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<imgsrc="/img/171101-devops-cd-you/devops-cd-you.004.jpg"width="100%"class="technical-diagram img-rounded"style="border: 1pxsolid#aaa"alt="What's the point of Agile?">
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You've talked about using the Agile software development methodology
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on your teams, but what's the purpose? Why does Agile development matter
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to you and your organization?
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<imgsrc="/img/171101-devops-cd-you/devops-cd-you.005.jpg"width="100%"class="technical-diagram img-rounded"style="border: 1pxsolid#aaa"alt="Cargo ship with containers.">
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Agile matters because it allows you to ship more code, faster than
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traditional "waterfall" methodology approaches.
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@@ -51,33 +48,28 @@ not create more value until it is executing in production.
As well as in the Kubernetes logo in the form of a ship steering wheel.
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<imgsrc="/img/171101-devops-cd-you/devops-cd-you.008.jpg"width="100%"class="technical-diagram img-rounded"style="border: 1pxsolid#aaa"alt="Agile sprints need to ship code into production to create anything of value.">
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Here is a super high-level diagram of the ideal scenario we need for
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Agile development teams. Create working code and get it shipped as soon
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as possible into production.
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<imgsrc="/img/171101-devops-cd-you/devops-cd-you.009.jpg"width="100%"class="technical-diagram img-rounded"style="border: 1pxsolid#aaa"alt="Move fast and break things.">
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Facebook's internal motto used to be "Move fast and break things." They
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thought that if you aren't breaking things then you aren't moving fast
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enough.
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<imgsrc="/img/171101-devops-cd-you/devops-cd-you.010.jpg"width="100%"class="technical-diagram img-rounded"style="border: 1pxsolid#aaa"alt="If you do not have the right processes and tools in place eventually production will break.">
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And eventually if you're constantly shipping to production and you do not
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have the appropriate processes and tools in place, your applications
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will break. The breakage has nothing to do with the Agile methodology
@@ -88,7 +80,6 @@ end up with a broken environment.
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<imgsrc="/img/171101-devops-cd-you/devops-cd-you.011.jpg"width="100%"class="technical-diagram img-rounded"style="border: 1pxsolid#aaa"alt="Fight the urge to put manual processes in place that slow you down. You must automate.">
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Traditionally, organizations have tried to prevent breakage by putting
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more manual tools and processes in place. Manual labor slows... down...
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your... ability... to... execute.
@@ -106,7 +97,6 @@ to ship a small change to a critical application?
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<imgsrc="/img/171101-devops-cd-you/devops-cd-you.012.jpg"width="100%"class="technical-diagram img-rounded"style="border: 1pxsolid#aaa"alt="Some teams try to get around the production problem by shipping to dev, but they still are not creating value.">
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Some development teams try to get around the manual production challenges
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by shipping everything to a development environment. The dev environment is
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under their control.
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<imgsrc="/img/171101-devops-cd-you/devops-cd-you.013.jpg"width="100%"class="technical-diagram img-rounded"style="border: 1pxsolid#aaa"alt="This session is about DevOps and Continuous Delivery.">
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The problems we are talking about are created by the Agile methodology
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because they become acute when your development team is producing code at
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high velocity. Once code is created faster, you need a way to reliably,
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<imgsrc="/img/171101-devops-cd-you/devops-cd-you.014.jpg"width="100%"class="technical-diagram img-rounded"style="border: 1pxsolid#aaa"alt="What DevOps is NOT.">
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We are going to use the terms "DevOps" and "Continuous Delivery" a lot today,
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so let's start by defining what they mean. In fact, the term "DevOps" has
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already accumulated a lot of buzzword baggage, so we'll start by defining
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We are not going to go through Continuous Delivery (CD) by defining what it is
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not, but there are a couple bits to say about it. First, CD is a collection of
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engineering practices aimed at automating the delivery of code from
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<imgsrc="/img/171101-devops-cd-you/devops-cd-you.017.jpg"width="100%"class="technical-diagram img-rounded"style="border: 1pxsolid#aaa"alt="Move fast and BUILD things.">
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Facebook's original motto changed a few years ago to "Move Fast and Build
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Things" because they realized that breaking production was not a byproduct
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of moving fast, it was a result of immature organizational processes and
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<imgsrc="/img/171101-devops-cd-you/devops-cd-you.018.jpg"width="100%"class="technical-diagram img-rounded"style="border: 1pxsolid#aaa"alt="San Francisco skyline at night.">
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Here is a beautiful evening picture of the city I just moved away from, San
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Francisco.
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<imgsrc="/img/171101-devops-cd-you/devops-cd-you.019.jpg"width="100%"class="technical-diagram img-rounded"style="border: 1pxsolid#aaa"alt="Twilio billboard, ask your developer!">
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The company I work for, [Twilio](https://www.twilio.com/) is located in
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San Francisco. If you ever fly into the SFO airport and catch a ride towards
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downtown, you will see our billboard on the right side of the road.
In August 2013, Twilio faced an infrastructure failure.
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<imgsrc="/img/171101-devops-cd-you/devops-cd-you.021.jpg"width="100%"class="technical-diagram img-rounded"style="border: 1pxsolid#aaa"alt="How customers pay for Twilio.">
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First, some context. When a developer signs up for Twilio, she puts some
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credit on their account and the credit is drawn upon by making phone calls,
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sending messages and such. When credit runs low we can re-charge your card
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so you get more credit.
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<imgsrc="/img/171101-devops-cd-you/devops-cd-you.022.jpg"width="100%"class="technical-diagram img-rounded"style="border: 1pxsolid#aaa"alt="Hacker News post on Twilio not billing correctly.">
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There was a major production issue with the recurring charges in August 2013.
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Our engineers were alerted to the errors and the issue blew up on the top of
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