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Embracing DevOps Release Management

You're reading from   Embracing DevOps Release Management Strategies and tools to accelerate continuous delivery and ensure quality software deployment

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Product type Paperback
Published in Apr 2024
Publisher Packt
ISBN-13 9781835461853
Length 350 pages
Edition 1st Edition
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Author (1):
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Joel Kruger Joel Kruger
Author Profile Icon Joel Kruger
Joel Kruger
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Toc

Table of Contents (18) Chapters Close

Preface 1. Part 1: Understanding the Software Development Life Cycle and Its Design
2. Chapter 1: Understanding the Software Development Life Cycle FREE CHAPTER 3. Chapter 2: A Brief Introduction to Release Management 4. Chapter 3: What Are the Various SDLC Release Management Models? 5. Part 2: The Advantages of DevOps Release Management
6. Chapter 4: What Problems Does DevOps Release Management Try to Solve? 7. Chapter 5: Understanding What Makes DevOps Release Management Unique 8. Chapter 6: Understanding the Basics of CI/CD 9. Chapter 7: A Practical Pipeline for Technical Release Managers 10. Chapter 8: How CI/CD Pipelines Enforce Good DevOps Release Management 11. Part 3: Develop a Culture of DevOps in Your Organization’s Release Management Strategy
12. Chapter 9: Embracing DevOps Culture in Your Release Management Strategy 13. Chapter 10: What Does Receiving Support from Leadership and Stakeholders Look Like? 14. Chapter 11: Overcoming Common Pitfalls in DevOps Release Management 15. Index 16. Other Books You May Enjoy Appendix

The ITIL model

The British Government’s Central Computing and Telecommunications Agency (CCTA) created the Information Technology Infrastructure Library (ITIL) model: a set of best practices for IT activities, such as IT service management (ITSM) and IT asset management (ITAM), having its origins in the early 1980s. These practices are centered on the concept of aligning IT services with the requirements of a company’s operations. In the year 2000, the CCTA merged into Great Britain’s Office for Government Commerce (OGC).

In their infancy, enterprise IT departments were regarded as cost centers by senior leadership, rather than the value multipliers that they are. At that time, many firms had no established protocols for obtaining services or reporting IT incidents, and IT and business communication was poor. As a result, many firms’ leadership believed IT did not create value or meet company-wide objectives. As enterprise IT departments began proliferating...

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