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MiamiGardenslow, in.ga.ga.ga.2.22@gmail.com, před 5 lety, reagovat
[b]Эдуард Кабринский - Vsts deployment - Эдуард Кабринский <h1>Vsts deployment</h1> <p>[youtube]</p> Vsts deployment <a href="http://remmont.com">Latest headlines</a> Vsts deployment <h1>Micka?l Derriey's blog</h1> <p>В© 2020 Micka?l Derriey</p> <p>Powered by Jekyll and GitHub Pages <br />Theme based on Hyde by @mdo with modifications by @todthomson </p> <h1>How to install VSTS deployment group agents on Azure VMs</h1> <p>I recently got to work on an Azure migration project where we took the <em>lift & shift</em> approach as a first step. This means that the solution, while running in Azure, was still making use of virtual machines.</p> <p>We decided to create two separate release pipelines:</p> <p><ul> <li>the one that would provision the infrastructure in Azure — this one would be run only once for each environment as we don’t plan on tearing down/bringing up the resources for each application deployment; and</li> <li>the application deployment one, which would update the applications bits on the virtual machines created in the first step — this one would be run much more frequently</li> </ul> </p> <p>The second one, that deploys the applications to the virtual machines, runs from a cloud-hosted agent provided by VSTS and uses WinRM to connect to the VMs to perform all the necessary steps, like copy scripts and packages over, configure IIS, deploy the packages, etc…</p> <p>When I presented that solution to a few colleagues, one of them asked:</p> <blockquote><p>Why didn’t you install VSTS agents on the VMs? It’s more secure since it uses a pull model (instead of a push one), meaning you wouldn’t need to punch holes in the firewall for the cloud agent to connect to the virtual machines.</p></blockquote> <p>They have a very good point! I might add that another benefit of running the release directly from the VMs would likely speed up the process, as the artifacts would be downloaded automatically on the VM at the start of the release, and each and every step in the release wouldn’t need to set up a WinRM connection to the VM.</p> <p>So I started looking for a way to do exactly this. We are using the built-in Azure Resource Group Deployment task, and one of the arguments called <em>Enable Prerequisites</em> allows to install the VSTS deployment group agent on all the VMs declared in your ARM template.</p> <h4>What’s this deployment group agent?</h4> <p>VSTS introduced some time ago the concept of deployment group, which is a bunch of target machines that all have an agent installed and can be assigned tags. I find it’s similar to the way Octopus Deploy works. When using deployment groups, the release pipeline is made of deployment group phases, where each phase runs on servers with specific tags. This means you could execute different tasks on your database servers and on your web servers, or you could decide to split them based on which application they run. If you’re more interested in this, I suggest you read the official documentation.</p> <p>Going back to the VSTS task, here’s the property that allows you to install the agent on the virtual machines:</p> <p style="clear: both"> <img style="float: left; margin: 0 10px 5px 0;" src="https://mderriey.com/public/images/posts/2018-08-20/enable-prerequisites.png" />The setting that drives the installation of the deployment group agent on VMs</p> <p>After selecting that option, we’re prompted to fill in a few additional properties:</p> <p style="clear: both"><ul> <li>a VSTS service endpoint;</li> <li>a team project within the previously selected VSTS instance;</li> <li>a deployment group that belongs to the selected team project;</li> <li>whether we want to copy the tags from each VM to the associated agent; and finally</li> <li>whether we want to run the VSTS agent service as a different user than the default one</li> </ul> <img style="float: left; margin: 0 10px 5px 0;" src="https://mderriey.com/public/images/posts/2018-08-20/settings-of-dg-agent.png" />The settings required to install the deployment group agent</p> <p>This all worked out as expected, and going back to my deployment group after the privisionning of the VMs, I could see as many agents as VMs that were created. The next task was to modify the application deployment pipeline to adapt it to the fact that the process would now run directly on the virtual machines, and remove the rules that allowed inbound traffic for WinRM. It’s also worth noting that the process now needs to contain <em>deployment group phases</em> as opposed to <em>agent phases</em>.</p> <p>Using this approach has several benefits:</p> <p><ul> <li>increased security, as no inbound traffic is required to the VMs;</li> <li>a quicker release process as there’s no need for WinRM connections for each step;</li> <li>it also handles potential changes in the infrastructure: if we decide to increase the number of VMs for an application for increased reliability, the fact that the application deployment pipeline is based on VM tags means this will be transparent</li> </ul> </p> <h4>Going deeper</h4> <p>While the main goal was achieved, I had a few questions in my mind:</p> <p><ul> <li>how does the VSTS task install the VSTS agent on all the VMs?</li> <li>why does the task require a VSTS service endpoint if the agent is to be connected to the same VSTS instance as the one where the release runs?</li> </ul> </p> <p>As all the VSTS tasks are open-source — if you didn’t know, you can find the source code in the Microsoft/vsts-tasks repository on GitHub — I decided to take a look under the hood.</p> <p>The code for the <em>Azure Resource Group Deployment</em> task is in the Tasks/AzureResourceGroupDeploymentV2 folder.</p> <p>The task.json file contains metadata about the task, like its name, the different input properties — and the rules around conditional visibility, like <em>show setting B only when setting A has this value</em> — and the execution entry point to invoke when the task need to run.</p> <p>After finding the <em>Enable prerequisites</em> property, I traced the execution flow of the task until I landed on the DeploymentGroupExtensionHelper.ts which handles all things related to the installation of the deployment group agent on VMs.</p> <p>And surprise! The VSTS task delegates the installation to the TeamServicesAgent Azure VM extension, as these two functions show. This answers the second question I had: the VSTS task needs a VSTS service endpoint to generate a PAT to register the agent as the underlying Azure VM extension rquires one.</p> <p>The good thing about the fact that the agent installation is handled with an Azure VM extension is that we can easily reduce the coupling to this task by deploying the extension ourselves in the ARM template. This means that if we decide to move away from the VSTS task and do the deployment with either PowerShell scripts or the Azure CLI, we won’t be <em>losing</em> anything.</p> <h2>Vsts deployment</h2> <h3>Vsts deployment</h3> <p>[youtube]</p> Vsts deployment <a href="http://remmont.com">News headlines of the day</a> Vsts deployment <h4>Vsts deployment</h4> How to install VSTS deployment group agents on Azure VMs <h5>Vsts deployment</h5> Vsts deployment <a href="http://remmont.com">Vsts deployment</a> Vsts deployment SOURCE: <h6>Vsts deployment</h6> <a href="https://dev-ops.engineer/">Vsts deployment</a> Vsts deployment #tags#[replace: -,-Vsts deployment] Vsts deployment#tags#[/b] [b]Eduard Kabrinskiy[/b] [url=http://remmont.com]current news[/url]

CALIFORNIAlow, inga.ga.ga.222@gmail.com, před 5 lety, reagovat
[b]Eduard Kabrinskiy - Tfs story points - Кабринский Эдуард <h1>Tfs story points</h1> <p>[youtube]</p> Tfs story points <a href="http://remmont.com">Latest news online</a> Tfs story points <h1>Story points and estimation</h1> <p>Good estimation helps product owners optimize for efficiency and impact. That's why it's so important.</p> <h5>Browse topics</h5> <p>Estimation is hard. For software developers, it's among the most difficult–if not the most difficult–aspects of the job. It must take into account a slew of factors that help product owners make decisions that affect the entire team–and the business. With all that at stake, it's no wonder everyone from developers to upper management is prone to getting their undies in a bunch about it. But that's a mistake. Agile estimation is just that: an estimate. Not a blood-oath.</p> <p>There's no requirement to work weekends in order to compensate for under-estimating a piece of work. That said, let's look at some ways to make agile estimates as accurate as possible.</p> <h2>Collaborating with the product owner</h2> <p>In agile development, the product owner is tasked with prioritizing the backlog–the ordered list of work that contains short descriptions of all desired features and fixes for a product. Product owners capture requirements from the business, but they don’t always understand the details of implementation. So good estimation can give the product owner new insight into the level of effort for each work item, which then feeds back into their assessment of each item's relative priority.</p> <p>When the engineering team begins its estimation process, questions usually arise about requirements and user stories. And that's good: those questions help the entire team understand the work more fully. For product owners specifically, breaking down work items into granular pieces and estimates via story points helps them prioritize all (and potentially hidden!) areas of work. And once they have estimates from the dev team, it's not uncommon for a product owner to reorder items on the backlog.</p> <h2>Agile estimation is a team sport</h2> <p>Involving everyone (developers, designers, testers, deployers. everyone) on the team is key. Each team member brings a different perspective on the product and the work required to deliver a user story. For example, if product management wants to do something that seems simple, like support a new web browser, development and QA need to weigh in because their experience has taught them what dragons may be lurking beneath the surface.</p> <p>Likewise, design changes require not only the design team's input, but that of development and QA as well. Leaving part of the broader product team out of the estimation process creates lower quality estimates, lowers morale because key contributors don't feel included, and compromises the quality of the software.</p> <p>So don’t let your team fall victim to estimates made in a vacuum. It’s a fast track to failure!</p> <p><strong>Want to give story points a try?</strong> First, sign up or log into Jira Software >></p> <h2>Story points vs. hours</h2> <p>Traditional software teams give estimates in a time format: days, weeks, months. Many agile teams, however, have transitioned to story points. Story points rate the relative effort of work in a Fibonacci-like format: 0, 0.5, 1, 2, 3, 5, 8, 13, 20, 40, 100. It may sound counter-intuitive, but that abstraction is actually helpful because it pushes the team to make tougher decisions around the difficulty of work. Here are few reasons to use story points:</p> <ul> <li>Dates don’t account for the non-project related work that inevitably creeps into our days: emails, meetings, and interviews that a team member may be involved in.</li> <li>Dates have an emotional attachment to them. Relative estimation removes the emotional attachment.</li> <li>Each team will estimate work on a slightly different scale, which means their velocity (measured in points) will naturally be different. This, in turn, makes it impossible to play politics using velocity as a weapon.</li> <li>Once you agree on the relative effort of each story point value, you can assign points quickly without much debate.</li> <li>Story points reward team members for solving problems based on difficulty, not time spent. This keeps team members focused on shipping value, not spending time.</li> </ul> <h2>Story points and planning poker</h2> <p>Teams starting out with story points use an exercise called planning poker. At Atlassian, planning poker is a common practice across the company. The team will take an item from the backlog, discuss it briefly, and each member will mentally formulate an estimate. Then everyone holds up a card with the number that reflects their estimate. If everyone is in agreement, great! If not, take some time (but not too much time–just couple minutes) to understand the rationale behind different estimates. Remember though, estimation should be a high level activity. If the team is too far into the weeds, take a breath, and up-level the discussion.</p> <p><strong>Ready to give it a try?</strong> </p> <h2>Estimate smarter, not harder</h2> <p>No individual task should be more than 16 hours of work. (If you're using story points, you may decide that, say, 20 points is the upper limit.) It’s simply too hard to estimate individual work items larger than that with a high degree of confidence. And that confidence is especially important for items at the top of the backlog. When something is estimated above your team's 16-hour (or 20-point) threshold, that's a signal to break it down into more granular pieces and re-estimate.</p> <p>For items deeper in the backlog, give a rough estimate. By the time the team actually begins to work on those items, the requirements may change, and your application certainly will have changed. So prior estimates won’t be as accurate. Don’t waste time estimating work that is likely to shift. Just give the product owner a ballpark figure she can use to prioritize the product roadmap appropriately.</p> <h2>Learn from past estimates</h2> <p>Retrospectives are a time for the team to incorporate insights from past iterations–including the accuracy of their estimates. Many agile tools (like Jira Software) track story points, which makes reflecting on and re-calibrating estimates a lot easier. Try, for example, pulling up the last 5 user stories the team delivered with the story point value 8. 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