Skip to main content

DevOps Leader

"Culture eats strategy for breakfast." Peter Drucker

“Every company wants to behave like a software company.” Sanjay Mirchandani

As the business environment continues to evolve and change, an adoption of a digital-first mindset is taking place in boardrooms across the globe. Today’s organizations face a never-ending torrent of change from the dynamics of global economics and competition, to the ever more rapid advancements in technology. These can be perceived as both an opportunity and a threat. The ability to adapt and innovate rapidly in this environment has become a core organizational competency. A leader is needed to bring about this change.

Adoption of DevOps can bring about those needed changes that allow an organization to remain competitive in today’s market space. A successful DevOps transformation begins with a value stream map which can allow us to see a time diagnostic of our delivery lifecycle. This flow-based representation gives us an end to end view of how the work is currently being done. From this, we can then begin to identify bottlenecks, waste and ultimately improvement opportunities which will lead to the changes in systems development, processes, introduction of new technologies, reduced time to market, less waste, improved quality, and innovative products and services. 

Organizations that have successfully adopted DevOps are able to deliver a better customer experience with significantly greater operational efficiency and agility. There is a fundamental change happening in the way we develop, deliver, support and maintain our IT services. Organizations that don’t embrace these ways of working will likely be left behind. At the core of this change is changing the way people think (mindset). It isn’t until we begin to change this mindset, that we can then begin to change the culture of our organization. Strategies and bold ideas don’t go far unless the people who must implement them understand and believe in what they are doing. Change must be led.

We must begin to create a generative culture through implementation of tangible DevOps practices. High cooperation through the use of cross-functional teams encourages bridging across silo walls by breaking down those walls paving the way for greater cooperation, communication and the acceptance of a shared vision. Ideas are implemented when experimentation is allowed. Failure leads to inquiry because mistakes are viewed as a learning tool through blameless post-mortems. 

Changing culture is hard! It will take longer and cost more then you plan for. Changing the organization can be accomplished through three phases: 
  • Phase 1: Preparing for the change – Lead the change, create a shared vision, shape the vision (your organizations ‘why’) 
  • Phase 2: Manage the change – Mobilize the change, create pilot programs, communicate successes 
  • Phase 3: Reinforce change – Rollout gains from pilots, monitor progress, solidify gains 
“The ultimate goal of a DevOps transformation is arriving at the self- organizing system in which teams collaborate effectively simply because that’s how things are done, simply because they trust, understand and respect each other.” Anton Weiss

For more information https://www.itsmacademy.com/dol

Comments

Popular posts from this blog

What is the difference between Process Owner, Process Manager and Process Practitioner?

I was recently asked to clarify the roles of the Process Owner, Process Manager and Process Practitioner and wanted to share this with you.

Roles and Responsibilities:
Process Owner – this individual is “Accountable” for the process. They are the goto person and represent this process across the entire organization. They will ensure that the process is clearly defined, designed and documented. They will ensure that the process has a set of Policies for governance.Example: The process owner for Incident management will ensure that all of the activities to Identify, Record, Categorize, Investigate, … all the way to closing the incident are defined and documented with clearly defined roles, responsibilities, handoffs, and deliverables. An example of a policy in could be… “All Incidents must be logged”. Policies are rules that govern the process. Process Owner ensures that all Process activities, (what to do), Procedures (details on how to perform the activity) and the policies (r…

How Does ITIL Help in the Management of the SDLC?

I was recently asked how ITIL helps in the management of the SDLC (Software Development Lifecycle).  Simply put... SDLC is a Lifecycle approach to produce the software or the "product".  ITIL is a Lifecycle approach that focuses on the "service".
I’ll start by reviewing both SDLC and ITIL Lifecycles and then summarize:
SDLC  -  The intent of an SDLC process is to help produce a product that is cost-efficient, effective and of high quality. Once an application is created, the SDLC maps the proper deployment of the software into the live environment. The SDLC methodology usually contains the following stages: Analysis (requirements and design), construction, testing, release and maintenance.  The focus here is on the Software.  Most organizations will use an Agile or Waterfall approach to implement the software through the Software Development Lifecycle.
ITIL  -  is a best practice for IT service management (ITSM) that focuses on aligning IT services with the needs …

Incidents when a Defect is Involved

Question: We currently track defects in a separate system than our ticket management system. With that said, my question is does anyone have suggestions and/or best practices on how to handle incidents when a defect is involved? Should the incident be closed since the defect is being worked on in another defect tracking system if it is noted in the incident ticket? I am considering creating an incident statuses of 'closed-unresolved' so the incident can still be reported on in our ticket management system but know it is being worked on/tracked in the defect system. With defects, it is possible that we may never work on them because they are very low priority and the impact is low to the user. However, in some cases a defect is being worked on. Should we create a problem ticket instead?
Thanks, René W.

Answer: RenĂ©. In ITIL, the activity you are describing is handled by the Problem Management process. ITIL does not use the term “defect” but it does use the term “known error” to…