Course Outline
Mindset, Culture & Responsibilities
- History of DevOps and the C.A.L.M.S. model
- DevOps Principles - The Three Ways - Dev + Ops + a culture of collaboration
- DevOps Practices - Continuous Everything - The end-to-end DevOps lifecycle
- Reflection on participants' own projects
- The Manager's Role in DevOps - Removing organizational bottlenecks
- Warning signs: how to recognize a project lacking healthy DevOps engagement
DevOps Toolchain: The Map of Tools (1)
- Everything-as-code - Version Control & Git
- Lab: Git basics — clone, branch, pull request, code review
- Flow - Continuous Integration & Continuous Delivery
- Lab: Deploying, running & interpreting a CI/CD pipeline with Jenkins
- Quality gates - Code quality & continuous testing
- Lab: SonarQube setup, execution and reporting — code quality, technical debt, security issues
- Secure & portable deployments with Containers
- Lab: Containerization with Docker desktop, Kubernetes overview
- Configuration management and infrastructure as code
- Lab: Configuration-as-code with Ansible, deploy a web service
- DevSecOps — Building security into pipelines
- Shift-left security, Software Supply chain management, SBOMs, Vulnerability management, Security ownership
- Demo Snyk for security gates in the pipeline
- SRE & Reliability engineering - designing for resilience as well as customer value
Identifying Opportunities & DevOps Maturity
- The business perspective, value stream mapping and management
- Management focus areas - Waiting, Rework, Handovers, Approvals
- Lab: Requirements traceability with Jira — from user story to deployed code
- Session: DevOps diagnostic framework — the 10 key questions for any project
- DORA Metrics — Deployment Frequency, Lead Time, MTTR, Change Failure Rate
- Workshop: DevOps Maturity Assessment — applied to real projects
- The opportunity matrix — prioritization of Quick Wins vs Roadmap Small group presentations — each manager presents their assessment
Business Case, Integration & Action Plan
- "How to convince the client and how to implement"
- Session: DevOps ROI — how to calculate time saved vs. cost of implementation
- How to build a business case for the client or management
- How to include DevOps in the SoW, proposal or project plan
- Final workshop: each manager presents an Action Plan for 1 project
Wrap-up, Q&A, Next Steps & recommended resources
Requirements
Participants are expected to have:
- A fundamental understanding of software development projects and IT operations
- Experience managing technical teams, projects, products, or service delivery
- Familiarity with software development lifecycles (such as Agile, Scrum, Waterfall, or hybrid models)
- No prior hands-on experience with DevOps, Docker, Kubernetes, or CI/CD is required
The technical labs are designed to offer practical exposure to DevOps concepts and tools from a managerial standpoint, rather than focusing on deep engineering implementation.
Audience
This course is tailored for:
- Project Managers
- Delivery Managers
- Team Leads
- Engineering Managers
- Development Managers
- IT Managers and Department Heads
- Product Owners involved in software delivery initiatives
- Senior technical professionals transitioning into leadership roles
The program is particularly beneficial for managers who need to understand how DevOps impacts project delivery, team performance, quality, security, and business outcomes, without requiring them to become hands-on DevOps engineers.
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
