The DevOps conceptual maps

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In our Survey of DevOps Concepts and Challenges we thoroughly analyze 50 relevant peer-reviewed articles on DevOps. From this analysis grounded in the literature, we structured a set of relevant concepts on DevOps in the format of five conceptual maps.

In our article, we used these maps for:

• Studying and classify DevOps tools;
• Identifying practical DevOps implications and segment such implications for engineers, managers, and researchers; and
• Discussing the main DevOps open challenges.

These conceptual maps can be used by practitioners (managers and engineers) for:

• Guiding their continuing education on DevOps (what to study next?);
• Grasping a conceptual view of DevOps tools, supporting the process of choosing new tools in the organization;
• Supporting reflection and continuous improvements (the DevOps journey retrospective).

The DevOps conceptual maps

Figure 1 - DevOps overall conceptual map

Figure 2 - Process conceptual map

Figure 3 - People conceptual map

Figure 4 - Delivery conceptual map

Figure 5 - Runtime conceptual map

The DevOps journey retrospective

Each turn is defined by the combination of a team member and one of the four big conceptual maps (process, people, delivery, and runtime). People and the maps are cycled sequentially.

In her turn, the team member chooses a concept from the given map. All the team members draw one of the following cards:

• We achieved it and we are happy because of it.
• We achieved it, but it seems it doesn’t matter too much.
• We didn’t achieve it, but we want it!
• We didn’t achieve it, but we don’t see value on it.

So people discuss on this.

The turns go on until the end of the predefined timing box (e.g. one hour).

Figure 6 - Cards for the DevOps retrospective

Example:

• Team has Alice, Bob, Case, and Dony.
• First round Alice has to choose a concept from the Process map.
• She selects “Short feedback cycles”.
• Everyone draw their cards.
• Everyone agree that the team is not able to work in short feedback cycles…
• But Alice, Bob, and Case believe it’s a necessary goal.
• On the other hand, Dony believes it’s not feasible to bother the client with too much feedback requests.
• So the team discuss on this to find out what makes sense for the context team.
• Next turn: Bob has to choose one concept from the People map.
• And so on…

For this retrospective session you can use the maps in PDF version; it’s better for zooming the map!

Download the conceptual maps in PDF format