Award-winning business & technology journalist Bill Magee attended Dell Technologies World in Las Vegas and came back with some excellent insights on current trends. DevOps was a prominent topic of discussion, but the level of understanding of the practice varied drastically amongst the attendees. Bill has explored the fundamentals of DevOps and why all IT professionals should be clued up on its benefits.
Other than tech buffs, hands up who thinks they know what the term actually stands for?
Hot off the heels of my trip to Dell Technologies World, staged at the Valley’s “playground” Las Vegas, it became abundantly clear there exists a profound lack of understanding and visibility about how work flows (or doesn’t) through an organisation’s IT department across various departments.
Just how efficient this occurs dictates how smooth is the delivery of value within a company. If not, it represents a fundamental obstacle towards implementing CloudOps, the evolving set of best practices based on DevOps principles.
DevOps is an approach to delivery, not a distinct role or function. The name DevOps was devised to represent the collaboration that takes place between technical teams, typically encompassing development and operations, but also extending into QA testing, release and beyond.
In order to create an effective digital transformation and make the move towards CloudOps it’s important to understand the main influencers.
Dell EMC’s Don Demacsak, Cloud Native Application and DevOps Solution Partner, points to a trio: the DevOps movement, Agile Software Development manifesto and the Lean movement.
He claims: “This lack of visible flow is urgently a major contributor to the poor performance of the IT department, poor business decisions and overall less than optimal work environment.”
He spoke of common “conflicting priorities” and inter-departmental tensions, as the IT department attempts to operate but without a clear understanding of the flow of work required to create positive business outcomes.
Bottom DevOps line? Once a visible flow with metrics showing improvements is established, the next step is to model out the flow and potential improvements. But they are just models.
Actually proving out improvements can often, well, prove a struggle for a company especially if it gets stuck in what is referred to as “analysis paralysis.”
My view? Probably best to get an outside/outsourced 2nd opinion: expert help to ensure a constant focus on achieving, albeit small improvements at first to your value stream using feedback loops to determine effectiveness along with learning from results.
Through my experience of witnessing organisations tackle the implementation of such development models, Exception has a stellar reputation of both helping businesses plan the next steps of their digital journey and providing the experts to help kick-start and run a DevOps service.
Written by Bill Magee, Award-Winning Business & Technology Journalist
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