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Description
OpenShift Commons Gathering
Milan Italy 2019
Title: Case Study OpenShift @ SIA
Speakers: Nicola Nicolotti SIA SpA | Matteo Combi SIA SpA
A
Good
morning,
everyone
I'm
matteo
combi
I'm,
a
solution
architect
with
me.
There
was
nicola
nicolotti,
who
discussed
with
me
with
other
people,
an
introduction
to
the
open
shift
platform
soon,
our
company-
we
are
here
today
not
so
much
to
talk
about
technical
particularities
of
the
particular
solutions
that
we
have
chosen
to
implement
in
our
projects,
but
because
we
thought
it
was
important
in
an
event
like
this,
where
the
sharing
of
experiences
should
be
one
of
the
main
things
that
we
face.
A
What
has
been
our
experience
and
what
has
been
it
is
necessary
to
change
at
the
level
of
business
processes
at
the
level
of
the
organization,
because
both
for
those
who
do
not
know
it,
it
is
not
really
a
start-up.
It
is
a
consolidated
company.
It
is
a
company
that
has
well-defined
processes
of
values
in
which
it
recognizes
itself
and
therefore
to
try
to
deliver
services
in
a
different
way.
It
was
necessary
to
intervene
not
only
from
a
technological
point
of
view,
but
also
from
a
human
point
of
view,
more
of
process
more
of
organization.
A
Very
briefly,
the
projects
that
we
went
to
choose
to
be
provided
on
this
platform
were
two
towards
the
end
of
2017.
This
need
emerged
from
many
quarters
of
having
to
deliver
in
a
different
way
from
the
traditional
one.
We
were
used
to
two
projects,
a
first
in
the
psd
2
area,
to
prepare
for
what
would
have
been
the
entry
into
force
of
psd
2,
which
went
on
the
air
a
few
days
ago.
A
Therefore,
with
the
need
to
reduce
time
to
market
and
increase
flexibility,
while
another
project
that
I
followed
more
directly
concerned
the
refactoring
back
of
payments,
with
the
need
for
high
scalability
and
stability
of
the
system
for
psp
2
for
introduce
the
very
high-level
project.
For
a
moment,
the
characteristics
were
to
have
the
need
to
easily
expose
one's
own
services.
A
Integration
with
third-
party
services
accelerate
the
development
of
these
services,
as
well
and
of
the
environments
where
it
was
possible
to
experiment
thinking
with
collaboration,
more
subjects
than
pies,
then
try
and
see
what
happens
if
the
solution
goes?
Well,
you
go
ahead.
If
you
don't
think
about
it,
this
project
was
high-
tech
and
infrastructural
because
it
is
a
pisi
project.
Aicomply
hunt
saw
the
introduction
of
an
ep
gateway
like
triskele.
There
was
a
lot
of
security
focus
on
people
in
network
level.
Limitations
like
f5
on
certificate
management,
while
the
other
project
had
saw
different
complexities.
A
We
had
a
scalability
request
to
withstand
traffic
peaks,
high
performance
and
the
reduction,
if
not
the
cancellation
of
downtime
in
the
release
phase
as
technical
objectives.
Therefore,
summarizing,
as
I
said
before,
we
had
the
implementation
of
ep
management.
On
the
one
hand,
cluster
h,
on
the
other,
while
we
have
also
set
ourselves
non-
technical
objectives,
to
reduce
release
times
for
all
projects
and
also
encourage
collaboration
between
operations,
that
a
somewhat
more
traditional
organization
have
always
been
two
quite
divided
realities.
A
A
I
was
lucky
enough
to
confront
myself
even
with
various
people
from
situations
similar
to
ours,
and
the
fact
that
we
also
encountered
difficulties
in
other
personal
three
groups
in
other
companies
was
a
bit
like
saying
a
source
of
heartened.
It
gave
us
some
confirmation
because
in
any
case,
we
understood
that
there
are
theories,
but
then
to
really
apply
a
change
at
the
level
of
processes.
At
the
level
of
innovation
management,
it
is
necessary
to
find
what
one's
balance
is
and
then
try
to
bring
these
best
practices
into.
What
is
the
company
reality.
A
Despite
this,
after
a
few
months,
we
have
started,
we
managed
to
bring
the
first
features
into
production,
which
also
worked
quite
well,
but
some
problems
still
remained
because
we
still
had
a
certain
difficulty
in
providing
the
services
linked
to
the
lack
of
knowledge
of
the
platforms.
We
had
problems
that
remained
in
the
corridors
in
the
sense
which
were
those
problems
perhaps
related
to
cross-skills.
So
one
team
hadn't
acquired
that
extra
skill
needed
to
deliver
the
other
on
a
platform
like
openshift
and
problems
remained
there
without
for
a
real
solution.
A
There
was
also
a
certain
lack
of
empathy,
perhaps
in
the
group,
because
remaining
in
a
very
divided
organization
triggers
those
dynamics
of
conflict
between
the
various
groups
and
linked
to
the
first
point,
however,.
There
weren't
those
transversal
skills
that
made
it
possible
to
manage
the
services
in
a
calm
and
serene
way
a
system
actually
in
production.
A
This
to
represent
the
fact
that,
since
we
started
managing
the
project
approach
differently
to
delivering
these
systems,
many
more
many
more
tasks
were
completed.
With
greater
knowledge,
we
were
able
to
target
the
production
environment
for
both
projects
that
we
had
prefixes
to
immigrate
on
the
new
platform.
Centering,
the
release
dates
how
we
did
it
true,
explain
now
nicola,
to
whom
I
leave
the
floor.
B
B
Respect
practically
in
development
now,
what
is
she
theme
is
a
year
is
one
that
is
a
well-known
television
series.
In
reality,
it
is
not
and
I
fear
it
is
nothing
more
than
a
group.
It
is
already
the
that
arises
in
both
as
a
response
to
the
problems
of
integration
of
the
two
services,
then
psd
2
and
the
other
payment
service
that
had
to
be
practically
expected
disbursed
on
the
platform
for
in
shift.
B
One
of
the
reasons
why
the
company
has
focused
on
pain
shift
is,
and
was
to
bring
development
closer
to
disbursement
this,
to
respond
to
the
change,
which
is
a
requirement,
let's
say
very
often,
required
by
the
development
supplier
rather
than
launching
a
platform
that
was
stable,
and
this
instead
is
one
and
sends
bull
instead
for
the
delivery.
In
reality,
the
adoption
of
openshift
within
the
ecosystem.
We
have
therefore,
made
up
of
people,
structures,
values
rather
than
processes,.
It
was
like
a
sounding
board
amplified
the
distance
between
development
and
delivery
is.
B
Above
all,
in
light
of
all
the
limits
deriving
from
a
water-full
approach
to
projects,,
rather
as
matteo
lack
said
well
before
of
a
new,
with
dvd,
with
shared
very
often,
this
lack
again
to
shared
that
this
door
to
door
and
the
different
areas
of
expertise
to
deal
only
with
the
issues
of
relevance
and
everything
in
between
very
often
not
taken
into
consideration
and
lester.
There
parked
in
the
corridors.
As
matteo
said
at
this
point,
the
team
theme
was
born.
B
What
the
problem
was,
the
team
was
being
hired
and
the
people
being
hired
were
all
committees
to
resolve
of
the
problem
and
what
was
instead
not
taken
into
consideration.
Was
the
achievement
of
the
business
objective
go
into
production?
The
change
occurred
when
the
team
suspended
activities
for
a
moment
and
began
to
map
the
activities
rather
than
the
problems
using
as
value.
A
B
B
We
decided
to
take
a
step
forward
so
that
we
could
take
full
advantage
of
what
was
the
engineering
support.
Redacted
point.
Next
to
these,
let's
say
technical
moments.
There
were
more
formal
moments,
and
in
this
case
it
must
be
sincere,
also
supported
by
the
office
of
personnel.
One
of
these
was
the
declaration
of
our
manifesto,
in
which
the
team
decided
to
declare
in
a
let's
say,
formal
way.
What.
B
Its
objectives
were,
and
this
it
did
mainly
because
we
wanted
to
be
visible,
not
as
a
group
that
it
moves
in
a
patrol
way
that
practically
does
not
intervene
in
the
activities
of
the
offices.
We
also
wanted
to
be
transparent
and
measurable.
To
do
this,
the
team
has
begun
to
give
itself
roles,
so
we
have
the
team
team
leader
an
on
air
product
rather
than
the
team
of
development
also
supports
the
project
manager
who
is,,
let's
say,
a
service
or
the
old,,
let's
say
a
project
management
model.
B
In
this
case,
the
role
of
the
product
on
air
was
of
great
importance.
To
these
figures
were
assigned
the
task
of
practically
defining
the
activities
and,
above
all,
to
convey
to
the
other
team
members
that
the
value
that
that
activity
would
have
had
in
the
context,,
let's
say
for
the
purpose,
therefore,
of
achieving
business
objectives.
B
Furthermore,
each
team
also
gave
itself
the
tools
and
events
it
decided
to
meet
on
a
low
or
weekly
basis,
and
the
planning
of
the
activity
was
on
a
weekly
basis.
He
decided
to
use
confluence
and
runs
as
then
tools
for
documentation
is
task
management
and
finally,
within
the
company
directory,
a
group
was
chosen.
The.
B
B
Therefore,
the
objectives
we
wanted
to
achieve
they
were
those
of
visibility,
transparency
and
being
above
all,
measurable.
Now,
as
we
have
promoted
the
practices
and
already
the
both
the
models,
let's
say
there
can
be
many
bells
scrum.
They
are,
let's
say
the
reference
ones.
The
theme
has
decided
to
mainly
use
the
Campania
model.
B
This
is
because
it
is
a
less
restrictive
model
for
less
constraints,
and
let's
say
it
allows
you
to
gradually
change
things
and
also
allows
people
to
work
in
an
almost
more
natural
way
and
compared
to
the
way
we
worked,.
Let's
say
this
here
is
a
slide
showing
our
cambon
board,
and
then
we
have
another
one
that
the
scrum
border.
Actually,
we
also
experimented
in
waste
in
what
in
scrum
is
defined
as
sprint.
We
did
this
in
a
few
moments.
B
The
openshift
pas
is
was
in
turn,
considered
as
a
product,
and
let
me
pass
the
term.
It
happened
that
some
team
members
were
or
promoted
to
ready
on
air
open
shift.
These
are
given
the
task
of
increasing
the
functionality
of
openshift
in
order
to
add
services
to
the
service
of
the
services
provided,.
A
B
Example,
I
imagine
a
volt
system
to
secure
credentials
or
rather
than
the
possibility
of
using
operators.
The
second
thing
these
two
people
do
is
to
intercept
the
needs
of
all
the
other
teams
that
require
openshift
and
see
if
the
their
need
is
really
satisfied
by
the
use
of
the
open
platform.
Of
course,
now
the
types-
and
it
is
clear
that
many
indicators
run
inside
it
and,
let's
say
today,
I
present
three
those
that
are
planned
for
me
here
is
the
team
workload.
This
demonstrates
how
the
activities
had
an
impact
on
various
organizational
areas.
B
Those
who
manage
triskell,
rather
than
rather
than
monitoring
testing,
have
been
impacted
development
in
red.
Instead,
there
is
a
product
backlog
item
which
instead
does
not
pertain
to
any
office.
The
blog
backlog,
the
fords
that
the
producers
have
owed
are
collected.
The
activities
therefore
linked
to
producers
in
the
generation
and
population
of
the
product
backlog
and
in
its
continuous
refinement
this
to
say
that
the
methodology
already
and
does
not
consist
only
in
carrying
out
activities,
but
also
consists
in
knowing
how
to
explain
them
and
also
detail.
B
This
other
instead
slide
indicates
how
the
product
had
an
impact
on
the
team's
activities.
So
this
is
the
reason
why
openshift
in
turn
was
considered
a
product
because
of
the
activities
we
had
to
do
under
shift
were
equal
to
those
we
had
to
do
on
the
service
to
be
able
to
do
it
instead.
Bringing
this
slide
to
delivery
is
the
most
significant
for
me,
because
it
shows
the
evolution
and
the
states.
A
B
The
team
has
gone
through.
The
first
is
precisely
the
phase
of
populating
the
backlog
when
the
team
stopped
and
decided
what
it
wanted
to
do.
The
second
part
instead
is
that
of
study.
In
this
second
phase.
Therefore,
the
team
experimented
it
formed
and
began
to
create
its
dynamics.
The
third
part.
Instead,
when
the
team
began
to
perform
and
therefore
to
actually
produce.
A
B
An
important
thing,
the
two
go
live
dates,.
This
demonstrates
the
fact
that,
although
there
were
therefore
some
very
specific
appointments,
the
team
was
not
absorbed
substantially.
The
team's
activity
did
not
undergo
substantial
changes.
It
went
to
regulate
as
if
nothing
had
been
absorbed.
In
practice,
the
production
dates
that
very
often
they
are
those
moments
in
which
more
confusion
is
generated
or
more.