Next Gen DevOps

The indispensible guide to building, launching, and managing online services in the 21st century. Next Gen DevOps: Creating the DevOps organisation is a management guide for IT professionals and executives, in business large and small, that describes how the organisational paradigms of the last 60 years are unsuited to the modern business of combining SaaS, Clouds and DevOps solutions to create robust and successful online services.

• Surely we can do better than this?
• In this chapter…
• Conflicting IT: the hand-off culture
• IT and process: awkward bed-fellows
• The development team: destined to fail?
• The next disconnect
• Testing: 'a necessary evil'
• When communication breaks down: the blame culture
• Understanding operations
• The 'them and us' mentality
• Operations on the defensive
• Least investment, biggest cost
• Configuration management: a complex solution
• Operations as a product team!
1. Configuration management
2. Continuous integration
3. Monitoring and real-time dashboards
4. System integration
5. Data management
6. Ticketing and documentation
• Conclusion
• The History of Operations
• In this chapter…
• Human computers
• Electromechanical and electrical computers
• The birth of the OS
• Enter the Operating System
• Interactivity
• Enter Unix
• Distributed computing
• Growth of the PC
• The fragmentation of operations
• The Internet
• Operations in the '90s
• Managing Networks
• The emergence of Linux
• Online business
• XML and the CMs
• Three-tier architecture
• Data centre hosting
• The impact of open source
• The Cloud
• The end of an era
• Conclusion
• The psychologies of engineers
• In this chapter…
• Psychology of Operations Engineers
• The clash: operations' need for information
• Polar opposites: the developer's career path
• Strong leadership: a simple tactic
• Development: managing distractions
• Infrastructure costs and efficiency
• Alerting, monitoring and troubleshooting
• In reality: uniting development and operations
• Managing operations: compromise and transparency
• Developers in operations
• The problem with the CTO's view
• Conclusion
• Management theories and how they relate to modern IT organisations
• In this chapter…
• Line management: a near-impossible task
• Two-factor theory
• Maslow's hierarchy of needs
• Theory X Theory Y
• Spheres of control and influence
• S.M.A.R.T.
• Group Communication
• Limiting the dissatisfaction
• Peer recognition
• The open source opportunity
• Recognising IT's contribution
• Conclusion
• The role of bribery in IT (or why people need to negotiate with each other to do what they're all paid to do anyway!)
• In this chapter…
• Conflicts within the IT organisation
• Overcoming conflicts
• Lessons learned from a Start-up
• Overcoming silos
• Lessons learned from the billion dollar business
• Conway's Law
• The product teams
• Revenue generation
• Supporting Development Environments
• Diversifying Product Teams
• Increased Productivity
• The delicate art of cat herding
• Conclusion
• Strategy, tactics and planning, planning, tactics and strategy
• In this chapter…
• Definition of terms
• The benefits of a good IT strategy
• Strategy must be targeted
• The role of tactics
• The place for planning
• Sensors, logic gates and actuators
• A place for everything…
• DevOps: the double edged sword
• Budget levers
• Conclusion
• The DevOps Virtuous Circle
• In this chapter…
• The most common mistake
• BDD to the rescue
• Product Lifecycle not just SDLC
• Exploratory testing AND automated testing
• Design for testing
• The role of Configuration Management in the Development process
• Clouds for everyone!
• Dashboards
• Monitoring: where we've all been going wrong
• The Next Gen DevOps Virtuous Circle
• Conclusion
• The Product Focused IT Organisation
• In this chapter…
• The traditional IT organisation
• Functional vs Divisional and the product-focussed IT organisation
• They're all products!
• IT strategy and the Org structure
• Specialists and small teams
• Transitioning to a product-focused organisation
• Conclusion
• What does a 21st Century IT organisation look like?
• In this chapter…
• Introduction to the product team
• Management
• Leadership
• How do the team feel?
• How do Ops, Dev and Testing interact?
• What do the environments look like?
• The guiding principles of the product-focussed IT organisation
• Products first
• Tests
• Skills
• Conclusion

An OK explanation of DevOps, its history and why it is necessary.

Worth reading, but wont convert anyone to DevOps.