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DevOps Culture and Practice with OpenShift

You're reading from   DevOps Culture and Practice with OpenShift Deliver continuous business value through people, processes, and technology

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Product type Paperback
Published in Aug 2021
Publisher Packt
ISBN-13 9781800202368
Length 812 pages
Edition 1st Edition
Concepts
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Authors (5):
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Noel O’Connor Noel O’Connor
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Noel O’Connor
Mike Hepburn Mike Hepburn
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Mike Hepburn
Ilaria Doria Ilaria Doria
Author Profile Icon Ilaria Doria
Ilaria Doria
Donal Spring Donal Spring
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Donal Spring
Tim Beattie Tim Beattie
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Tim Beattie
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Toc

Table of Contents (30) Chapters Close

Preface Acknowledgements Section 1: Practices Make Perfect FREE CHAPTER
1. Introduction — Start with Why 2. Introducing DevOps and Some Tools 3. The Journey Ahead Section 2: Establishing the Foundation
4. Open Culture 5. Open Environment and Open Leadership 6. Open Technical Practices – Beginnings, Starting Right 7. Open Technical Practices — The Midpoint Section 3: Discover It
8. Discovering the Why and Who 9. Discovering the How 10. Setting Outcomes Section 4: Prioritize It
11. The Options Pivot Section 5: Deliver It
12. Doing Delivery 13. Measure and Learn Section 6: Build It, Run It, Own It
14. Build It 15. Run It 16. Own It Section 7: Improve It, Sustain It
17. Improve It 18. Sustain It Index
Appendix A – OpenShift Sizing Requirements for Exercises 1. Appendix B – Additional Learning Resources

Learning from History

There are many lessons we can learn from the Kodak story:

  • Organizations must adapt to their changing customer needs.

    This is easier said than done. Human understanding and cognition are heavily influenced by our cultural beliefs and upbringing. We just don't see what others see. In some ways, this is what happened at Kodak. Their background and company history were from a chemical engineering viewpoint; indeed, Eastman Chemicals (which was spun off from Kodak) is still a very successful company today. At the time, Kodak's management was incapable of seeing the transformative change to the user experience that digital photography represented.

  • The Kodak story shows us that innovative change can come from anywhere within an organization.

It often requires a different point of view from leadership for internal views to be promoted successfully as a business strategy. The old command and control structures themselves need to change...

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