Docker enables new agile practices by allowing developers to work in environments that closely match production. However, DevOps thought leaders must determine how Docker adoption fits with their organization's culture and ensure it leads to business benefits like increased velocity without disrupting existing processes and tools. While Docker shows promise for accelerating development and operations, its impact on an organization depends on how well leaders apply agile and DevOps principles during implementation.

1. DOCKER ENABLES AGILE
DEVOPS
Keep C.A.L.M.S and Docker On
Boyd Hemphill Evangelist @behemphi

2. WHO AM I
Technologist

3. WHO AM I
Technologist
Community Builder

4. WHO AM I
Technologist
Community Builder
Extroverted Nerd

5. IS DEVOPS AGILE REBRANDED?
Controversial, Consideration, Conster…

7. WHO ARE YOU
Have heard of Docker?

8. WHO ARE YOU
Have heard of Docker?
Using Docker in Dev/QA

9. WHO ARE YOU
Have heard of Docker?
Using Docker in Dev/QA
Production Docker use?

11. WHAT IS DEVOPS
Culture

12. WHAT IS DEVOPS
Culture
Automation

13. WHAT IS DEVOPS
Culture
Automation
Lean

14. WHAT IS DEVOPS
Culture
Automation
Lean
Measure

15. WHAT IS DEVOPS
Culture
Automation
Lean
Measure
Share

16. “DevOps is the way in which a technology organization
embeds itself in a business to the benefit of that
business.”

17. DEVOPS
What is The Goal of your
company?

18. DEVOPS
What is The Goal of your
company?
Make Money

19. DEVOPS
What is The Goal of your
company?
Make Money
Value is what the market
will pay, not the amount of
work

21. WHAT IS AGILE
RTFM (where M =
manifesto)

22. WHAT IS AGILE
RTFM (where M =
manifesto)
Dogma is not agile

23. WHAT IS AGILE
RTFM (where M =
manifesto)
Dogma is not agile
Agile _is_ agile

24. “Agile is the philosophy defined by the Agile Manifesto. It
takes form in the ways organizations respond to change.”

26. FRAMEWORK FOR
REASONING
Philosophy

27. FRAMEWORK FOR
REASONING
Philosophy
Model

28. FRAMEWORK FOR
REASONING
Philosophy
Model
Implementation

29. FRAMEWORK FOR
REASONING
Philosophy
Model
Implementation
Tools

30. “Don’t be a Tools”

32. ECONOMICS 101
P = R - C

33. ECONOMICS 101
P = R - C
C = 0 => out of business

34. ECONOMICS 101
P = R - C
C = 0 => out of business
R has no limit!

35. ECONOMICS 101
P = R - C
C = 0 => :-(
R has no limit!
Does Docker impact R?

37. CONTAINERS 101 -
VMS VS. OS VIRTUALIZATION
A VM is a full copy of an
entire computer running as
software on a hypervisor

38. CONTAINERS 101 -
VMS VS. OS VIRTUALIZATION
A VM is a full copy of an
entire computer running as
software on a hypervisor
A container is a slice of a
kernel

39. CONTAINERS 101 -
VMS VS. OS VIRTUALIZATION
A VM is a full copy of an
entire computer running as
software on a hypervisor
A container is a slice of a
kernel
Exec Summary: The lack of
extra layers means big
efficiencies

41. CONTAINERS 101 -
HISTORY
BSD Jails (2000)

42. CONTAINERS 101 -
HISTORY
BSD Jails (2000)
Solaris Zones (2004)

43. CONTAINERS 101 -
HISTORY
BSD Jails (2000)
Solaris Zones (2004)
OpenVZ (2005)

44. CONTAINERS 101 -
HISTORY
BSD Jails (2000)
Solaris Zones (2004)
OpenVZ (2005)
LXC (2008)

45. CONTAINERS 101 -
HISTORY
BSD Jails (2000)
Solaris Zones (2004)
OpenVZ (2005)
LXC (2008)
SILENCE

46. CONTAINERS 101 -
HISTORY
BSD Jails (2000)
Solaris Zones (2004)
OpenVZ (2005)
LXC (2008)
SILENCE
Docker (2013)

48. INFORMATION
ARCHITECTURE
Tackle Dev Acceleration,
Testing, Project Mgmt and
Ops Implementations

49. INFORMATION
ARCHITECTURE
Tackle Dev Acceleration,
Testing, Project Mgmt and
Ops Implementations
Look at traditional forward
thinking and edgy DevOps
thinking

50. INFORMATION
ARCHITECTURE
Tackle Dev Acceleration,
Testing, Project Mgmt and
Ops Implementations
Look at traditional forward
thinking and edgy DevOps
thinking
Apply the Agile Test

51. INFORMATION
ARCHITECTURE
Tackle Dev Acceleration,
Testing, Project Mgmt and
Ops Implementations
Look at traditional forward
thinking and edgy DevOps
thinking
Apply the Agile Test
Highlight DevOps Thinking

53. DEVELOPER
ACCELERATION
Traditional - Better
modeling of the production
topology

54. DEVELOPER
ACCELERATION
Traditional - Better
modeling of the production
topology
Forward - Disposable
Development environments
Docker: http://goo.gl/
TbacWI
Vagrant: http://goo.gl/
K5FnCG

55. DEVELOPER
ACCELERATION
Traditional - Better modeling of
the production topology
Forward - Disposable
Development environments
Docker: http://goo.gl/TbacWI
Vagrant: http://goo.gl/
K5FnCG
Bleeding Edge - Produce
container images as black boxes

56. THE AGILE TEST

57. INDIVIDUALS AND
INTERACTIONS OVER
PROCESSES AND TOOLS
Developers can take risks such as
upgrading PHP knowing they can get
back to a working state in seconds
instead of days. Enabling innovation
means better velocity.
[DevOps: Velocity = Revenue]

58. WORKING SOFTWARE
OVER COMPREHENSIVE
DOCUMENTATION
The Dockerfile (code) that describes the
run time environment is what ensures
a working environment, not a huge
wiki that is chronically out of date.
[DevOps: Infrastructure as Code]

59. CUSTOMER
COLLABORATION OVER
CONTRACT NEGOTIATION
A developer can change the function of a
service in a container and show it to a
customer (B2B) asking, "like this?”
Developers can kick out new features that can
be A/B tested on a SaaS offering (B2C)
[DevOps - Shorten Feedback Loops]

60. RESPONDING TO
CHANGE OVER
FOLLOWING A PLAN
Black box thinking means the role of ops
changes to expressing operational measures
(security, performance, scale) in terms of
automated testing. Innovation increases
because feedback comes sooner.
[DevOps - Innovation means competitive
advantage]

62. BUILD AND TEST AGILITY
Traditional - Better
modeling of the production
environment in testing

63. BUILD AND TEST AGILITY
Traditional - Better
modeling of the production
environment in testing
Forward Thinking - Better
parallelism in software
build and test.

64. BUILD AND TEST AGILITY
Traditional - Better
modeling of the production
environment in testing
Forward Thinking - Better
parallelism in software
build and test.
Bleeding Edge - Build
systems produce container
images as artifacts

65. THE AGILE TEST

66. INDIVIDUALS AND
INTERACTIONS OVER
PROCESSES AND TOOLS
At the bleeding edge, collaboration across
function becomes about producing tests
rather than processes for inhibiting
innovation. Code becomes the documentation
and collaboration happens at the engineering
level rather than the process control level.
[DevOps: Test all the things]

67. WORKING SOFTWARE
OVER COMPREHENSIVE
DOCUMENTATION
Better modeling of the production
environment, especially in a disposable
way, deploys are seamless in all
environments
[DevOps: Continuous Delivery]

68. CUSTOMER
COLLABORATION OVER
CONTRACT NEGOTIATION
A/B testing is a form of collaboration,
though generally an individual
customer is unaware they are a test
subject.
[DevOps - Short Feedback Loops]

69. RESPONDING TO
CHANGE OVER
FOLLOWING A PLAN
Responding to change is the definition
of both build and quality engineering.
Docker adoption has no effect.

71. PROJECT MANAGEMENT
Traditional - None

72. PROJECT MANAGEMENT
Traditional - None
Forward Thinking -
Coordination between Dev,
QA and Ops is eased

73. PROJECT MANAGEMENT
Traditional - None
Forward Thinking -
Coordination between Dev,
QA and Ops is eased
Bleeding Edge - Problems
of The Mythical Man
Month are eased by micro
teams

74. THE AGILE TEST

75. INDIVIDUALS AND
INTERACTIONS OVER
PROCESSES AND TOOLS
On the bleeding edge change becomes about how to
ensure behavior of software rather than people.
Software problems are easier than people problems.
I believe the manifesto needs an update here to value
the _quality_ of interaction.
[DevOps - Reduce need for human intervention]

76. WORKING SOFTWARE
OVER COMPREHENSIVE
DOCUMENTATION
Automated coordination between
environments means less deploy
friction for PM’s to manage.
[DevOps: Continuous Delivery]

77. CUSTOMER
COLLABORATION OVER
CONTRACT NEGOTIATION
Use of disposable environments could
lead to PMs doing check-ins with
customers that ask, "Like this?"
[DevOps - Short Feedback Loops]

78. RESPONDING TO
CHANGE OVER
FOLLOWING A PLAN
Micro teams move at their own pace. The
response to change is much more rapid.
There is little inter-team communication
required so the quality of intra-team
communication can be improved.
[DevOps - Increase efficiency holistically]

80. OPERATIONS
Traditional - Gnashing of
teeth, stress and
obstinance

81. OPERATIONS
Traditional - Gnashing of
teeth, stress and
obstinance
Forward Thinking -
Working with DevOps
thought leaders to identify
an appropriate sandbox to
do real world R&D.

82. OPERATIONS
Traditional - Gnashing of
teeth, stress and obstinance
Forward Thinking - Working
with DevOps thought leaders
to identify an appropriate
sandbox to do real world R&D.
Bleeding Edge - Micro services
teams (Netflix), Single tenant
systems (Pantheon), Bleeding
edge shops (offers.com)

83. THE AGILE TEST

84. INDIVIDUALS AND
INTERACTIONS OVER
PROCESSES AND TOOLS
At the operational level, Docker is a
technology.
Again, I believe the manifesto needs
and update to value the _quality_ of
interaction.

85. WORKING SOFTWARE
OVER COMPREHENSIVE
DOCUMENTATION
Containers are portable, so "works on
my machine" is not a consideration in a
Docker shop. When software gets to Ops,
it works.
Testing will need to focus on security
and performance.

86. CUSTOMER
COLLABORATION OVER
CONTRACT NEGOTIATION
At Pantheon, for example, this is a crucial
point. Customers use the fully featured system
indefinitely for free. They purchase value
added services like performance, back up and
the like.
[DevOps - Value is in what the market will
pay for.]

87. RESPONDING TO
CHANGE OVER
FOLLOWING A PLAN
Ops, in terms of DevOps thinking, is about eliminating
the need for reaction in the production environment.
An argument can be made that Docker allows for
automated response to change (scaling and disasters
for example)
[DevOps - Reduce need for human intervention]

89. SUMMARY - DEVOPS
Culture - DevOps thought leaders must determine
how a Docker adoption path looks in their
organization

90. SUMMARY - DEVOPS
Culture - DevOps thought leaders must determine
how a Docker adoption path looks in their
organization
Automation - Tools are not there yet. Companies are
showing up with the mission to address this, but it is
very early days.

91. SUMMARY - DEVOPS
Culture - DevOps thought leaders must determine how
a Docker adoption path looks in their organization
Automation - Tools are not there yet. Companies are
showing up with the mission to address this, but it is
very early days.
Lean - DevOps thought leaders are responsible for the
holistic impact of technology decisions at the business
level.

92. SUMMARY - DEVOPS
Culture - DevOps thought leaders must determine how a Docker
adoption path looks in their organization
Automation - Tools are not there yet. Companies are showing up
with the mission to address this, but it is very early days.
Lean - DevOps thought leaders are responsible for the holistic
impact of technology decisions at the business level.
Measurement - Empiricism is required if we are to meet our
Measurement obligation. Blackbox thinking could revolutionize
compliance.

93. SUMMARY - DEVOPS
Culture - DevOps thought leaders must determine how a Docker adoption path
looks in their organization
Automation - Tools are not there yet. Companies are showing up with the mission
to address this, but it is very early days.
Lean - DevOps thought leaders are responsible for the holistic impact of
technology decisions at the business level.
Measurement - Empiricism is required if we are to meet our Measurement
obligation. Blackbox thinking could revolutionize compliance.
Sharing - DevOps thought leaders should be working with peers and collaborators
in their company to determine if they can derive the proposed business benefits.

95. SUMMARY - AGILE
Individuals over Process - Agile thought leaders must
help Ops find ways to accept developers’ control of
dependencies

96. SUMMARY - AGILE
Individuals over Process - Agile thought leaders must
help Ops find ways to accept developers control of
dependencies
Working Software over Docs - Agilistas must help the
business identify safe places for change.

97. SUMMARY - AGILE
Individuals over Process - Agile thought leaders must
help Ops find ways to accept developers control of
dependencies
Working Software over Docs - Agilistas must help the
business identify safe places for change.
Collaboration over Contract - The Agile approach
should be applied to the learning of how to use Docker
in production.

98. SUMMARY - AGILE
Individuals over Process - Agile thought leaders must help Ops
find ways to accept developers control of dependencies
Working Software over Docs - Agilistas must help the business
identify safe places for change.
Collaboration over Contract - The Agile approach should be
applied to the learning of how to use Docker in production.
Change Response over Planning - New ways to apply the notion
of velocity must be developed to measure the success of a Docker
adoption.

99. “Docker enables new agile practices, but is it the right
technology choice for your organization?”

100. COLOPHON
AUDIBLE.COM = BEST DEVOPS
TOOL EVER!
The Lean Startup - Reis (tech)
The Goal - Goldratt (Theory of Constraints)
It’s not Luck - Goldratt (Theory of Constraints)
The Mythical Man Month - Brooks (Team structure)
Great by Choice - Collins (Culture)
The Phoenix Project - Kim (*) (tech)
Continuous Delivery - Humble (*) (hardcore tech)
The Lean Enterprise - Humble (*) (tech)