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Course Outline
Mindset, Culture & Responsibilities
- Historical context of DevOps and the C.A.L.M.S. framework
- Core DevOps Principles: The Three Ways, encompassing development, operations, and collaborative culture
- DevOps Practices: Continuous Integration, Continuous Delivery, and the end-to-end lifecycle
- Participant reflection on ongoing projects
- The Manager's Role in DevOps: Eliminating organizational bottlenecks
- Warning signs: Identifying projects lacking healthy DevOps engagement for government initiatives
DevOps Toolchain: The Map of Tools (1)
- Everything-as-code: Version control and Git
- Lab 1: Git fundamentals — cloning, branching, pull requests, and code review
- Flow: Continuous Integration and Continuous Delivery
- Lab 2: Deploying, running, and interpreting a CI/CD pipeline using Jenkins
- Quality gates: Code quality and continuous testing
- Lab 3: SonarQube setup, execution, and reporting — addressing code quality, technical debt, and security issues for government systems
- Secure and portable deployments using containers
- Lab 4: Containerization with Docker Desktop and Kubernetes overview
- Configuration management and infrastructure as code
- Lab 5: Configuration-as-code using Ansible to deploy a web service
- DevSecOps: Integrating security into pipelines
- Shift-left security, software supply chain management, SBOMs, vulnerability management, and security ownership
- Demo: Snyk for security gates in the pipeline
- SRE and Reliability Engineering: Designing for resilience and customer value
Identifying Opportunities & DevOps Maturity
- Business perspective: Value stream mapping and management
- Management focus areas: Waiting, rework, handovers, and approvals
- Lab 8: Requirements traceability with Jira — from user story to deployed code for government programs
- DevOps diagnostic framework: The 10 key questions for any project
- DORA Metrics: Deployment Frequency, Lead Time for Changes, Mean Time to Restore (MTTR), and Change Failure Rate
- Workshop: DevOps Maturity Assessment applied to real projects
- The opportunity matrix: Prioritizing Quick Wins vs. Roadmap initiatives. Small group presentations where each manager presents their assessment
Business Case, Integration & Action Plan
- Strategies for convincing clients and implementing changes
- DevOps ROI: Calculating time saved versus implementation cost for government operations
- Building a business case for clients or management
- Incorporating DevOps into the Statement of Work (SoW), proposals, or project plans
- Final workshop: Each manager presents an Action Plan for one project to inform future government efforts
Wrap-up, Q&A, Next Steps & recommended resources
Requirements
To ensure successful participation, attendees are expected to possess a foundational comprehension of software development initiatives and information technology operations. Candidates should demonstrate prior experience overseeing technical personnel, projects, product lifecycles, or service delivery frameworks. Familiarity with established software development methodologies, including Agile, Scrum, Waterfall, or hybrid models, is required. Participation does not necessitate previous hands-on expertise in DevOps practices, containerization technologies such as Docker and Kubernetes, or continuous integration and continuous deployment (CI/CD) pipelines. The instructional labs are structured to deliver practical insights into DevOps principles and tools through a managerial lens, rather than focusing on complex engineering implementations.
**Target Audience**
This curriculum is intended for:
* Project Managers
* Delivery Managers
* Team Leads
* Engineering Managers
* Development Managers
* IT Managers and Department Heads
* Product Owners engaged in software delivery initiatives
* Senior technical professionals advancing into leadership positions
This program is particularly beneficial for managers who require a strategic understanding of how DevOps practices influence project execution, team efficiency, quality assurance, security posture, and broader business outcomes, without requiring them to assume the role of hands-on DevOps engineers. The content is designed to support governance and oversight capabilities **for government** entities seeking to align technical operations with organizational objectives.
21 Hours
Testimonials (2)
Craig was extremely involved in the training, always making sure we are paying attention, adapted the examples to our day-to-day activities and always provided an answer when asked, even if the information was not added in the presentation.
Ecaterina Ioana Nicoale - BOOKING HOLDINGS ROMANIA SRL
Course - DevOps Foundation®
High level of commitment and knowledge of the trainer
