Agile Infrastructure Velocity 09
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The document discusses the concepts of agile infrastructure and agile practices. It begins by defining what agile means according to its original manifesto and principles. It then explores how agile has manifested in different roles and teams. The document notes that infrastructure is now code and the lines between development and operations are blurring. It provides examples of shared practices that cross boundaries. Finally, it discusses how the future requires automated infrastructure, collaboration between teams, and an ability to enable business needs through tools and culture.
Agile Infrastructure Velocity 09
- 1. Agile Infrastructure A Story in Three Acts Velocity 2009
- 2. Preface
- 3. Andrew Clay Shafer
- 4. Andrew Clay Shafer A Villager...
- 5. Andrew Clay Shafer A Villager... Programmer
- 6. Love working for startups Andrew Clay Shafer A Villager... Programmer
- 7. Love working for startups ‘Agile’ and stuff Andrew Clay Shafer A Villager... Programmer
- 8. Love working for startups ‘Agile’ and stuff Reductive Labs Andrew Clay Shafer A Villager... Programmer
- 9. Love working for startups ‘Agile’ and stuff Reductive Labs Andrew Clay Shafer A Villager... People behind Puppet Programmer
- 10. Love working for startups ‘Agile’ and stuff Reductive Labs Andrew Clay Shafer A Villager... People behind Puppet Programmer The rest is complicated...
- 11. 50% Agile
- 13. 50% Theory
- 14. 50% Practice
- 15. 50% History
- 16. 50% Future
- 17. 50% Rant
- 18. 50% Hope
- 20. 100% My Perspective Your Mileage May Vary...
- 21. Thanks
- 23. Thanks Alistair Cockburn Brian Marick
- 24. Thanks Alistair Cockburn Brian Marick Israel Gat
- 25. Thanks Alistair Cockburn Brian Marick Israel Gat Zhon Johansen
- 26. Thanks Alistair Cockburn Brian Marick Israel Gat Zhon Johansen Kay Johansen
- 27. Thanks Alistair Cockburn Brian Marick Israel Gat Zhon Johansen Kay Johansen Salt Lake Agile Roundtable
- 28. Thanks
- 30. Thanks Luke Kanies Teyo Tyree
- 31. Thanks Luke Kanies Teyo Tyree Paul Nasrat
- 32. Thanks Luke Kanies Teyo Tyree Paul Nasrat James Turnbull
- 33. Thanks Luke Kanies Teyo Tyree Paul Nasrat James Turnbull Paul Lathrop
- 34. Thanks Luke Kanies Teyo Tyree Paul Nasrat James Turnbull Paul Lathrop Adam Jacob
- 35. Thanks Luke Kanies Teyo Tyree Paul Nasrat James Turnbull Paul Lathrop Adam Jacob Puppet Community
- 36. Act I In The Beginning...
- 37. What Is Agile?
- 38. Manifesto, 4 Values, 12 principles...
- 39. Manifesto, 4 Values, 12 principles...
- 40. Manifesto, 4 Values, 12 principles...
- 41. Manifesto, 4 Values, 12 principles...
- 42. Manifesto, 4 Values, 12 principles...
- 43. Manifesto, 4 Values, 12 principles...
- 44. Manifesto, 4 Values, 12 principles...
- 45. Manifesto, 4 Values, 12 principles...
- 46. Manifesto, 4 Values, 12 principles...
- 47. Manifesto for Agile Software Development We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more.
- 48. Principles
- 49. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
- 50. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
- 51. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
- 52. Business people and developers must work together daily throughout the project.
- 53. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
- 54. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
- 55. Working software is the primary measure of progress.
- 56. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
- 57. Continuous attention to technical excellence and good design enhances agility.
- 58. Simplicity--the art of maximizing the amount of work not done--is essential.
- 59. The best architectures, requirements, and designs emerge from self-organizing teams.
- 60. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
- 61. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. (This is the sauce...)
- 62. What Is Agile?
- 65. BUT What Is Agile???
- 66. BUT What Is Agile??? PLANNING
- 67. BUT What Is Agile??? PLANNING ENGINEERING
- 68. BUT What Is Agile??? PLANNING ENGINEERING DEVELOPERS
- 69. BUT What Is Agile??? PLANNING ENGINEERING DEVELOPERS PRODUCT OWNERS
- 70. BUT What Is Agile??? PLANNING ENGINEERING DEVELOPERS PRODUCT OWNERS TESTERS
- 71. BUT What Is Agile??? PLANNING ENGINEERING DEVELOPERS EXECUTIVES PRODUCT OWNERS TESTERS
- 72. BUT What Is Agile??? PLANNING ENGINEERING DEVELOPERS EXECUTIVES PRODUCT SYSTEM ADMINISTRATORS OWNERS TESTERS
- 73. BUT What Is Agile??? PLANNING ENGINEERING DEVELOPERS EXECUTIVES PRODUCT SYSTEM ADMINISTRATORS OWNERS DATABASE ADMINISTRATORS TESTERS
- 74. BUT What Is Agile??? PLANNING ENGINEERING DEVELOPERS EXECUTIVES PRODUCT SYSTEM ADMINISTRATORS OWNERS DATABASE ADMINISTRATORS TESTERS NETWORK ENGINEERS
- 75. BUT What Is Agile??? PLANNING ENGINEERING DEVELOPERS EXECUTIVES PRODUCT SYSTEM ADMINISTRATORS OWNERS DATABASE ADMINISTRATORS TESTERS NETWORK ENGINEERS DESIGNERS
- 76. BUT What Is Agile??? PLANNING ENGINEERING DEVELOPERS EXECUTIVES PRODUCT SYSTEM ADMINISTRATORS OWNERS DATABASE ADMINISTRATORS TESTERS NETWORK ENGINEERS DESIGNERS USABILITY EXPERTS
- 77. BUT What Is Agile??? PLANNING ENGINEERING CIRCLE OF HAPPINESS DEVELOPERS EXECUTIVES PRODUCT SYSTEM ADMINISTRATORS OWNERS DATABASE ADMINISTRATORS TESTERS NETWORK ENGINEERS DESIGNERS USABILITY EXPERTS
- 78. BUT What Is Agile??? PLANNING ENGINEERING CIRCLE OF HAPPINESS DEVELOPERS EXECUTIVES PRODUCT SYSTEM ADMINISTRATORS OWNERS DATABASE ADMINISTRATORS TESTERS NETWORK ENGINEERS DESIGNERS USABILITY EXPERTS
- 80. Pair Programming
- 81. Continuous Pair Programming Integration
- 82. Continuous Pair Programming Integration Planning Poker
- 83. Continuous Pair Programming Integration Planning Poker Refactor
- 84. Continuous Pair Programming Integration Planning Poker Refactor Simple Design (YAGNI)
- 85. Continuous Pair Programming Integration Planning Poker Refactor Simple Design (YAGNI) Test Driven Development
- 86. Continuous Pair Programming Integration Planning Poker Refactor Simple Design (YAGNI) Sustainable Pace Test Driven Development
- 87. Continuous Pair Programming Integration Planning Poker Refactor Simple Design (YAGNI) Sustainable Pace Test Driven Development Small Releases
- 88. Continuous Pair Programming Integration Planning Poker Refactor Simple Design (YAGNI) Sustainable Pace Test Driven Development Small Releases Shared Metaphor
- 89. Continuous Pair Programming Integration Planning Poker Refactor Simple Design (YAGNI) Sustainable Pace Test Driven Development Small Releases Shared Metaphor Coding Standards
- 90. Continuous Pair Programming Integration Planning Poker Refactor Simple Design (YAGNI) Sustainable Pace Test Driven Development Small Releases Shared Metaphor Coding Standards Onsite ‘Customer’
- 91. Continuous Pair Programming Integration Planning Poker Refactor Simple Design (YAGNI) Sustainable Pace Test Driven Development Small Releases Shared Metaphor Coding Standards Onsite ‘Customer’ Collective Ownership
- 92. Dogma Sucks
- 93. Dogma Sucks Do not seek to follow in the footsteps of the wise. Seek what they sought. --
- 94. The Tao that can be spoken is not the eternal Tao
- 96. You are a special snow flake...
- 97. Just like everybody else...
- 98. Act III The Future is Now
- 99. the way software is delivered has changed a lot...
- 100. the way software is delivered has changed a lot... ...AND THINGS ARE CHANGING FAST RIGHT NOW .
- 101. The End of Shrink Wrap
- 102. The End of Shrink Wrap The infrastructure is the application.
- 103. The End of Shrink Wrap The infrastructure is the application. The application is the infrastructure.
- 104. The End of Shrink Wrap The infrastructure is the application. The application is the infrastructure.
- 105. DEVELOPERS OPERATIONS
- 106. DEVELOPERS OPERATIONS
- 107. DEVELOPERS OPERATIONS
- 108. DEVELOPERS OPERATIONS
- 109. DEVELOPERS OPERATIONS
- 111. Infrastructure is Code!!! Give me an API or give me DEATH!
- 112. Infrastructure is Code!!! Give me an API or give me DEATH! Please?
- 113. Infrastructure is Code!!! Give me an API or give me DEATH! Please? Do it for the children...
- 114. DEVELOPERS OPERATIONS
- 115. DEVELOPERS OPERATIONS
- 116. BOUNDARY OBJECTS DEVELOPERS OPERATIONS
- 117. BOUNDARY OBJECTS DEVELOPERS OPERATIONS COMMUNITY OF INTEREST
- 118. BOUNDARY OBJECTS DEVELOPERS OPERATIONS COMMUNITY OF INTEREST
- 119. WWW .VISIBLEWORKINGS.COM/ANALOGYFEST/MARICK-BOUNDARY-OBJECTS.PDF BOUNDARY OBJECTS DEVELOPERS OPERATIONS COMMUNITY OF INTEREST
- 121. Lack of awareness of other disciplines is bad...
- 122. Lack of awareness of other disciplines is bad... Leads to over engineering...
- 123. Lack of awareness of other disciplines is bad... Leads to over engineering... Leads to catastrophic failures...
- 124. Lack of awareness of other disciplines is bad... Leads to over engineering... Leads to catastrophic failures... Tools, knowledge, experience, discipline
- 125. Lack of awareness of other disciplines is bad... Leads to over engineering... Leads to catastrophic failures... Tools, knowledge, experience, discipline Automated Infrastructure
- 126. Lack of awareness of other disciplines is bad... Leads to over engineering... Leads to catastrophic failures... Tools, knowledge, experience, discipline Automated Infrastructure Version Control Everything!
- 127. Lack of awareness of other disciplines is bad... Leads to over engineering... Leads to catastrophic failures... Tools, knowledge, experience, discipline Automated Infrastructure Version Control Everything! Collaborate
- 128. Lack of awareness of other disciplines is bad... Leads to over engineering... Leads to catastrophic failures... Tools, knowledge, experience, discipline Automated Infrastructure Version Control Everything! Collaborate Shared Version Control
- 129. Lack of awareness of other disciplines is bad... Leads to over engineering... Leads to catastrophic failures... Tools, knowledge, experience, discipline Automated Infrastructure Version Control Everything! Collaborate Shared Version Control Don’t do work you don’t have to...
- 130. Lack of awareness of other disciplines is bad... Leads to over engineering... Leads to catastrophic failures... Tools, knowledge, experience, discipline Automated Infrastructure Version Control Everything! Collaborate Shared Version Control Don’t do work you don’t have to... Monitor Everything
- 131. Lack of awareness of other disciplines is bad... Leads to over engineering... Leads to catastrophic failures... Tools, knowledge, experience, discipline Automated Infrastructure Version Control Everything! Collaborate Shared Version Control Don’t do work you don’t have to... Monitor Everything Don’t be fingerpointy
- 132. Lack of awareness of other disciplines is bad... Leads to over engineering... Leads to catastrophic failures... Tools, knowledge, experience, discipline Automated Infrastructure Version Control Everything! Collaborate Shared Version Control Don’t do work you don’t have to... Monitor Everything Don’t be fingerpointy Always Ship Trunk
- 133. Lack of awareness of other disciplines is bad... Leads to over engineering... Leads to catastrophic failures... Tools, knowledge, experience, discipline Automated Infrastructure Version Control Everything! Collaborate Shared Version Control Don’t do work you don’t have to... Monitor Everything Don’t be fingerpointy Always Ship Trunk Don’t Stereotype
- 134. Lack of awareness of other disciplines is bad... Leads to over engineering... Leads to catastrophic failures... Tools, knowledge, experience, discipline Automated Infrastructure Version Control Everything! Collaborate Shared Version Control Don’t do work you don’t have to... Monitor Everything Don’t be fingerpointy Always Ship Trunk Don’t Stereotype Shared Metrics
- 135. Lack of awareness of other disciplines is bad... Leads to over engineering... Leads to catastrophic failures... Tools, knowledge, experience, discipline Automated Infrastructure Version Control Everything! Collaborate Shared Version Control Don’t do work you don’t have to... Monitor Everything Don’t be fingerpointy Always Ship Trunk Don’t Stereotype Shared Metrics The business requires change
- 136. Lack of awareness of other disciplines is bad... Leads to over engineering... Leads to catastrophic failures... Tools, knowledge, experience, discipline Automated Infrastructure Version Control Everything! Collaborate Shared Version Control Don’t do work you don’t have to... Monitor Everything Don’t be fingerpointy Always Ship Trunk Don’t Stereotype Shared Metrics The business requires change Lower risk through tools and culture
- 137. Lack of awareness of other disciplines is bad... Leads to over engineering... Leads to catastrophic failures... Tools, knowledge, experience, discipline Automated Infrastructure Version Control Everything! Collaborate Shared Version Control Don’t do work you don’t have to... Monitor Everything Don’t be fingerpointy Always Ship Trunk Don’t Stereotype Shared Metrics The business requires change Lower risk through tools and culture One Step Build and Deploy
- 138. Lack of awareness of other disciplines is bad... Leads to over engineering... Leads to catastrophic failures... Tools, knowledge, experience, discipline Automated Infrastructure Version Control Everything! Collaborate Shared Version Control Don’t do work you don’t have to... Monitor Everything Don’t be fingerpointy Always Ship Trunk Don’t Stereotype Shared Metrics The business requires change Lower risk through tools and culture One Step Build and Deploy Ops job is to enable the business
- 139. Newsflash: Everyones job is to enable the business...
- 141. What are the Best Practices?
- 142. What are the Best Practices? Robert Mecklenburg
- 143. What are the Best Practices? Robert Mecklenburg
- 144. What are the Best Practices? How about ‘better than we did yesterday’ practices? Robert Mecklenburg
- 145. What are the Best Practices? How about ‘better than we did yesterday’ practices? Or ‘seems like a good idea right now’ practices? Robert Mecklenburg
- 147. http://www.techdarkside.com/ David Christiansen
- 148. http://www.techdarkside.com/ David Christiansen
- 150. We believe Agile software development is being dumbed down, commodified, and is losing its spirit. We seek to replace the current name with one having two virtues: first, that it capture more exactly the attitudes originally behind Agile; second, that it be obscure enough that no one will assume they already know what it means and that—amazingly enough!—they are already doing it. arxta.net
- 151. Agile Manifesto’s Missing Values Skill Discipline Ease Joy Heretic
- 152. AR⊗TA Artisanal Retro-Futurism crossed with Team-Scale Anarcho-Syndicalism
- 153. AR⊗TA Artisanal Retro-Futurism crossed with Team-Scale Anarcho-Syndicalism care about the cheese
- 154. AR⊗TA Artisanal Retro-Futurism crossed with Team-Scale Anarcho-Syndicalism care about the cheese a genuine fascination with technology
- 155. AR⊗TA Artisanal Retro-Futurism crossed with Team-Scale Anarcho-Syndicalism care about the cheese a genuine fascination with technology focus on the team
- 156. AR⊗TA Artisanal Retro-Futurism crossed with Team-Scale Anarcho-Syndicalism care about the cheese a genuine fascination with technology focus on the team emphasis on direct action
- 157. AR⊗TA Artisanal Retro-Futurism crossed with Team-Scale Anarcho-Syndicalism care about the cheese a genuine fascination with technology focus on the team emphasis on direct action
- 158. AR⊗TA Artisanal Retro-Futurism crossed with Team-Scale Anarcho-Syndicalism care about the cheese a genuine fascination with technology focus on the team emphasis on direct action
- 161. Team-Scale Anarcho-Syndicalism Artisanal Retro-Futurism
- 162. Awesome Sauce! Team-Scale Anarcho-Syndicalism Artisanal Retro-Futurism
- 163. Awesome Sauce! Team-Scale Anarcho-Syndicalism Artisanal Retro-Futurism
- 164. Awesome Sauce! Team-Scale Anarcho-Syndicalism Artisanal Retro-Futurism
- 165. My Advice...
- 166. My Advice... Steal everything...
- 167. My Advice... Steal everything... But don’t forget who you are...
- 168. My Advice... Steal everything... But don’t forget who you are... Plenty of good ideas to go around...
- 178. THE MOST IMPORTANT STATEMENT FROM THE MANIFESTO...
- 179. THE MOST IMPORTANT STATEMENT FROM THE MANIFESTO... ...ISN’T THE VALUES...
- 180. THE MOST IMPORTANT STATEMENT FROM THE MANIFESTO... ...ISN’T THE VALUES... ...OR THE PRINCIPLES...
- 182. ‘We are uncovering better ways of developing software by doing it and helping others do it.’
- 183. ‘We are uncovering better ways of developing software by doing it and helping others do it.’
- 184. ‘We are uncovering better ways of developing software by doing it and helping others do it.’
- 186. Keep Uncovering
- 187. Keep Uncovering Keep Helping Each Other
- 188. andrew@reductivelabs @littleidea
- 189. Questions? andrew@reductivelabs @littleidea