text:
This air-conditioned city hotel comprises a total of 500 guest rooms with either a view of the straits or the city. Additionally it offers guests a lobby area with a 24-hour reception, a hotel safe, a currency exchange facility, a lift, a restaurant and conference facilities. Guests are also invited to take advantage of the room and laundry services and there is parking available for those arriving by car.
This hotel is located in the heart of the city's bustling commercial, shopping and administrative centre. Overlooking the straits of Johor, and just around 5 minutes' drive from the causeway to Singapore, this establishment is also connected to the Persada Johor International Convention Centre. It is within walking distance of Johor's main tourist and cultural attractions, and nearby sights include Royal Abu Bakar Museum, the sultan's palace, the historic state secretariat building, the mosque and temples.
All the rooms come with high speed Internet access, a direct dial telephone with international calling, individually adjustable air conditioning, a colour TV with CNN international news service, satellite channels and in-house videos, as well as an electronic safe in every room for personal documents and valuables. An en suite bathroom with a hairdryer, as well as a minibar and tea and coffee making facilities are also provided in all accommodation as standard.
The hotel offers a wealth of recreational options. Guests may relax by the open air swimming pool, be pampered with a soothing spa treatment (charges apply), enjoy a game of tennis or squash or a work-out at the Pacific Fitness Club. The centre comes complete with a fully-equipped gym, male and female saunas, a Jacuzzi, a steam room, a spa and a relaxation lounge.
The dining and entertainment options at this establishment range from casual to cosmopolitan. All-day dining at the newly-refurbished Newsroom Caf� offers an attractive spread of international dishes and local favourites. The Lobby Lounge is the perfect place to sit back and relax after a hard day's work over a cup of freshly-brewed coffee or a long, cool drink whilst being entertained by the hotel's resident pianist or band. For Chinese cuisine, the Kai Xuan Chinese Restaurant offers ""halal"" Dim Sum for lunch daily, while dinner is indeed the time to savour exquisite Szechuan and Cantonese cuisine with family and friends. The Paolo Restaurant offers exotic cuisine from the Mediterranean, served in a perfect, cosy atmosphere.
American Express, MasterCard and VISA are accepted at this hotel.
From Sultan Ismail Airport guests should drive west towards Senai town (signs also indicate Johor Bahru) then continue south towards Johor Bahru. Drive onto Jalan Yahya Awal, then turn left onto Jalan Khalid Abdullah and right onto Jalan Dato' Dalam. Continue straight on until arriving at the hotel.
Room Facilities:
Direct dial telephone
Internet access
Tea Coffee
Double bed
King size bed
Individual airconditioned
Wheelchair accessible


text:
GraphicRiver Christmas Ornaments 9431823
Stock Vector \ Conceptual \ Seasons \ Holidays \ Christmas
Christmas \ Vector \ Ornament \ Illustrator \ Bauble \ Background \ Ornaments
Stock Vector - Christmas Ornaments 9431823 by dashadima @ GraphicRiver
Stock Vector \ Conceptual \ Seasons \ Holidays \ Christmas
Folder include EPS10, Ai and JPG files. EPS10, Ai files can edit in Adobe Illustrator CS5, CS5.5, CS6 and CS. 100% Vector. Vector Christmas Ornaments isolated on red and blue background.
Layered: No; Graphics Files Included: JPG Image, Vector EPS, AI Illustrator; Minimum Adobe CS Version: CS.
Cowboy Bar Concept; Engine with Car Spares; Vector Flat Logistic Icons; Vector Flat Handmade Icons; Vector Scroll with Eastern Accessories; Vector Flat Logistic Icons; Vector Flat Handmade Icons.
Keywords: angel, bauble, bell, catholic, christmas, christmas ornament, december, decoration, flat, gift, holiday, icon, icons, line, merry christmas, new year, noel, ornament, paper, pictogram, retro, ribbon, snow, snowflake, tree, vector, xmas, yule.

subset: commoncrawl


text:
Bra BustersFavorites [+]
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Running Time: 120 minutes
Released: 05/2010
Studio Name: Jules Jordan Video
Series: Bra Busters - Jules Jordan
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Description: There is no bra that can contain these bustin' beauties! Their tits are just bursting out of the screen!
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text:
Edna O'Brien's memoir, COUNTRY GIRL, is our June Non Fiction choice(7 Posts)
TillyBookClub Mon 10-Jun-13 09:56:53
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text:
A sex slave. For most the thought is one of horror. The degradation, the humiliation and desperation. To use another to satiate your own kinky sexual needs. You are the Master in total control of their mind and body, of their will. To command them and they obey. Naked. On their knees. Sprawled face down. Tied up. Gagged. Any way you desire them. Their body ready and compliant. They are yours.
A sex slave. Be honest. Haven't you ever dreamed of having one?
This collection from Mars Audio Books consists of four unabridged stories: Semi Hard, Krissy, Sisters in Slavery, and Kidnapped: The Taming of the Princess Bitch.These titles are available individually.
©2015 Mars Audio Books (P)2015 Mars Audio Books
I returned the book. It was more about forced submission than the lifestyle. I must admit I only managed to listen to sections of 3 of the books and in them none of the women were willing participants. Pretty unpleasant all in all
"Very disappointed it had to come to an end"
Every book has a different twist, a different type of slavery, none of them any better than the other just different, some with mistresses others with masters. I'm happy all the slaves were women or it would have turned the whole book sour if some of them were men.
"Sex Slaves"
In each story I loved the fleshing out of the slave personalities. The pony girl segment of Kidnapped was an added bonus. Pony girls fictional and real speak to me more than any other erotica.
Report Inappropriate Content
If you find this review inappropriate and think it should be removed from our site, let us know. This report will be reviewed by Audible and we will take appropriate action.


text: Home Gallery Print (Slideshow) Ambev - Skol Skol Design Kit Beer, It Never Looked so Good F/Nazca Saatchi & Saatchi turns Skol's New Aluminum Bottles Into Designer Home Objects Published on Jul 03, 2013 Editor's Pick Who knew that beer could be so beautiful? F/Nazca Saatchi & Saatchi lets consumers upcycle beer brand Skol's new aluminum bottle into a designer household object with the launch of Skol Design Kits. The sets will allow the design-minded to turn the Skol bottle--once emptied--into a clock, lamp, oil and vinegar set, vase or candleholder. The limited edition kits will be available at home decor stores, and the completed objects will also be on display in model apartments around Sao Paulo, Brazi and in home decor catalogs. Rate this Ad You must be registered to rate the ad. Please Login or Register Now About CreditsDateJul 03, 2013Agency:F/Nazca Saatchi & SaatchiClient:Ambev - SkolCreative Director:Fabio FernandesCreative Director:Eduardo LimaCopywriter:Romero CavalcantiCopywriter:Eduardo LimaArt Director:Bruno OppidoHead of Art:Joao LinneuIllustrator:Bruno OppidoArt Buyer:Edna BombiniArt Buyer:Juliana GuardimProducer:Jomar FariasProducer:Andre FasanellaProducer:Robson de VittoProducer:Leandro Ferreira Tagsdesign CategoryPackageProduct Latest Creativity News on Ad Age Gallegos United Has a New CCO, Arnold Hires Alfson, Low Joins Ogilvy Beijing 'I Have a Huge Idea:' Wyclef Jean Wants to Work With Brands BBH New York Rebuilds Leadership Team With New CEO, CCO and Chairman Related work Ambev - Skol: How to Torcer (How to Cheer) - Boxing F/Nazca Saatchi & Saatchi Ambev - Skol: How to Torcer (How to Cheer) - Athletics F/Nazca Saatchi & Saatchi Ambev - Skol: How to Torcer (How to Cheer) - Launching F/Nazca Saatchi & Saatchi


text:
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Adjustable glass windbreaker system in aluminium and safe and stratified glass. Panel can be lifted or lowered manually without effort; Possible fixing on ground or installation on a trolley support which ...
Cit i Lä® is an entirely new concept for height adjustable windscreens. Through this unique product you can maximize the use of your patio/porch and you can easily stop the wind within seconds. With the counter balanced glass you can ...
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... Sa Caleta glass partition for outside. You can sit sheltered and yet enjoy the outdoors. The glass partition consists of glass panels that slide open or close easily on smooth rails.


text:
Parole Inc.
Evelyn Ankers &
Lyle Talbot
Alfred Ziesler &
Alfred Zeisler
|List Price:
|You Save:
|$2.03 (25% Off)
or Mix & Match 10 Alpha DVDs for $39.90
Brand New
Related products:
Parole Inc. - 11" x 17" Poster ~ $9.98
DVD Features:
- Rated: Not Rated
- Run Time: 1 hours, 10 minutes
- Video: Black & White
- Released: February 27, 2007
- Originally Released: 1948
- Label: Alpha Video
- Encoding: Region 0 (Worldwide)
- Packaging: Keep Case
- Aspect Ratio: Full Frame - 1.33
Performers, Cast and Crew:
|Evelyn Ankers & Lyle Talbot
|Turhan Bey & Charles Williams
|Directed by
|Alfred Ziesler & Alfred Zeisler
Description by OLDIES.com:
Evelyn Ankers, the renowned "Queen of Universal horror films" is best remembered for her appearances in such classics as The Wolf Man (1941), The Ghost of Frankenstein (1942), Son of Dracula (1943), The Mad Ghoul (1943), Weird Woman (1944) and many others. Ankers married B-movie heart-throb Richard Denning in 1942 and by the 1950s left the movies for the role of wife and mother. A suave and "exotic" leading man, Turhan Bey was also known for his work at Universal in such films as The Mummy's Tomb (1942) . After World War II, Bey's career declined and he returned to his Austrian homeland where he pursued a successful career in photography. Michael O'Shea entered vaudeville at the age of twelve and became a speakeasy comedian and emcee during prohibition. O'Shea made the move to Broadway and with rave reviews for his role in "The Eve of St. Mark" was able to make a break into the movies. Early in his career, O'Shea landed notable roles in films such as Lady of Burlesque (1943), Jack London (1943) and reprised his stage role for the film version of The Eve of St. Mark (1944).
Product Description:
Movie Lovers' Ratings & Reviews:
Based on 7 ratings.
I previously purchased The Amazing Mr. X. I found Bey so good that I bought Parole, Inc. Very low budget movie, but a lot of fun. (Take a good look at Bey's fancy car; must have gotten 3 miles a gallon.) Also, Michael O'Shea has a lot of charm. Virginia Lee, as Glenda, had a part in DOA as the blonde at the bar. Also noticed the actor who played the evil doctor's assistant in Abbott & Costello Meet Frankenstein plays Glenda's husband; and Evelyn Ankers from the Wolfman and some Sherlock Holmes movies.
Similar Products
Product Info
- Sales Rank: 15,584
- Shipping Weight: 0.27/lbs (approx)
- International Shipping: 1 item
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- Across the Plains (DVD) ~ $5.95 on SALE


text:
datasift | 30th November 2011
Here's a filter that collects comments and sentiment on Standard and Poor's downgrade of US banks. With DataSift, it's easy to filter out the insignificant content and focus on the things that are being retweeted, the thoughts from key players, and the comments that have strong sentiment.
tag "positive" {salience.content.sentiment > 3 or salience.title.sentiment > 3}
tag "negative" {salience.content.sentiment < -3 or salience.title.sentiment < -3}
return {
interaction.content contains_any "credit rating, credit ratings, S&P, Standard and Poor\'s"
interaction.content contains_any "bank, banks"
or interaction.content contains_any "Bank of America, Wells Fargo, Goldman Sachs, Citigroup, JP Morgan Chase, New York Mellon"
and language.tag == "en" and
klout.score > 40 or
links.retweet_count > 5 or
salience.content.sentiment > 3 or
salience.title.sentiment > 3 or
salience.content.sentiment < -3 or
salience.title.sentiment < -3
It delivers posts that include "credit rating(s)" and mention "bank(s)" or six specific major US banks.
It restricts the output to posts written in English.
It restricts the output to posts that include some non-trivial sentiment, or posts that have been retweeted more than five times, or posts written by authors with a significant Klout score.
And, finally, it tags each object for positive or negative sentiment.
The cost is 1.1 DPU which means that this stream is far from expensive to run. If you ran it for an hour and it delivered 1,000 Tweets, the price would be:
1.1 * 0.20 + 1000 * 0.0001 = $0.32
What you can do next
Look at the messages here: https://datasift.com/stream/15114/us-bank-credit-ratings#app1-preview
Look at the charts here: https://datasift.com/stream/15114/us-bank-credit-ratings#app4-sentiment
Or use DataSift's powerful API to consume this data and perform your own processing on it, such as post-processing those sentiment tags that we added.
Previous post: High Scalability
Next post: Monitoring Eurozone sentiment for just 20 cents an hour


text: Scotch: somebody from Scotland. "Scotch" is the preferred word for the nationality of Scotland. It is decisive and bold, like shall. It is also the name for a type of alcohol which the Scotch frequently get smashed on. According to reports, any Irish person who attempts to drink scotch whisky will instantly suffer a potato famine and be widely persecuted and forced to either assimilate with the cultures and languages of Great Britain, emigrate to America, or die and go to Hell. Fortunately, any Irishman or Irishwoman or Irishchild (they're savages over there, really) can now plead Britishness and get away with drinking scotch scot-free.


text:
These materials are the copyright of John Wiley & Sons, Inc. and any dissemination, distribution, or unauthorized use is strictly prohibited.
- Cory Gray
- 2 years ago
- Views:
3 DevOps IBM Limited Edition
5 DevOps IBM Limited Edition by Sanjeev Sharma
6 DevOps For Dummies, IBM Limited Edition Published by John Wiley & Sons, Inc. 111 River St. Hoboken, NJ Copyright 2014 by John Wiley & Sons, Inc., Hoboken, New Jersey No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, except as permitted under Sections 107 or 108 of the 1976 United States Copyright Act, without the prior written permission of the Publisher. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) , fax (201) , or online at Trademarks: Wiley, For Dummies, the Dummies Man logo, The Dummies Way, Dummies.com, Making Everything Easier, and related trade dress are trademarks or registered trademarks of John Wiley & Sons, Inc. and/or its affiliates in the United States and other countries, and may not be used without written permission. IBM and the IBM logo are registered trademarks of IBM. All other trademarks are the property of their respective owners. John Wiley & Sons, Inc., is not associated with any product or vendor mentioned in this book. LIMIT OF LIABILITY/DISCLAIMER OF WARRANTY: THE PUBLISHER AND THE AUTHOR MAKE NO REPRESENTATIONS OR WARRANTIES WITH RESPECT TO THE ACCURACY OR COMPLETENESS OF THE CONTENTS OF THIS WORK AND SPECIFICALLY DISCLAIM ALL WARRANTIES, INCLUDING WITHOUT LIMITATION WARRANTIES OF FITNESS FOR A PARTICULAR PURPOSE. NO WARRANTY MAY BE CREATED OR EXTENDED BY SALES OR PROMOTIONAL MATERIALS. THE ADVICE AND STRATEGIES CONTAINED HEREIN MAY NOT BE SUITABLE FOR EVERY SITUATION. THIS WORK IS SOLD WITH THE UNDERSTANDING THAT THE PUBLISHER IS NOT ENGAGED IN RENDERING LEGAL, ACCOUNTING, OR OTHER PROFESSIONAL SERVICES. IF PROFESSIONAL ASSISTANCE IS REQUIRED, THE SERVICES OF A COMPETENT PROFESSIONAL PERSON SHOULD BE SOUGHT. NEITHER THE PUBLISHER NOR THE AUTHOR SHALL BE LIABLE FOR DAMAGES ARISING HEREFROM. THE FACT THAT AN ORGANIZATION OR WEBSITE IS REFERRED TO IN THIS WORK AS A CITATION AND/OR A POTENTIAL SOURCE OF FURTHER INFORMATION DOES NOT MEAN THAT THE AUTHOR OR THE PUBLISHER ENDORSES THE INFORMATION THE ORGANIZATION OR WEBSITE MAY PROVIDE OR RECOMMENDATIONS IT MAY MAKE. FURTHER, READERS SHOULD BE AWARE THAT INTERNET WEBSITES LISTED IN THIS WORK MAY HAVE CHANGED OR DISAPPEARED BETWEEN WHEN THIS WORK WAS WRITTEN AND WHEN IT IS READ. For general information on our other products and services, or how to create a custom For Dummies book for your business or organization, please contact our Business Development Department in the U.S. at , contact or visit For information about licensing the For Dummies brand for products or services, contact ISBN (pbk); ISBN (ebk) Manufactured in the United States of America
7 Table of Contents Introduction... 1 About This Book... 1 Icons Used in This Book... 2 Beyond the Book... 2 Chapter 1: What Is DevOps?... 3 Understanding the Business Need for DevOps... 3 Recognizing the Business Value of DevOps... 4 Enhanced customer experience... 5 Increased capacity to innovate... 5 Faster time to value... 6 Seeing How DevOps Works... 6 Develop and test against production-like systems... 6 Deploy with repeatable, reliable processes... 7 Monitor and validate operational quality... 8 Amplify feedback loops... 8 Chapter 2: Looking at DevOps Capabilities... 9 Paths to DevOps Adoption... 9 Plan and Measure Develop and Test Collaborative development Continuous testing Release and Deploy Monitor and Optimize Continuous monitoring Continuous customer feedback and optimization Chapter 3: Adopting DevOps People in DevOps DevOps culture Identifying business objectives Create an environment of sharing DevOps team... 18
8 vi DevOps For Dummies, IBM Limited Edition Process in DevOps DevOps as a business process Change management process DevOps practices Release planning Continuous integration Continuous delivery Continuous testing Continuous monitoring and feedback Continuous improvement Technology in DevOps Infrastructure as Code Delivery pipeline Development environment Build stage Package repository Test environment Stage and production environments Deployment automation and release management Deployment automation Release management Chapter 4: Solving New Problems with DevOps Cloud Technology Mobile Applications ALM Processes Multiple-Tier Applications Supply Chains The Internet of Things Chapter 5: Ten DevOps Myths DevOps Is Only for Born on the Web Shops DevOps Is Operations Learning How to Code DevOps Is Just for Development and Operations DevOps Isn t for ITIL Shops DevOps Isn t for Regulated Industries DevOps Isn t for Outsourced Development No Cloud Means No DevOps DevOps Isn t for Large, Complex Systems DevOps Is Only about Communication DevOps Means Continuous Change Deployment... 38
10 Publisher s Acknowledgments We re proud of this book and of the people who worked on it. For details on how to create a custom For Dummies book for your business or organization, contact dummies.biz or visit For details on licensing the For Dummies brand for products or services, contact Wiley.com. Some of the people who helped bring this book to market include the following: Acquisitions, Editorial, and Vertical Websites Project Editor: Carrie A. Burchfield Editorial Manager: Rev Mengle Business Development Representative: Sue Blessing Custom Publishing Project Specialist: Michael Sullivan Composition Services Senior Project Coordinator: Kristie Rees Layout and Graphics: Carrie A. Cesavice Proofreader: Melissa Cossell Special Help: Bernard Coyne Publishing and Editorial for Technology Dummies Richard Swadley, Vice President and Executive Group Publisher Andy Cummings, Vice President and Publisher Mary Bednarek, Executive Director, Acquisitions Mary C. Corder, Editorial Director Publishing and Editorial for Consumer Dummies Kathleen Nebenhaus, Vice President and Executive Publisher Composition Services Debbie Stailey, Director of Composition Services Business Development Lisa Coleman, Director, New Market and Brand Development
11 Introduction DevOps (short for development and operations), like most new approaches, is only a buzzword for many people. Everyone talks about it, but not everyone knows what it is. In broad terms, DevOps is an approach based on lean and agile principles in which business owners and the development, operations, and quality assurance departments collaborate to deliver software in a continuous manner that enables the business to more quickly seize market opportunities and reduce the time to include customer feedback. Indeed, enterprise applications are so diverse and composed of multiple technologies, databases, end-user devices, and so on, that only a DevOps approach will be successful when dealing with these complexities. Opinions differ on how to use it, however. Some people say that DevOps is for practitioners only; others say that it revolves around the cloud. IBM takes a broad and holistic view and sees DevOps as a business-driven software delivery approach - an approach that takes a new or enhanced business capability from an idea all the way to production, providing business value to customers in an efficient manner and capturing feedback as customers engage with the capability. To do this, you need participation from stakeholders beyond just the development and operations teams. A true DevOps approach includes lines of business, practitioners, executives, partners, suppliers, and so on. About This Book In this book, I take a business-centric approach to DevOps. Today s fast-moving world makes DevOps essential to all enterprises that must be agile and lean enough to respond rapidly to changes such as customer demands, market conditions, competitive pressures, or regulatory requirements. If you re reading this book, I assume that you ve heard about DevOps but want to understand what it means and how your company can gain business benefits from it. This book is
12 2 DevOps For Dummies, IBM Limited Edition geared to executives, decision makers, and practitioners who are new to the field of DevOps, who seek more information about the approach, and who want to cut through the hype surrounding the concept to get to the meat of it. Icons Used in This Book You ll find several icons in the margins of this book. Here s what they mean. The Tip icon points out helpful information on various aspects of DevOps. Anything that has a Remember icon is something that you want to keep in mind. The Warning icon alerts you to critical information. Technical Stuff material goes beyond the basics of DevOps. It isn t essential reading, however. Beyond the Book You can find additional information about DevOps (and about IBM s approach to it) by visiting the following web pages: IBM DevOps Solution: DevOps the IBM approach (white paper): ibm.co/ 1a54r3m The Software Edge (study): IBM DevOps Products: jazz.net/products/devops
13 Chapter 1 What Is DevOps? In This Chapter Seeing a business need for DevOps Finding business value in DevOps Understanding DevOps principles Making any change in business as usual is always hard and usually requires an investment. So whenever an organization adopts any new technology, methodology, or approach, that adoption has to be driven by a business need. To develop a business case for adopting DevOps, you must understand the business need for it, including the challenges that it addresses. In this chapter, I give you the foundation you need to start building your case. Understanding the Business Need for DevOps Organizations want to create innovative applications or services to solve business problems. They may want to address internal business problems (such as creating a better customer relationship management system) or to help their customers or end-users (such as by providing a new mobile app). Many organizations aren t successful with software projects, however, and their failures are often related to challenges in software development and delivery. Although most enterprises feel that software development and delivery are critical, a recent IBM survey of the industry found that only 25 percent believe that their teams are effective. This execution gap leads to missed business opportunities.
14 4 DevOps For Dummies, IBM Limited Edition This problem is further amplified by a major shift in the types of applications that businesses are required to deliver, from systems of record to systems of engagement: Systems of record: Traditional software applications are large systems that function as systems of record, which contain massive amounts of data and/or transactions and are designed to be highly reliable and stable. Because these applications don t need to change often, organizations can satisfy their customers and their own business needs by delivering only one or two large new releases a year. Systems of engagement: With the advent of mobile communications and the maturation of web applications, systems of record are being supplemented by systems of engagement, which customers can access directly and use to interact with the business. Such applications must be easy to use, high performing, and, systems require rapid change to address customers changing needs and evolving market forces. Because systems of engagement are used directly by customers, they require intense focus on user experience, speed of delivery, and agility in other words, a DevOps approach. Systems of engagement aren t isolated islands and are often tied to systems of record, so rapid changes to systems of engagement result in changes to systems of record. Indeed any kind of system that needs rapid delivery of innovation requires DevOps. Such innovation is driven primarily by emerging technology trends such as cloud computing, mobile applications, Big Data, and social media, which may affect all types of systems. I discuss these emerging technologies in light of DevOps in Chapter 4. Recognizing the Business Value of DevOps DevOps applies agile and lean principles across the entire software supply chain. It enables a business to maximize the speed of its delivery of a product or service, from initial idea to production release to customer feedback to enhancements based on that feedback.
15 Chapter 1: What Is DevOps? 5 Because DevOps improves the way that a business delivers value to its customers, suppliers, and partners, it s an essential business process, not just an IT capability. DevOps provides significant return on investment in three areas: Enhanced customer experience Increased capacity to innovate Faster time to value I discuss all three areas in the following sections. Enhanced customer experience Delivering an enhanced (that is, differentiated and engaging) customer experience builds customer loyalty and increases market share. To deliver this experience, a business must continuously obtain and respond to customer feedback, which requires mechanisms to get fast feedback from all the stakeholders in the software application that s being delivered: customers, lines of business, users, suppliers, partners, and so on. In today s world of systems of engagement (see Understanding the Business Need for DevOps, earlier in this chapter), this ability to react and adapt in an agile manner leads to enhanced customer experience and loyalty. Increased capacity to innovate Modern organizations use lean thinking approaches to increase their capacity to innovate. Their goals are to reduce waste and rework and to shift resources to higher-value activities. An example of a common practice in lean thinking is A-B testing, in which organizations ask a small group of users to test and rate two or more sets of software that have different capabilities. Then the better-capability set is rolled out to all users, and the unsuccessful version is rolled back. Such A-B testing is realistic only with efficient and automated mechanisms such as those that DevOps facilitates.
16 6 DevOps For Dummies, IBM Limited Edition Faster time to value Speeding time to value involves developing a culture, practices, and automation that allow for fast, efficient, and reliable software delivery through to production. DevOps, when adopted as a business capability, provides the tools and culture required to facilitate efficient release planning, predictability, and success. The definition of value varies from organization to organization and even from project to project, but the goal of DevOps is to deliver this value faster and more efficiently. Seeing How DevOps Works The DevOps movement has produced several principles that have evolved over time and are still evolving. Several solution providers, including IBM, have developed their own variants. All these principles, however, take a holistic approach to DevOps, and organizations of all sizes can adopt them. These principles are Develop and test against production-like systems Deploy with repeatable, reliable processes Monitor and validate operational quality Amplify feedback loops I describe the principles in more detail in the following sections. Develop and test against production-like systems This principle stems from the DevOps concept shift left, in which operations concerns move earlier in the software delivery life cycle, toward development (see Figure 1-1).
17 Chapter 1: What Is DevOps? 7 Figure 1-1: The shift-left concept moves operations earlier in the development life cycle. The goal is to allow development and quality assurance (QA) teams to develop and test against systems that behave like the production system, so that they can see how the application behaves and performs well before it s ready for deployment. The first exposure of the application to a productionlike system should be as early in the life cycle as possible to address two major potential challenges. First, it allows the application to be tested in an environment that s close to the actual production environment the application will be delivered to; and second, it allows for the application delivery processes themselves to be tested and validated upfront. From an operations perspective, too, this principle has tremendous value. It enables the operations team to see early in the cycle how their environment will behave when it supports the application, thereby allowing them to create a fine-tuned, application-aware environment. Deploy with repeatable, reliable processes As the name suggests, this principle allows development and operations to support an agile (or at least iterative) software development process all the way through to production. Automation is essential to create processes that are iterative, frequent, repeatable, and reliable, so the organization must create a delivery pipeline that allows for continuous, automated deployment and testing. I talk more about delivery pipelines in Chapter 3.
18 8 DevOps For Dummies, IBM Limited Edition Frequent deployments also allow teams to test the deployment processes themselves, thereby lowering the risk of deployment failures at release time. Monitor and validate operational quality Organizations typically are good at monitoring applications and systems in production because they have tools that capture production systems metrics in real time. But they monitor in a siloed and disconnected manner. This principle moves monitoring earlier in the life cycle by requiring that automated testing be done early and often in the life cycle to monitor functional and non-functional characteristics of the application. Whenever an application is deployed and tested, quality metrics should be captured and analyzed. Frequent monitoring provides early warning about operational and quality issues that may occur in production. These metrics should be captured in a format that all business stakeholders can understand and use. Amplify feedback loops One goal of DevOps is to enable organizations to react and make changes more rapidly. In software delivery, this goal requires an organization to get quick feedback and then learn rapidly from every action it takes. This principle calls for organizations to create communication channels that allow all stakeholders to access and act on feedback. Development may act by adjusting its project plans or priorities. Production may act by enhancing the production environments. Business may act by modifying its release plans.
19 Chapter 2 Looking at DevOps Capabilities In This Chapter Understanding the reference architecture of DevOps Considering four paths to DevOps adoption The capabilities that make up DevOps are a broad set that span the software delivery life cycle. Where an organization starts with DevOps depends on its business objectives and goals what challenges it s trying to address and what gaps in its software delivery capabilities need to be filled. In this chapter, I look at a DevOps reference architecture and the various ways that it enables a business to use DevOps. Paths to DevOps Adoption A reference architecture provides a template of a proven solution by using a set of preferred methods and capabilities. The DevOps reference architectures discussed in this chapter help practitioners access and use the guidelines, directives, and other material that they need to architect or design a DevOps platform that accommodates people, processes, and technology (see Chapter 3). A reference architecture provides capabilities through its various components. These capabilities in turn may be provided by a single component or a group of components working together. Therefore, you can view the DevOps reference architecture, shown in Figure 2-1, from the perspective of the
20 10 DevOps For Dummies, IBM Limited Edition core capabilities that it s intended to provide. As the abstract architecture evolves to concrete form, these capabilities are provided by a set of effectively enabled people, defined practices, and automation tools. Figure 2-1: DevOps reference architecture. The DevOps reference architecture shown in Figure 2-1 proposes the following four sets of adoption paths: Plan and measure Develop and test Release and deploy Monitor and optimize In the following sections, I take a detailed look at these adoption paths. Plan and Measure This adoption path consists of one practice that focuses on the lines of business and their planning processes: continuous business planning. Businesses need to be agile and able to react quickly to customer feedback. Consequently, many businesses today employ lean thinking techniques. These techniques involve starting small by identifying the outcomes and resources
21 Chapter 2: Looking at DevOps Capabilities 11 needed to test the business vision or value, and then continuously adapting and adjusting based on customer feedback. To achieve these goals, organizations measure progress, find out what customers really want, and then shift direction by updating their business plans accordingly, allowing them to make continuous trade-off decisions in a resource constrained environment. Develop and Test This adoption path involves two practices: collaborative development and continuous testing. As such, it forms the core of development and quality assurance (QA) capabilities. Collaborative development Software delivery efforts in an enterprise involve large numbers of cross-functional teams, including lines-of-business owners, business analysts, enterprise and software architects, developers, QA practitioners, operations personnel, security specialists, suppliers, and partners. Practitioners from these teams work on multiple platforms and may be spread across multiple locations. Collaborative development enables these practitioners to work together by providing a common set of practices and a common platform they can use to create and deliver software. One core capability included within collaborative development is continuous integration (see Figure 2-2), a practice in which software developers continuously or frequently integrate their work with that of other members of the development team. Figure 2-2: Collaboration via continuous integration.
22 12 DevOps For Dummies, IBM Limited Edition Continuous integration was made popular by the agile movement. The idea is for developers to regularly integrate their work with that of the rest of the developers on their team and then test the integrated work. In the case of complex systems made up of multiple systems or services, developers also regularly integrate their work with other systems and services. Regular integration of results leads to early discovery and exposure of integration risks. In complex systems, it also exposes known and unknown risks both technical and schedule-related. Continuous testing Continuous integration (see the preceding section) has several goals: Enable ongoing testing and verification of code Validate that the code produced and integrated with that of other developers and other components of the application functions and performs as designed Continuously test the application being developed Continuous testing means testing earlier and continuously across the life cycle, which results in reduced costs and shortened testing cycles and achieved continuous feedback on quality. This occurs by adopting capabilities like automated testing and service virtualization. Service virtualization is the new capability for simulation of production-like environments and makes continuous testing feasible. Release and Deploy Release and deploy forms the adoption path where most of the root capabilities of DevOps originated. Continuous release and deployment take the concept of continuous integration to the next step. The practice that enables release and deploy also enables the creation of a delivery pipeline (see Chapter 3). This pipeline facilitates continuous deployment of software to QA and then to production in an efficient, automated manner. The goal of continuous release and deployment is to release new features to customers and users as soon as possible.
23 Chapter 2: Looking at DevOps Capabilities 13 Most of the tooling and processes that make up the core of DevOps technology exist to facilitate continuous integration, continuous release, and continuous deployment. I discuss these topics in more detail in later chapters. Monitor and Optimize The monitor and optimize adoption path includes two practices that allow businesses to monitor how released applications are performing in production and to receive feedback from customers. This data allows the businesses to react in an agile manner and change their business plans as necessary. Continuous monitoring Continuous monitoring provides data and metrics to Operations, QA, Development, lines-of-business personnel, and other stakeholders about applications at different stages of the delivery cycle. These metrics aren t limited to production. Such metrics allow stakeholders to react by enhancing or changing the features being delivered and/or the business plans required to deliver them. Continuous customer feedback and optimization The two most important types of information that a software delivery team can get are data about how customers use the application and feedback that those customers provide upon using the application. New technologies allow businesses to capture customer behavior and customer pain points right as they use the application. This feedback allows different stakeholders to take appropriate actions to improve the applications and enhance customer experience. Lines of business may adjust their business plans, development may adjust the capabilities it delivers, and operations may enhance the environment in which the application is deployed. This continuous feedback loop is an essential component of DevOps, allowing businesses to be more agile and responsive to customer needs.
24 14 DevOps For Dummies, IBM Limited Edition
25 Chapter 3 Adopting DevOps In This Chapter Making people more efficient Streamlining processes Choosing the right tools Adopting any new capability typically requires a plan that spans people, process, and technology. You can t succeed in adopting new capabilities especially in an enterprise that has multiple, potentially distributed stakeholders without taking into consideration all three aspects of the capabilities being adopted. In this chapter, I discuss the people, process, and technology aspects of DevOps. Although the name DevOps suggests development- and operations-based capabilities, DevOps is an enterprise capability that spans all stakeholders in an organization, including business owners, architecture, design, development, quality assurance (QA), operations, security, partners, and suppliers. Excluding any stakeholder internal or external leads to an incomplete implementation of DevOps. People in DevOps This section addresses the people aspect of adopting DevOps, including creating the necessary culture.
26 16 DevOps For Dummies, IBM Limited Edition DevOps culture At its root, DevOps is a cultural movement; it s all about people. An organization may adopt the most efficient processes or automated tools possible, but they re useless without the people who eventually must execute those processes and use those tools. Building a DevOps culture, therefore, is at the core of DevOps adoption. A DevOps culture is characterized by a high degree of collaboration across roles, focus on business instead of departmental objectives, trust, and high value placed on learning through experimentation. Building a culture isn t like adopting a process or a tool. It requires (for lack of a better term) social engineering of teams of people, each with unique predispositions, experiences, and biases. This diversity can make culture-building challenging and difficult. Lean and agile transformation practices are at the core of DevOps, and if your organization has already applied these, they can be leveraged to help adopt a DevOps culture. Identifying business objectives The first task in creating a culture is getting everyone headed in the same direction and working toward the same goal, which means identifying common business objectives for the team and the organization as a whole. It s important to incent the entire team based on business outcomes versus conflicting team incentives. When people know what common goal they re working toward and how their progress toward that goal is going to be measured, there are fewer challenges from teams or practitioners that have their own priorities. DevOps isn t the goal. It helps you reach your goals. Chapter 4 highlights several new business challenges that DevOps addresses. Your organization can use those challenges as a starting point to identify goals that it wants to achieve; then it can develop a common set of milestones toward those goals for different teams of stakeholders to use.
27 Chapter 3: Adopting DevOps 17 Measuring culture is extremely difficult. How do you accurately measure improved collaboration or improved morale? You could take a direct measure of attitudes and team morale by taking surveys, but surveys can have a high statistical error rate, as teams usually are small. Conversely, you can take an indirect measure by tracking how often a Measuring culture development team member reaches out to a member of an operations or QA team to collaborate on resolving an issue without going through official channels or multiple layers of management. Collaboration and communication across stakeholders that s the culture of DevOps. Create an environment of sharing After identifying common business objectives, the next step in building a DevOps culture requires the leaders of the organization to work with their teams to create an environment and culture of collaboration and sharing. Leaders must remove any self-imposed barriers to cooperation. Typical measurements reward operations teams for uptime and stability, and reward developers for new features delivered, but they pit these groups against each other. Operations knows that the best protection for production is to accept no changes, for example, and Development has little incentive to focus on quality. Replace these measurements with shared responsibility for delivering new capabilities quickly and safely. The leaders of the organization should further encourage collaboration by improving visibility. Establishing a common set of collaboration tools is essential, especially when teams are geographically distributed and can t work together in person. Giving all stakeholders visibility into a project s goals and status is crucial for building a DevOps culture based on trust and collaboration. Sometimes, building a DevOps culture requires people to change. Those who are unwilling to change that is, to adopt the DevOps culture may need to be reassigned.
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Madrid: The mothers of Spanish players David Silva, Juan Mata and Javi Martinez cooked and sent them their favourite dishes to their camp, to help boost their morale ahead of their World Cup Group B clash against Chile yesterday.
The mothers expressed their sadness after Spain were thrashed 1-5 by the Netherlands on Friday. But they said that Spain were still a candidate for the title and they will travel to Brazil to support their sons if they reach the quarter-finals, reports EFE.
Mata's mother Marta stressed that her son and his teammates want to beat Chile and keep their title ambitions alive.


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Architecture, The Cool Houses Hotel R 15
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Cameron Van Winkle said the moment was set up perfectly.
It was just before halftime of Snoqualmie (Wash.) Mount Si's homecoming game and the senior kicker was one field goal away from setting the state's career record.
He lined up for a 30-yard kick and when it sailed through the uprights, his teammates spilled onto the field to celebrate with him.
"It was great to break the field-goals record," the Washington commit said. "It felt good. It's been a long goal that I've had all season."
Van Winkle has been working toward the record since he found out he was getting close at the end of last season. But the Wildcats have scored so many touchdowns this year, he hasn't gotten many opportunities to kick field goals.
"I've just been waiting patiently this whole season," he said.
One week after kicking his 34th field goal on Oct. 5, which broke the mark held by Washington State kicker Andrew Furney during his high school career at Burlington-Edison (Wash.), Van Winkle added a 35th against Bellevue (Wash.), which is ranked No. 3 in the nation in the ESPN 25 Power Rankings.
The next day he celebrated his birthday at CenturyLink Field, watching Washington's 24-14 loss to USC.
"Too bad we couldn't win," he said.
The Huskies lost, but Van Winkle enjoyed the game. He also attended Washington's upset win over Stanford and said he has been impressed with how loud it gets at CenturyLink Field.
"It gets so loud there," he said. "It was so cool."
While he won't be kicking at the Huskies' temporary home next season -- Washington opens up a renovated Husky Stadium in 2013 -- Van Winkle is looking forward to the opportunity to kick in front of more than 70,000 fans.
"It's going to be crazy," he said.


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General Electric (GE) has agreed to settle a lawsuit charging it with wrongdoing in the sale of securities backed by residential mortgages.
The lawsuit is one of 18 filed by the Federal Housing Finance Agency against some of the nation's biggest sponsors of mortgage-backed securities during the run-up to the housing crisis. It charged GE with misleading Freddie Mac into buying $549 million in securities over a roughly three-month period starting in September 2005.
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