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Merge pull request #119 from devopsdays/bridget-msp-program
MSP program additions. Former-commit-id: 4c2899d
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| City = "Minneapolis" | ||
| Year = "2016" | ||
| date = "2016-03-06T21:28:07-06:00" | ||
| title = "Allan Espinosa" | ||
| type = "talk" | ||
| aliases = ["/events/2016-minneapolis/program/allanespinosa/"] | ||
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| <div class="span-15 "> | ||
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| <p><strong>Title:</strong> | ||
| Autoscaling Containers... with Math | ||
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| <p><strong>Description:</strong></p> | ||
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| <p>Docker and Kubernetes provide delightful APIs to show various statuses of our applications. Whether CPU, Load average, HTTP response times, etc., we have all that we need to make sure our app is running healthily. When things are on fire, we Ops people twiddle some knobs like spin up more Pods to keep things going. We mostly use our experience and knowledge of the systems that we are running to know what to do. | ||
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| However, if you look at everyday things like your air conditioner and thermostat, they don't have an Ops team that gets paged to set the correct level of the coolant to set your room to the right temperature. They use some math called <i>Control Theory</i> to keep your room's temperature stable. In this talk, I will show how we can use the same concepts to autoscale and manage the health of our applications on Kubernetes. | ||
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| City = "Minneapolis" | ||
| Year = "2016" | ||
| date = "2016-03-06T21:28:07-06:00" | ||
| title = "Ben Zvan" | ||
| type = "talk" | ||
| aliases = ["/events/2016-minneapolis/program/benzvan/"] | ||
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| <div class="span-15 "> | ||
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| <p><strong>Title:</strong> | ||
| What if You Can’t Tear Down All The Silos? | ||
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| <p><strong>Description:</strong></p> | ||
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| <p> | ||
| We keep hearing that to 'do DevOps right' we need to tear down all the silos in order to get everyone collaborating as well as just cooperating. How do we continue to benefit from DevOps practices when the silos are there for the foreseeable future and may actually have some benefit, even if only perceived? | ||
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| In a large enterprise, dedicated operations groups frequently serve multiple development groups, using the specialization of these groups to increase efficiency by having a smaller operations staff. These organizations use separation of duties to avoid real or apparent conflicts of interest and a higher level of security. Silos become firmly embedded because they work in these situations. | ||
| </p> | ||
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| When silos are entrenched and can’t be torn down, or even when they’re just dictated above our pay grades, how can we use DevOps to increase collaboration and empathy? What other concepts of DevOps can we use to reduce the pain? What can operations teach development and learn from development to make systems more reliable and IT more successful? | ||
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| In this session, I’ll present my version of the DevOps philosophy and how it can be applied in an enterprise environment without tearing down all the silos. I’ll tell success stories and failures as well as discussing continuing challenges to make improvements and change the culture in the trenches. | ||
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| City = "Minneapolis" | ||
| Year = "2016" | ||
| date = "2016-03-06T21:28:07-06:00" | ||
| title = "Charity Majors" | ||
| type = "talk" | ||
| aliases = ["/events/2016-minneapolis/program/charitymajors/"] | ||
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| <p><strong>Title:</strong> | ||
| Making good choices with software (and other impossible things) (Closing Keynote) | ||
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| <p><strong>Description:</strong></p> | ||
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| <p> | ||
| Once upon a time there was a LAMP stack, and a data center, and making reasonably good technical decisions was a thing that ordinary mortals could do. Over the last few years we've seen an explosion of complexity -- composable infrastructure, polyglot persistence, and third-party platforms or services who claim they can solve your problems for you (sometimes this is even true!). | ||
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| What does this mean for you and me? It means that good technical judgment is both more challenging and more important than ever before. In this talk we will cover things like about when to use boring technology, versus when to take a flyer on something new and shiny. We'll also talk about how to resist software sprawl, gating new technologies into production, and how to balance speed of development vs operational impact over time. So don't despair! With just a little bit of discipline, we can still build systems that ordinary humans can understand and maintain, even in the face of skyrocketing complexity and problems of scale." | ||
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| City = "Minneapolis" | ||
| Year = "2016" | ||
| date = "2016-03-06T21:28:07-06:00" | ||
| title = "Jamie Riedesel" | ||
| type = "talk" | ||
| aliases = ["/events/2016-minneapolis/program/jamieriedesel/"] | ||
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| <p><strong>Title:</strong> | ||
| Intentional Design of Your Monitoring System | ||
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| <p><strong>Description:</strong></p> | ||
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| A good monitoring stack is more than the software that says ‘monitoring’ on the label. Maybe your monitoring system is a bunch of cron scripts that send email when things happen. Maybe you dropped $100K on licensed software that can email reports and has its own mobile app. When used as part of systemic approach to monitoring, both approaches can lead your organization to success. | ||
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| Monitoring is a stack, and like most web applications there are discrete components that all systems have. Sometimes they’re automated, sometimes they’re 100% people-driven. What matters is that you have the system that works for you and your organization. | ||
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| We will cover what those components are and how they work together. What’s more, we’ll touch on the conversations you should have as you work to systematize your monitoring practices. We won’t tell you what technology you should use, that’s entirely up to you." | ||
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| City = "Minneapolis" | ||
| Year = "2016" | ||
| date = "2016-03-06T21:28:07-06:00" | ||
| title = "Jeff Smith" | ||
| type = "talk" | ||
| aliases = ["/events/2016-minneapolis/program/jeffsmith/"] | ||
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| <p><strong>Title:</strong> | ||
| DevOps: What’s Buried in the Fine Print | ||
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| <p><strong>Description:</strong></p> | ||
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| Your organization is rolling out DevOps and everyone is excited and on-board! Life is going to be perfect post-devops, because DevOps is the cure for all that ails your company. Because levels expectations and levels of disappointment seem to have a relationship, I’d like to talk to you about our experience with the DevOps transformation. | ||
| </p> | ||
| <p> | ||
| Come join Jeff Smith as he walks through the trials and tribulations of destroying the silos in your organization. Buried inside all of the hype of DevOps are hurdles, people problems and mission creep that can derail your transformation. We’ll cover areas like: | ||
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| * Toolchain Paralysis - With all the tools out there to help you realize the DevOps dream, its easy to get caught up in the tools/solution hype cycle. Don’t let the community tell you what is a must-do. We’ll talk about making sure you solve your problems instead of Google’s or Facebook’s. | ||
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| * Skill set augmentation - DevOps chats are famous for the adage “Hire the Right People”. But I’m guessing you already thought you were doing that. How do you get developers and ops to gain skills in the other’s discipline? | ||
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| * On Call Support - When you disperse Ops staff into stream teams, you also have the potential to dilute the number of on-call people who can handle issues. There are tons of options and all of them have a downside. | ||
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| and more! Don’t think these hurdles are new or unique. You’ll get through them, and hopefully we’ll help show you how. | ||
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| City = "Minneapolis" | ||
| Year = "2016" | ||
| date = "2016-03-06T21:28:07-06:00" | ||
| title = "Megan Carney" | ||
| type = "talk" | ||
| aliases = ["/events/2016-minneapolis/program/megancarney/"] | ||
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| <p><strong>Title:</strong> | ||
| How Security Can Win Friends and Influence People | ||
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| <p><strong>Description:</strong></p> | ||
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| Security 101 principles often conflict with how organizations function in the real world. Developers need flexibility in order to solve hard problems; companies need a stable product to satisfy customers. Employees don’t want to click through ten different screens to complete daily tasks; auditors and regulators demand logs and accountability. | ||
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| Legacy systems need to be monitored. New projects need to be nurtured. And, while you’re doing all of that, attackers are constantly rattling the doorknobs to find a foothold in your network. I’ll go over a few lessons I’ve learned about how security departments can lobby for continuous improvement, while collaborating with others and even occasionally saving the organization money. | ||
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| Over my career, I’ve worked in .com, retail, and academia. While the challenges in each of these realms are unique, there is a common thread in all of the successful outcomes I’ve witnessed. Effective security departments are optimists who play well with others. | ||
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| It's fun to pretend you're the smartest person in the room ... until no one wants to play with you. The “us versus the world” mindset isn’t constructive. In this talk I’ll illustrate how security can work for change without alienating everyone else on the playground. | ||
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content/events/2016-minneapolis/program/nicole-forsgren.md
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| City = "Minneapolis" | ||
| Year = "2016" | ||
| date = "2016-03-06T21:28:07-06:00" | ||
| title = "Nicole Forsgren" | ||
| type = "talk" | ||
| aliases = ["/events/2016-minneapolis/program/nicoleforsgren/"] | ||
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| <p><strong>Title:</strong> | ||
| The Data on DevOps: Making the Case for Awesome | ||
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| <p><strong>Description:</strong></p> | ||
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| What’s the value proposition of DevOps? Does culture change show up in the bottom line? What practices predict high IT performance? We hear many stories to inspire and inform us, but the plural of anecdote is not data. Let’s dive into the research and find out which DevOps practices drive optimal IT and business outcomes. | ||
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| The data shows that the best IT performers have the highest throughput and reliability while contributing to organizational profitability, productivity, and market share goals. Industry trends around security, containers, continuous delivery, and lean management relate to IT performance and quality: let’s talk about how. | ||
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| Management and practitioners alike will leave with a better understanding of how to achieve the best outcomes, while armed with the data they need to make the case for change. | ||
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