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DevOps Handbook: What is DevOps, Why You Need it and How to Transform Your Business with DevOps Practices

DevOps Handbook: What is DevOps, Why You Need it and How to Transform Your Business with DevOps Practices

Автор Frank Millstein

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DevOps Handbook: What is DevOps, Why You Need it and How to Transform Your Business with DevOps Practices

Автор Frank Millstein

оценки:
3.5/5 (2 оценки)
Длина:
93 страницы
1 час
Издатель:
Издано:
17 окт. 2019 г.
ISBN:
9781393122050
Формат:
Книга

Описание

DevOps both as a culture and as a movement comes packed with different practices and methodologies which can bring operations and development teams together in to achieve high-quality software whenever needed making rapid deployments possible. Moreover, with DevOps practices, companies and organizations can create to further improve their products at a much faster pace than when using traditional approaches. Considering these massive benefits, it is no wonder why DevOps is gaining more and more popularity at a very rapid rate. Effective software management and development has never been as important as today especially when it comes to business competitiveness. Therefore, follow the footsteps of those high-performing companies, increase your business profitability, enjoy faster innovation and shorter development cycles, significantly reduced software deployment failures and exceed your business objectives and goals with DevOps.

Here Is a Preview of What You'll Learn Here…

  • Major software development mistakes to avoid and challenges
  • What is software development life cycle and how it works
  • What is DevOps, DevOps definitions and history of DevOps
  • Agile software development, Agile practices and benefits
  • DevOps practices, methodologies, tools and values
  • How DevOps works and how it is implemented within companies and organizations
  • The importance of automation, continuous integration, continuous delivery and continuous testing
  • And much, much more...

Get this book NOW, increase your business profitability and exceed your business goals and objectives with DevOps practices!

Издатель:
Издано:
17 окт. 2019 г.
ISBN:
9781393122050
Формат:
Книга

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DevOps Handbook - Frank Millstein

What Is DevOps, Why You Need It And How To Transform Your Business With DevOps Practices

By Frank Millstein

WHAT IS IN THE BOOK?

INTRODUCTION

ISSUES AND MISTAKES PLAGUING SOFTWARE DEVELOPMENT

PROBLEMS WITH THE SOFTWARE DEVELOPMENT PROCESS

FACTORS INHIBITING DEVOPS ADOPTION

CHAPTER 1: SOFTWARE DEVELOPMENT LIFE CYCLE

WHAT IS SOFTWARE DEVELOPMENT LIFE CYCLE?

HOW SOFTWARE DEVELOPMENT LIFE CYCLE WORKS?

SOFTWARE DEVELOPMENT LIFE CYCLE STAGES

SOFTWARE DEVELOPMENT LIFE CYCLE MODELS

CHAPTER 2: WHAT IS DEVOPS?

DEVOPS DEFINITION

THE ORIGINS OF DEVOPS

DEVOPS HISTORY

AGILE SOFTWARE DEVELOPMENT

ISSUES LEADING TO THE DEVOPS CREATION

CHAPTER 3: WITHOUT DEVOPS AND WITH DEVOPS

DEVOPS METHODOLOGIES

DEVOPS CHALLENGES AND GOALS

DEVOPS VALUES

DEVOPS TOOLS

CHAPTER 4: HOW DOES DEVOPS ACTUALLY WORK?

TEAM COLLABORATION

AUTOMATION

CONTINUOUS INTEGRATION

CONTINUOUS TESTING

CONTINUOUS DELIVERY

CONTINUOUS MONITORING

CHAPTER 5: HOW DEVOPS IS IMPLEMENTED?

WHAT SOFTWARE DEVELOPERS NEED?

REMOVING BARRIERS FOR GREATER EFFICIENCY

TOOLS TO USE

PERFORMANCE METRICS

CONTAINERIZATION TOOLS

TESTING AND BUILDING SYSTEMS TOOLS

CONFIGURATION MANAGEMENT TOOLS

CONTINUOUS DEPLOYMENT TOOLS

MONITORING, TRENDING AND ALERTING TOOLS

SUPERVISION AND SECURITY TOOLS

LAST WORDS

Copyright © 2018 by Frank Millstein- All rights reserved.

This document is geared towards providing exact and reliable information in regards to the topic and issue covered. The publication is sold with the idea that the publisher is not required to render accounting, officially permitted, or otherwise, qualified services. If advice is necessary, legal or professional, a practiced individual in the profession should be ordered.

From a Declaration of Principles which was accepted and approved equally by a Committee of the American Bar Association and a Committee of Publishers and Associations.

In no way is it legal to reproduce, duplicate, or transmit any part of this document by either electronic means or in printed format. Recording of this publication is strictly prohibited, and any storage of this document is not allowed unless with written permission from the publisher. All rights reserved.

The information provided herein is stated to be truthful and consistent, in that any liability, in terms of inattention or otherwise, by any usage or abuse of any policies, processes, or directions contained within is the solitary and utter responsibility of the recipient reader. Under no circumstances will any legal responsibility or blame be held against the publisher for any reparation, damages, or monetary loss due to the information herein, either directly or indirectly.

Respective authors own all copyrights not held by the publisher.

The information herein is offered for informational purposes solely and is universal as so. The presentation of the information is without contract or any type of guarantee assurance.

The trademarks that are used are without any consent, and the publication of the trademark is without permission or backing by the trademark owner. All trademarks and brands within this book are for clarifying purposes only and are owned by the owners themselves, not affiliated with this document.

INTRODUCTION

By combining project management pitfalls with software development obstacles and other challenges, entrepreneurs create a recipe for large problems for their companies. However, these issues are assuredly preventable.

When it comes to software development and project management, there is no exact science. Nevertheless, when software development issues emerge, it can be disastrous.

There are a wide range of different mistakes made by project management while working on software development.

Some of the major mistakes are not purely related to software development projects, but they can be highly damaging to those projects.

ISSUES AND MISTAKES PLAGUING SOFTWARE DEVELOPMENT

One of the primary mistakes management will make in these situations is that when new software is being created and a problem arises, they will add additional people to working on the job, i.e., fixing the problem.  

By those so, there is a certain amount of friction that is added and created by each person. It adds more to the overall project. The new personnel coming must have time to acclimate themselves to the project, i.e., get up to speed, so they can coordinate their work with the personnel who have been working on the project the longest. In turn, the personnel who have been involved with the project say from the beginning don’t necessarily want to have to stop and teach the newcomers all about the project unless they are instructed to do so. It tends to feel like a setback to them in building new code or dedicating more time to finding a fix to the problem themselves. Hence, the friction is generated.

Moreover, adding more people to your software development team can also significantly slow down your work rather than speeding it up which is the main reason for adding more people to the team. This slowing down of the work is especially true during those initial months of working on the project.

Adding more people onto the board also causes issues as there are some software development tasks which cannot be split up and be done on time by all people working on the team at once. These common tasks, in fact, must be done step by step, taking one task, solving it and moving onto the following task.

With this problem of software development projects and teams, you see that adding more people who are working on the different tasks requires a lot of coordination for it to work out smoothly and operate at a good pace.

By adding more people, more time is needed for them to get to know the project, to coordinate with other people, so instead of speeding up the overall project, you slow it down significantly which once again leads to other software development issues.

Besides this issue when project managers add more and more people to work on the board, other issues emerge when project managers use the wrong metrics.

Project managers need different metrics for several reasons. One of the main reasons for using the metrics is to measure the overall success of the project, to review performance feedback of the projects, to perform accurate analysis of the projects and many other.

Using wrong metrics in addition to the previously mentioned issue is one of the most common problems project managers find themselves

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