<p>The following sections explain maturity level progression for each adoption path. They describe how an organization would mature along an adoption path by adopting new practices and supporting technologies. It is important to understand that to achieve a level maturity in an adoption path, an organization may have to also mature in other, dependent practices. For example, to effectively implement a real continuous testing capability, an organization would need a capability for continuous integration and build of applications, as well as a capability to continuously deploy the builds into the test environment.</p>
<h4>Plan and measure</h4>
<p>At the practiced level, organizations capture business cases or goals in documents for each project to define scope within the strategy, but resourcing for projects is managed at the department level. Once projects are executed, changes and scope are managed within the context of the project or program to achieve goals within budget and on schedule. As organizations mature, business needs are documented within the context of the enterprise and measured to meet customer value metrics. Those needs are then prioritized, aligned to releases, and linked to program or project requirements. Project changes and scope are managed at the portfolio level.</p>
<h4>Develop and test</h4>
<p>At the practiced level, project and program teams produce multiple software development lifecycle products in the form of documents and spreadsheets to explain their requirements, design, and test plans. Code changes and application-level builds are performed on a formal, periodic schedule to ensure sufficient resources are available to overcome challenges. Testing, except for unit level, is performed following a formal delivery of the application build to the QA team after most, if not all, construction is completed. As organizations mature, agility in software development emerges to improve business alignment, driving the need for accelerated and continuous feedback. Software delivery, integration, and build are performed routinely and then on a continuous basis for individual developers, teams, applications, and products. The move to early feedback and continuous delivery encourages test maturity by leveraging automated testing and virtualization. A centralized testing capability provides services across projects to continuously run regression and other automated testing, provided that the infrastructure and application deployment can also support these tests. Linked lifecycle information begins to support improved collaboration in the context of cross-functional information. This eventually provides the basis for development intelligence used to assess the impact of continuous process and technology improvements.</p>
<h4>Release and deploy</h4>
<p>At the practiced level, releases are planned annually for new features and maintenance teams. Critical repairs and off-cycle releases emerge as needed. All releases are managed in a spreadsheet updated through face-to-face meetings. Impact analysis of change is performed manually as events occur. Application deployments and middleware configurations are performed consistently across departments using manual or manually staged and initiated scripts. Infrastructure and middleware are provisioned similarly. As the organization matures, releases are managed centrally in a collaborative environment that leverages automation to maintain the status of individual applications. Deployments and middleware configurations are automated and then mature to a self-service model that provides individual developers, teams, testers, and deployment managers with a capability to continuously build, provision, deploy, test, and promote. Infrastructure and middleware provisioning evolves to an automated then self-service capability similar to application deployment. Operations engineers cease manually changing environments; instead they focus on optimizing the automation.</p>
<h4>Monitor and optimize</h4>
<p>At the practiced level, deployed resources are monitored, and events or issues are addressed as they occur, without context of the affected business application. Development and Operations organizations coordinate informally and usually are driven by specific events or issues. Feedback of user experience with business applications is limited and only achieved through formalized defect programs. As organizations mature, monitoring is performed within the context of business applications, and optimization begins in QA environments to improve stability, availability, and overall performance. Customer experience is monitored to optimize experiences within business applications. Optimization to customer key performance indicators that reflect business value attainment is part of the continuous improvement program.</p>
<h2>DevOps assessment and planning</h2>
<p>How to begin your DevOps journey? The most difficult part is deciding on the right first step and then maintaining support throughout the adoption process. We have found that a great first step is to outline your organization„rs DevOps investment strategy through initiatives that achieve maturity improvements. These initiatives form the basis of incremental improvement starting with your current practice maturity level. Hold a cross-functional discussion to define the initiative goals, roadmap prioritized improvements, and identify quick wins that your organization can achieve. Then, use the quick wins that can be achieved in the first 90 days to build momentum and maintain grassroots energy and support from management.</p>
<p>Note: For more information on the DevOps assessment and planning workshop, or additional information on the maturity model, please contact your IBM Sales Manager.</p>
<p>One way to define your initiatives, or identify and execute on those quick wins, is to take advantage of IBM„rs DevOps assessment and planning workshop. It„rs designed to accelerate your efforts to get started with DevOps improvements and adoption. Using our practice-based approach, we leverage the DevOps maturity model to benchmark your current maturity and suggest incremental improvements. During the workshop, our expert consultants facilitate a collaborative discussion with your team to prioritize a set of DevOps improvement initiatives, define outcomes, and lay out an overall strategy. We can then assist you in defining a series of prioritized practice improvements that form the basis for an executable roadmap and architecture to support each initiative. We review your current capabilities and explore improvements for each practice area (such as requirements, build, deploy, management, etc.) to formulate a prioritized, prescriptive roadmap for iterative DevOps improvements. The workshop focuses on specific areas of the overall software delivery continuum to deliver an executable strategy for implementing a set of incremental initiatives to improve your DevOps capability. The workshop accelerates your first steps in your DevOps journey and delivers a defined set of initiatives, a strategy, and a detailed improvement roadmap and architecture.</p>
<h2>Devops approach</h2>

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Explore four paths to adopting or improving DevOps continuous software delivery in your organization.
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