Skip to main content

DevOps for Newbies

You may have heard a lot of buzz around the DevOps movement that is taking hold in today’s industry where service management quality and efficiency are paramount.   The term "DevOps" was popularized through a series of "DevOps Days" starting in 2009 in Belgium and it is said by those present that they knew they were witnessing something very different and unique.  They knew they were on the verge of something that would change the way that all service providers designed, developed and delivered services in every industry.  Since then, there have been DevOps Days conferences held in India, Brazil, Australia, Germany, and Sweden and other parts of the globe including the United States. 

So what is it?
Business demand is increasing! That is not news. The need to produce services fast is increasing!  We know that methods such as Agile, Scrum and others that have increased capability for development of products but we must recognize that as only one element in the value stream where quality and speed are required.   Between the business and the consumer are many functions and roles that are required to deliver and sustain the operational support for the life of the service.  Between the business and the consumer all the way from Development through to Operations (Dev/Ops) industries demand a fluid, fast and efficient cohesiveness in the value stream.  Not only because we must deliver, but because it is a critical success factor for those organizations that wish be able to compete and stay in business.  DevOps is much more than just the development team cooperating with the operational team and vice versa. 

DevOps is a cultural and professional movement that at its core breaks down silos for the delivery and management of new or changed services that are required to meet the ever increasing business demand in almost every industry in the world.  The “us vs. them” mentality that plays out in many areas of service delivery between the functions of development and operations will not endure.

What will it take?
We must change the culture and although there are tools and automation techniques to assist you in your DevOps initiatives the only way to move a culture is to move the people involved.  Ongoing communication and education for both the IT staff and managers is required including a comprehensive understanding for:
  • Benefits to the business
  • Concepts and practices (including its relationship to Agile, Lean and IT Service Management (ITSM)
  • Improved workflows – In the entire value stream!
  • Improved communication and feedback loops
  • Reliance on automation
  • Application of DevOps in an enterprise environment
  • Critical success factors and key performance indicators (how to measure for success!) 
Today the DevOps movement has evolved and those early adopters are now reaping the benefits as high performing service providers.  For more information including training and certification for DevOps: 


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 th

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

Four Service Characteristics

Recently I came across several articles by researchers and experts that laid out definitions and characteristics of services. ITIL provides us with a definition that can help drive the creation of value-laden services: A means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific costs and risks. An area that ITIL is not so clear is in terms of service characteristics. Several researchers and experts put forth that services have four basic characteristics (IHIP): ·          Intangibility—Services are the results of actions not things. They have no physical presence and represent a logical set of elements. One way to think of service is “work done for others.” ·          Heterogeneity—Also known as “variability”; services are unique items because of the mechanisms used to deliver services-that is people. Because the people element adds variability, the service is variable. This holds true especially for the v