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From YouTube: OpenShift Commons Gathering at Red Hat Summit 2018 Six Group Case Study - Codrin Bucur(Red Hat)
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A
Hi
everyone,
my
name,
is
Corinne
bokor
I'm,
a
consulting
architect
for
Red,
Hat,
Switzerland
and
I
will
attempt
to
do
the
slides
of
my
customer
six-six
group.
Unfortunately
David,
who
is
the
head
of
IT,
is
just
landed,
so
it's
tight
for
him
to
get
here,
but
he
will
be
here
throughout
the
actual
event
the
whole
week.
So
you
will
have
the
chance,
after
this
slide
deck,
to
asked
him
directly
about
the
six
experience
without
having
a
red
head
proxy
between
this
stage
is
normally
for
customers.
A
A
So
a
bit
about
six
is
six
is
a
quite
important
company
in
the
financial
sector
in
Switzerland.
Although
it's
it's
quite
small,
it's
not!
So,
no,
maybe
when
you
think
about
Switzerland
and
finance,
you
think
about
UBS
credits
with
some
of
these
large
banks,
but
Swiss
six
has
been
evolving
the
Swiss
financial
market,
since
at
least
nineteen
thirty,
when
one
of
the
divisions
of
six
was
created,
but
since
they
are
involved
also
with
the
managing
the
entire
Swiss
Stock
Exchange,
which
was
actually
founded
around
1850.
A
They
really
have
a
lot
of
history
in
the
in
the
Swiss
market.
They
have
quite
a
lot
of
financial
instruments
up
to
20
million.
They
have
just
four
thousand
employees,
so
is
not
a
large
company
as
UBS
and
Credit
Suisse,
for
example,
and
part
of
it
quite
a
large
number.
Our
engineers
are
about.
700
of
them
are
in
engineering
and
they
are
quite
involved
in
maintaining
a
lot
of
applications
in
the
financial
sector
across
six
divisions.
A
So
among
these
divisions,
some
of
the
most
important
one
as
I
mentioned
is
the
Swiss
Stock
Exchange,
which
they
think
is
the
fastest
in
the
world.
It
could
be
because
it's
Swiss,
but
definitely
has
a
lot
of
Technology
there
and
it's
quite
a
strong
IT
team
behind
it.
The
other
important
division
is
the
six
payment
services.
This
is
where
six
is
quite
involved.
They
provide
the
level
of
Switzerland,
probably
99-
percent,
of
the
credit
card
machines
for
transactions
ATM.
A
So
when
you
go
shopping
in
Switzerland,
which
is
a
very
cheap
country,
you
probably
use
some
of
their
hardware
and
behind
it
the
back-end
software.
They
also
provide
the
security
services
and
they
transact
a
lot
of
the
financial
instruments
inside
the
Swiss
market
and
for
all
of
these
type
of
divisions.
They
have
a
lot
of
software
behind
so
because
of
this
around
2015.
A
This
is
the
the
slide
deck
the
customer
prepared
exactly
for
the
DevOps
part
and
I'll
do
my
best
to
impersonate
the
customer.
They
started
on
a
on
a
journey
for
DevOps
and
most
one
of
the
most
important
things
they
wanted
to
to
look
at
is
how
they
can
collaborate.
They
have
six
divisions
each
one
in
its
own
IT.
They
had
a
lot
of
duplication.
A
lot
of
things
are,
let's
say,
more
conservative,
especially
at
risk
for
financial
companies,
so
they
really
needed
to
go
much
faster
and
they
created
a
vision
around
DevOps.
A
They
embarked
in
this
way
before
they
started
to
look
at
open
shift
actually,
and
they
also
created
some
nice
t-shirts
that
you
will
see
a
bit
later.
How
do
they
look
like,
but
the
main
drivers
for
six-two
to
do
this
and
to
try
to
change
the
culture
around
them
were,
of
course,
the
quite
known
one,
but
but
quite
important
for
them
as
well,
so
they
wanted
to
increase
their
efficiency.
They
wanted
to
actually
go
faster
to
market
the.
A
They
have
a
lot
of
pressure
from
other
companies
with
Team
Switzerland
and
from
outside,
because
they're
also
involved
in
the
international
sphere
as
well.
They
have
a
lot
of
number
of
deployments
and
large
number
of
applications
quite
a
few
technologies
to
develop
them.
Many
many
environments
so--but.
All
of
this
in
mind.
They
needed
something
not
only
on
the
software
side,
but
also
on
the
way
they
work.
So
the
the
main
thing
that
they
started
to
look
at
is
what
what
is
blocking
them.
A
What
are
the
impediments
that
they
have
to
achieve
their
their
goals,
to
have
all
the
devops
in
place,
and
these
are
the
things
that
they
faced
during
the
the
DevOps
initiatives,
but
also
before
they
thought
about
what
was
going
to
block
it.
Of
course,
some
of
the
things
are
the
cultural.
This
is.
This
is
not
easy
to
change,
but
also
the
way
the
leaders
could
fall
back
to
their
own
behaviors
in
in
the
Swiss
corporate
world.
You
might
not
know,
but
it's
quite
a
structure.
A
All
of
the
people
are
actually
also
involved
in
a
Swiss
Army.
So
it's
it
is
not
a
very
flexible
organization.
Sometimes
so
it's
not
easy
to
to
have
a
easygoing
discussion
with
anyone
across
any
levels.
The
of
course
the
the
roles
are
quite
defined
and
just
to
think
in
roles
and
and
it's
quite
common
and
to
do
not
think
in
them
and
try
to
have
a
cross-cutting
across
domain
expertise
and
be
multiple
things.
Wear
multiple
hats
is
not
so
common,
so
this
were
the
main
challenges.
A
On
the
other
hand,
they
there
are
many
success
factors
and
things
that
actually
helped
in
this
company
and
they
identified
them
and
they
really
implement
it
and
put
them
in
practice.
I
had
a
chance
to
be
embedded
at
the
customer
for
more
than
a
year,
and
a
half
and
I
had
the
chance
to
see
that
this
works.
Actually,
so
a
more
important
thing
that
they
looked
at
is
how
do
they
build?
A
The
teams,
how
do
they
build
a
DevOps
team
and
how
they
allow
these
teams
to
to
decide
locally
and
not
from
the
top
down,
but
from
bottom
up
how
to
handle
conflicts
and,
above
all,
they
wanted
to
have
fun
six
being
six.
Of
course,
they
came
with
six
dimensions
of
DevOps,
five
plus
one
and,
of
course,
the
central
one-
and
this
is
how
they
look
at
DevOps-
is
the
the
mindset
and
the
attitude.
So
this
is
as
I
mentioned
earlier.
A
This
is
what
has
to
change,
especially
an
organization
like
like
six,
but
of
course,
they
also
looked
at
the
way,
the
organization,
the
processes
that
architecture,
the
infrastructure
and
the
skills
are
laid
out
and
how
they
are
utilized
inside
organization,
and
they
looked
at
a
role
model.
They
didn't
know
which
who
to
pick,
and
they
wanted
to
create
some
special
cross-cutting
set
of
skills
for
which
they
could
hire
people,
or
maybe
train
people
to
become
DevOps
engineers
or
members
of
a
DevOps
team.
So
they
taught
about
mr.
A
Okay,
where
can
we
build
the
experience
of
everyone,
whether
whether
the
person
is
the
application
operator
platform
operator,
maybe
in
IAS
expert,
a
Linux
expert
or
a
developer,
and
how
each
person
has
strengths
and
where
they
can
maybe
improve,
and
how
can
each
one
of
them
develop
such
a
broad
set
of
skills,
but
also
depth
in
their
arena?
So
you
may
imagine
that
this
team
I
shift
to
the
left
or
right
a
little
bit,
but
in
the
end,
all
the
members
of
the
DevOps
team
will
have
some
overlap
and
it's
encouraged.
A
One
of
the
best
examples
and
I
wanted
to
give
him
credit
is
only
this
is
their
champion.
Is
the
guy
who
created
in
six
the
the
DevOps
culture
he's
a
technical
guy,
but
he
was
working
very
hard
to
promote
not
only
technologies
but
the
cultural
change.
He
created
a
guild
for
docker
containers
and
kubernetes
years
before
shift,
and
he
was
also
the
champion
that
started
to
double
the
shift
they
made
it
happen
technically.
A
I
had
the
privilege
to
work
with
him
a
lot
so
I
wanted
to
acknowledge
him
and
he
is
an
example
of
how
set
of
skill
sets.
He
is
a
more
of
a
system
engineer,
but
he
built
a
lot
of
knowledge
around
development,
for
example,
and
quite
impressive.
One
unfortunately
couldn't
come
to
this
event,
but
hopefully
in
the
future.
He
might
be
able
to
share
his
experience
because
he
has
a
lot
to
say
the
team
that
they
built.
You
can
see
how
it
looks
like.
A
Basically,
they
call
it
the
haka
six
rock
from
the
maori
dancers
in
new
zealand.
They
are
all
dressed
in
black
and
sometimes
even
they
dance.
They
have
the
mantra
as
we
build
it.
We
we
run
it,
we
love
it
and
they
really
enjoy
what
they
do
and
I've
seen
a
true
transformation
in
this
company,
while
being
there
some
of
the
the
things
that
they
already
achieved,
and
they
are
the
proud
in
the
current
state.
They
already
have
a
lot
of
containers,
hundreds
of
them
running.
They
have
a
lot
of
CID
processes
in
place.
A
They
were
built
even
before
OpenShift
and
a
lot
of
them
are
now
on
the
open
shift
platform
and
they
transform
a
lot
of
the
seal
organization
into
value
streams
for
them
value
streams
are
a
key
concept
that
they
implemented
so
a
bit
about
open
shift
and
what
was
at
6:00
the
customer.
Actually
this
morning,
when
I
reviewed,
the
sliced
deck
to
present
in
their
absence
insisted
that
I
should
show
this
slide
a
lot.
A
It's
basically
the
way
they
see
the
containers
were
before
open
shift,
so
they
had
thousands
of
docker
containers
already
through
there
developed
as
part
of
their
demo
ops
initiatives
and
before
the
loop,
the
open
shift.
They
created
a
whole
infrastructure
around
it,
and
and
with
this
state
of
mind,
they
wanted
to
move
to
something
better.
A
So
after
the
DevOps
initiatives
from
2014-15,
they
had
the
POC
and
then
they
went
through
the
entire
methodology
that
ratchet
consulting
which
they
engaged
in
Switzerland
has,
and
they
really
deployed
a
what
they
think
is
stead
of
the
art
platform
across
the
six
divisions.
So
this
platform
has
to
cover
all
the
divisions,
a
lot
of
compliance
requirements
of
different
kinds,
not
not
less
than
33
different
networks
have
to
be
mapped
and
I
will
stop
a
little
bit
and
architecture
time.
If,
if
there
is
some
left,
the
methodology
that
they
chose
was
from
Red
Hat.
A
Consulting
and
I
was
involved
in
this
myself
as
well,
because
they
had
prior
experience
to
some
of
the
concepts
that
continuous
delivery
and
containers
they
didn't
want
all
the
offerings
the
ref
has
to
offer.
So
we
tailor
it
down
to
what
he
makes
sense
for
them.
So
the
most
important
part
was
helped
with
the
designing
of
the
architecture,
defining
the
way
to
operate
the
platform
and
some
of
the
CIC
done
with
containers
specifically.
A
As
part
of
the
state,
it's
really
done
by
now,
so
they
went
as
I
mentioned
until
end
of
December
last
year
to
a
lot
of
these
stages.
They
are
live
and
at
the
moment
the
only
thing
is
still
in
progress
is
the
containerization
of
their
many
many
applications,
which
are
run
on
a
variety
of
technologies,
from
Java
to
PHP,
to
even
our
language
running
in
our
studio
and
so
on
and
so
forth.
A
So
what
is
left
of
their
entire
initiative
on
the
technical
side
is
to
to
just
migrant
many
apps
to
the
containers,
but
they
really
achieved
a
lot.
One
of
the
difficult
things
was
to
achieve
all
the
compliance
requirements
to
go
to
all
the
networking,
mappings
and
the
final
architecture.
There
is
accepted
by
the
security
groups
and
compliance
groups
within
six
and
they
were
very
strict.
A
In
the
end,
they
ended
up
with
seven
clusters,
of
which
three
are
dropped.
Of
course,
the
POC
is
gone,
but
the
main
way
they
want
to
operate
right
now
is
to
have
a
system,
engineering,
class
de
Borda
simply
test
upgrades
and
it's
a
playground
for
just
ops,
guys,
there's
no
development
there.
There
is
a
development
cluster
where
they
want
a
freedom,
complete
freedom
for
developers
to
create
projects
to
do
whatever
they
want.
There
is
no
limitation;
only
the
resources
are
a
limit.
A
Then
a
non-pro
trustor
we're
a
quite
a
nice
set
of
onboarding
processes
in
place
which,
using
the
open
shift,
api's
generate
projects
routers
and
all
the
needed
things
for
application
to
be
in
place.
The
C
ICD
processes
and
this
cluster
will
normally
has
test
integration
and
other
stages
within
it
so
multiple
stages,
and
then
they
chose
more
probably
in
the
old
spirit
to
have
another
production
cluster
separate
what
applications
are
simply
deployed.
All
the
other
clusters
were
temporary
and
they
went
away
in
time.
A
So
this
is
the
second
slide
of
the
customer
asked
me
to
present,
because
this
is
how
they
see
now.
They
think
that
all
the
containers
are
in
one
place,
they
are
managed,
and
this
is
how
they
feel
about
their.
What
they
call
a
next
generation
contain
a
platform
a
bit
on
the
architecture.
We
only
have
a
few
minutes
and
they
would
rather
give
the
space
to
other
customers,
but
because
they
had
such
a
large
set
of
networks
about
33
networks.
A
They
wanted
to
have
basically,
within
the
openshift
platform
ideal
in
one
cluster,
a
way
to
map
external
networks
which
they
want
to
keep
where
they
have,
let's
say
external
applications
or
databases,
or
perhaps
other
third-party
applications
but
segregated
within
their
methods.
Because,
let's
say
one
division
has
to
be
PCI,
DSS
compliant.
Another
division
is
SMP,
compliant
and
so
on
and
so
forth.
A
A
They
have
mapped
33
networks
using
a
combination
of
the
HF
proxy
ingress
routers
with
sharding
the
open
ship
Sdn,
which
provided
a
segregation
of
the
VX
lands
within
the
cluster
and
also
with
a
quite
ingenious,
a
cheap
proxy
based
egress
router,
because
at
that
time
the
egress
options
in
open
shift.
Moors
were
not
as
vast
as
they
are
today.
There
is
an
egress
mekinese,
also
based
on
HT
proxy,
which
manages
the
access
to
certain
networks,
and
this
is
done
by
a
quite
a
complex
mapping.
A
Actually,
the
egress
routers
have
two
interfaces
each
one
into
the
specific
matter
where
they
can
connect
and
one
in
the
OpenShift
network
and
I'll
be
happy
after
this.
Maybe
during
the
the
summit.
If
you
have
questions
about
how
this
works
to
to
answer
questions,
the
applications
that
they
migrated
are
quite
diverse.
This
is
just
an
example
of
some
of
the
applications
that
they
initially
listed
to
to
migrate.
For
example,
their
ever
application
called
tweent.
A
It
is
the
swiss
equivalent
of
Apple
pay,
so
they
this
is,
they
have
an
applet
or
everyone
uses
the
Switzerland
to
buy
the
same
way
like
Apple
pay,
and
they
wanted
the
backend
of
this
app
to
be
in
opposite,
but
there's
also
the
applications
and
manage
the
stock
exchange.
You
have
actually
a
lot
of
applications
for
big
data,
they
have
credit
card
management,
financial
services
applications
and
there
were
of
different
kind
of
compliance
requirement.
They
belong
to
different
divisions.
They
belong
to
different
networks.
A
They
had
different
technologies,
some
were
all
the
docker
ISO
containerized
and
some
whatnot.
So
all
of
these
applications
were
analyzed
in
terms
of
capacity.
We
actually
did
a
lot
of
detail
capacity
planning
on
what
each
application
will
need
in
every
cluster
and
in
the
end,
quite
a
detailed
architecture
was
created
and
very
Swiss
very
detail-oriented.
Perhaps
it
took
longer
than
other
customers,
but
the
complexities
were
quite
high
and
the
Swedes
don't
like
to
rush
so
with
this
I
would
like
to
thank
you.
A
There
are
a
number
of
DevOps
resources
in
this
slide
like
about
Suites
presenting
themselves
or
some
events.
Hopefully
they
will
have
the
chance
to
present
to
such
an
event
as
well
in
the
future
and
I.
Thank
you
and
again,
David
from
six
will
be
here,
probably
even
at
the
reception
tonight,
if
you
can
make
it,
if
not
the
next
few
days.
So
if
you
have
questions,
you
can
ask
him
directly
about
the
six
story.
Thank
you
very
much.