Operations Anti-Patterns, DevOps Solutions

Operations Anti-Patterns, DevOps Solutions
contents
preface
acknowledgments
about this book
	Who should read this book
	How this book is organized: A roadmap
	About the code
	liveBook discussion forum
about the author
about the cover illustration
Chapter 1: The DevOps ingredients
	1.1 What is DevOps?
		1.1.1 A little DevOps history
		1.1.2 What DevOps is not
	1.2 CAMS, the pillars of DevOps
	1.3 Another DevOps book?
	Summary
Chapter 2: The paternalist syndrome
	2.1 Creating barriers instead of safeguards
	2.2 Introducing the gatekeepers
	2.3 Examining the gatekeepers
	2.4 Curing paternalism through automation
	2.5 Capturing the purpose of the approval
	2.6 Structuring code for automation
		2.6.1 Approval process
		2.6.2 Automating approvals
		2.6.3 Logging process
		2.6.4 Notification process
		2.6.5 Error handling
	2.7 Ensuring continuous improvement
	Summary
Chapter 3: Operational blindness
	3.1 War stories
	3.2 Changing the scope of development and operations
	3.3 Understanding the product
	3.4 Creating operational visibility
		3.4.1 Creating custom metrics
		3.4.2 Deciding what to measure
		3.4.3 Defining healthy metrics
		3.4.4 Failure mode and effects analysis
	3.5 Making logging useful
		3.5.1 Log aggregation
		3.5.2 What should I be logging?
		3.5.3 The hurdles of log aggregation
	Summary
Chapter 4: Data instead of information
	4.1 Start with the user, not the data
	4.2 Widgets, the dashboard building blocks
		4.2.1 The line graph
		4.2.2 The bar graph
		4.2.3 The gauge
	4.3 Giving context to your widgets
		4.3.1 Giving context through color
		4.3.2 Giving context through threshold lines
		4.3.3 Giving context through time comparisons
	4.4 Organizing your dashboard
		4.4.1 Working with dashboard rows
		4.4.2 Leading the reader
	4.5 Naming your dashboards
	Summary
Chapter 5: Quality as a condiment
	5.1 The testing pyramid
	5.2 Testing structure
		5.2.1 Unit tests
		5.2.2 Integration tests
		5.2.3 End-to-end tests
	5.3 Confidence in your test suite
		5.3.1 Restoring confidence in your test suite
		5.3.2 Avoiding vanity metrics
	5.4 Continuous deployment vs. continuous delivery
	5.5 Feature flags
	5.6 Executing pipelines
	5.7 Managing the testing infrastructure
	5.8 DevSecOps
	Summary
Chapter 6: Alert fatigue
	6.1 War story
	6.2 The purpose of on-call rotation
	6.3 Defining on-call rotations
		6.3.1 Time to acknowledge
		6.3.2 Time to begin
		6.3.3 Time to resolve
	6.4 Defining alert criteria
		6.4.1 Thresholds
		6.4.2 Noisy alerts
	6.5 Staffing on-call rotations
	6.6 Compensating for being on call
		6.6.1 Monetary compensation
		6.6.2 Time off
		6.6.3 Increased work-from-home flexibility
	6.7 Tracking on-call happiness
		6.7.1 Who is being alerted?
		6.7.2 What level of urgency is the alert?
		6.7.3 How is the alert being delivered?
		6.7.4 When is the team member being alerted?
	6.8 Providing other on-call tasks
		6.8.1 On-call support projects
		6.8.2 Performance reporting
	Summary
Chapter 7: The empty toolbox
	7.1 Why internal tools and automation matter
		7.1.1 Improvements made by automation
		7.1.2 Business impact to automation
	7.2 Why organizations don’t automate more
		7.2.1 Setting automation as a cultural priority
		7.2.2 Staffing for automation and tooling
	7.3 Fixing your cultural automation problems
		7.3.1 No manual tasks allowed
		7.3.2 Supporting “no” as an answer
		7.3.3 The cost of manual work
	7.4 Prioritizing automation
	7.5 Defining your automation goals
		7.5.1 Automation as a requirement in all your tools
		7.5.2 Prioritizing automation in your work
		7.5.3 Reflecting automation as a priority with your staff
		7.5.4 Providing time for training and learning
	7.6 Filling the skill-set gap
		7.6.1 But if I build it, I own it
		7.6.2 Building the new skill set
	7.7 Approaching automation
		7.7.1 Safety in tasks
		7.7.2 Designing for safety
		7.7.3 Complexity in tasks
		7.7.4 How to rank tasks
		7.7.5 Automating simple tasks
		7.7.6 Automating complicated tasks
		7.7.7 Automating complex tasks
	Summary
Chapter 8: Off-hour deployments
	8.1 War story
	8.2 The layers of a deployment
	8.3 Making deployments routine affairs
		8.3.1 Accurate preproduction environments
		8.3.2 Staging will never be exactly like production
	8.4 Frequency reduces fear
	8.5 Reducing fear by reducing risk
	8.6 Handling failure in the layers of the deployment process
		8.6.1 Feature flags
		8.6.2 When to toggle off your feature flag
		8.6.3 Fleet rollbacks
		8.6.4 Deployment artifact rollbacks
		8.6.5 Database-level rollbacks
	8.7 Creating deployment artifacts
		8.7.1 Leveraging package management
		8.7.2 Configuration files in packages
	8.8 Automating your deployment pipeline
		8.8.1 Safely installing the new application
	Summary
Chapter 9: Wasting a perfectly good incident
	9.1 The components of a good postmortem
		9.1.1 Creating mental models
		9.1.2 Following the 24-hour rule
		9.1.3 Setting the rules of the postmortem
	9.2 The incident
	9.3 Running the postmortem
		9.3.1 Choosing whom to invite to the postmortem
		9.3.2 Running through the timeline
		9.3.3 Defining action items and following up
		9.3.4 Documenting your postmortem
		9.3.5 Sharing the postmortem
	Summary
Chapter 10: Information hoarding: Only Brent knows
	10.1 Understanding how information hoarding happens
	10.2 Recognizing unintentional hoarders
		10.2.1 Documentation isn’t valued
		10.2.2 Abstraction vs. obfuscation
		10.2.3 Access restrictions
		10.2.4 Evaluating gatekeeper behavior
	10.3 Structuring your communication effectively
		10.3.1 Defining your topic
		10.3.2 Defining your audience
		10.3.3 Outlining your key points
		10.3.4 Presenting a call to action
	10.4 Making your knowledge discoverable
		10.4.1 Structuring your knowledge stores
		10.4.2 Creating learning rituals
	10.5 Using chat tools effectively
		10.5.1 Establishing company etiquette
		10.5.2 Moving beyond just chat
	Summary
Chapter 11: Culture by decree
	11.1 What is culture?
		11.1.1 Cultural values
		11.1.2 Cultural rituals
		11.1.3 Underlying assumptions
	11.2 How does culture influence behavior?
	11.3 How do you change a culture?
		11.3.1 Sharing a culture
		11.3.2 An individual can change a culture
		11.3.3 Examining your company’s values
		11.3.4 Creating rituals
		11.3.5 Using rituals and language to change cultural norms
	11.4 Talent that matches your culture
		11.4.1 Old roles, new mindset
		11.4.2 The obsession with senior engineers
		11.4.3 Interviewing candidates
		11.4.4 Evaluating candidates
		11.4.5 How many candidates to interview?
	Summary
Chapter 12: Too many yardsticks
	12.1 Tiers of goals
		12.1.1 Organizational goals
		12.1.2 Departmental goals
		12.1.3 Team goals
		12.1.4 Getting the goals
	12.2 Consciousness around what you work on
		12.2.1 Priority, urgency, and importance
		12.2.2 The Eisenhower decision matrix
		12.2.3 How to say no to a commitment
	12.3 Structuring your team’s work
		12.3.1 Time-slice your work
		12.3.2 Populating the iteration
	12.4 Unplanned work
		12.4.1 Controlling unplanned work
		12.4.2 Dealing with unplanned work
	Summary
	Wrapping it all up
index
	Numerics
	A
	B
	C
	D
	E
	F
	G
	H
	I
	J
	K
	L
	M
	N
	O
	P
	Q
	R
	S
	T
	U
	V
	W
	Y