603 ASSG 1 MICRO SERVICES

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MODULE 3 INTRODUCTIONMODULE 3 INTRODUCTION

DevOps – building, testing and deploying

Introduction:

Over time there has been a progressive evolution of thinking between several

philosophies: Lean, Agile, Cloud, Microservices Architecture and DevOps. While Lean

was a manufacturing philosophy focussed on ‘building quality in’, it is largely

acknowledged that Agile brought the best of Lean practice to software development.

As laid out by the Agile Manifesto, which was drafted in the 2001, the intent of Agile

was ‘uncovering better ways of developing software’. Unsurprisingly one of the

contributing authors of the Agile Manifesto, Martin Fowler, is also one of the seminal

thinkers behind the philosophy of microservices architecture which emerged as a

cloud native software development technique. While Agile was a project practice key

to building better software, DevOps is a philosophy which derives principles from

both Lean and Agile with a focus on ‘closing the chasm’ between development and

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operations. Emerging from a response to stringent change management practices in

moving recently developed code into operation, which are in place (reasonably) to

prevent outages often caused by deploying new code, the term DevOps arose from

the O’Reilly Velocity conference of 2009. John Allspaw and Paul Hammond from Flickr

presented at a method that they were using to achieve a higher rate of co-operation

between Engineering and Ops. How could the tensions between Dev and Ops be

reconciled should you need to achieve a higher rate of change to keep ahead of the

competition – did they have the answer?

To achieve a higher rate of deployment - the traditional view of Dev vs. Ops had to be

challenged. The ‘vs.’ arose from the tension between the perceived di�erent

objectives in each area: Developers were driven to add new features to software,

while Operations were responsible for ensuring stability. Allspaw and Hammond saw

things a little di�erently from the traditional view – rather than having competing

tensions they believed that both areas - both Operations and Developers - have a

shared job ‘to enable the business’. From this point of departure, they identi�ed that

it was the role of both Dev and Ops to ‘lower risk of change through tools and culture’

to prevent the organisation being overtaken by speedier competitors. The clear

harmonisation between these philosophies allowed them to achieve a groundswell of

acceptance in the early 2010’s as Big Tech companies began to dominate the growth

landscape of business and by 2012 rather than DevOps being the preserve of

‘unicorns’, it began being accepted as a mainstream practice.

In this module we will explore the philosophy of DevOps and how it supports the

software development goals inherent in Microservices Architecture with its

continuous cycle. It is important to note, as re�ected by Patrick DeBois – founder of

DevOpDays conferences – that rather than a prescriptive method it is intended that

DevOps be able to ‘continually grow’ and o�er utility rather than be constrained by

the de�nitions outlined in a manifesto about what is or isn’t DevOps. We will discuss

the relationship between DevOps and microservices architecture more fully in this

module.

References

Agile manifesto. (n.d.). The Agile manifesto. Retrieved from https://agilemanifesto.org/

George, B. (2013, May 2). DevopsDays Austin: Patrick Debois [Video �le] Retrieved from https://www.youtube.com/watch?v=xL3iW-F3Gqw

O’Reilly. (2009, June 26). 10+ Deploys Per Day: Dev and Ops Cooperation at Flickr [Video �le] Retrieved from https://youtu.be/LdOe18KhtT4

Sharma, S. (2017). The DevOps Adoption Playbook: A Guide to Adopting DevOps in a Multi- Speed IT Enterprise, Indiana, USA: John Wiley & Sons, Incorporated. Retrieved from https://ebookcentral-proquest-com.ezproxy.laureate.net.au/lib/think/reader.action?

docID=4789057&ppg=1

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This Module will cover:

Module 3.1 – What is DevOps

Module 3.2 – The build, test and deploy process

This Module will help you achieve the following outcomes:

a) Undertake research to demonstrate an understanding of microservices and how they contribute to business process.

b) Discuss core concepts of microservices architecture within a context of a business case study and summarise the advantages and disadvantages of adopting microservices architecture.

c) Communicate the bene�ts of microservices architecture to a diverse stakeholder audience by addressing complex business needs and aligning strategies to business priorities de�ned by changing business requirements.

Time Management:

Your workload expectation is 20 hours for this module.

12 Week Delivery:

20 hours per module (two weeks): facilitated study: 3 hours / week. Personal Study: 7 hours / week.

3 hours facilitated study consists of attending class, responding to facilitator feedback.

You are to allocate 7 hours of personal learning. This includes essential time spent on pre-reading and viewing materials, assessment progression and learning activities.

Assessment Progression:

Assessment 1 – Part B Final Case Study is due at the end of Module 4.2 (Week 8).

Please refer to the assessment briefs in the assessment area for more detail.

Tasks to undertake in this module to prepare for Assessment 1 – Part B all the

readings and learning activities. They are designed to help you develop the

understanding that is required to complete the assignment. You are encouraged take

time as you work through this module so research these concepts further via either

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web exploration or by seeking articles in the library to ensure that you have su�cient

material for your assignment.

You can prepare for this assessment by utilising the learning resources of this module

and previous modules which include readings, videos, and learning activities to

enhance your understanding of the key concepts in this module.

Class Expectation:

You are expected to have worked through the essential learning resources and activities for this module before attending the facilitated session (face to face or online session) – this enables informed discussion and full participation in learning activities.

Participate in all scheduled facilitated sessions.

This time is intended to be used by you and your learning facilitator to work through activities and engage in discussion about the module content.

These sessions provide a space for you to raise questions about the module content and seek guidance on writing your assessments.

You will review, explore and discuss more deeply the information presented in the learning resources.