Historically, many companies have had a single strategy for selecting, deploying and managing applications. They have had a defined structure for classifying applications by value or functionality, but failed to recognize that applications are fundamentally different based on how and when they are engaged by individuals and the organization as a whole and the pace at which these tools need to be changed and updated.   Many organizations are finding themselves with an enterprise application strategy that fails to satisfy the needs of the business community, which has often led to underutilized applications throughout their portfolio. Gartner’s Pace Layered Application Strategy is a methodology for categorizing applications based on how they are used and how fast they change.   This strategy helps IT organizations rationalize the use of DevOps practices that ensure a faster response and a better ROI, without sacrificing integration, integrity or governance requirements.   The

I learned about ‘The Diffusion of Innovation Theory’ in a DevOps Foundation training course.  I wanted to get my DevOps certification but more than that to learn about what makes a DevOps initiative successful.   When I mentioned the Diffusion of Innovation Theory to a coworker he said “It sounds like Sheldon talking to Raj on “The Big Bang Theory” TV series.  Although the name sounds Big Bangish the usage of this theory could be the real difference for success in any transformational change including DevOps. To start let’s begin with the definition of DevOps. DevOps is a professional and cultural movement that that stresses communication, collaboration, integration and automation in order to improve the flow of work between software developers and IT operations professionals. Improved workflows will result in an improved ability to design, develop, deploy and operate software and services faster. That’s where this “Big Bang” or Diffusion of Innovation Theory comes in.   De

Integrating Development and Operation teams as well as other functions that have previously been silo’d is key to any development project for all service providers today.   We hear a lot about this in DevOps training and certification classes.   What about security?  You may have heard the term DevSecOps.  This idea and term was coined to ensure that architects and developers include into our requirements and code those things necessary for security. Design architects will also want to ensure that security is integrated throughout the value stream of development, deployment and operations and it is done in such a way so that the complexity is as transparent as possible to the functional teams involved.   How can we do this without impeding our flow of work?    How can we still be able to meet compliance for legislative, legal or regulatory requirements relating to security? This is where Automation comes in.  Collaboration and measurement are key values but automation is also

I remember reading a quote “Every business today is a technology company” or something close to that. As we move from business-IT alignment to business-IT integration and now convergence, it is becoming more and more critical to understand and manage both the business and IT capabilities so that integration of the business strategy, IT strategy and the IT portfolio are seamless.  In today’s business climate it is imperative that the IT organization not only understand what the business strategy is, but be able to initiate and deliver services that not only support it, but help to shape it.  The Business Relationship role, process and capability is integral in making that happen. One of the tools that can be engaged to help facilitate this convergence is the “Business Capability Roadmap.   It is made up of three key components: Roadmap Business Capabilities: Identifies how business capabilities need to change to achieve defined strategies. Roadmap Enabling Capabilities:

In years past you had to have some years behind you so that you could talk about the good old days.  Conversations would start with statements like “Remember when…?”   Today when a conversation starts with those words it could be a young person talking about how they did things last year or last month vs. how they go about their day to day activities today.     Things are changing so fast!  How does this affect educating and training learners and what needs to be tracked and recorded?  Certainly, not the same as it was a decade ago.  A recent solicitation stated “ Use of ed tech is skyrocketing, students on campus tote several devices each, but service needs range from high tech (wifi, connected classroom) to mundane (rat in the cafeteria, dorm toilet won't flush). All those needs have to be logged, serviced, tracked, reported on - hence the high demands on the platform used”.  Opportunity for bigger, better and more technology abounds! The tools that we u

To say that digital technology has changed the world is an understatement. Digital transformations are revolutionizing entire industries and reshaping every aspect of business. To stay competitive, businesses must accelerate the delivery of digital products and services. To meet business demand, IT organizations must accelerate the delivery of secure, high-quality and reliable software features and functionality ( DevOps ). The thing about any transformation, whether it’s the digital transformation affecting the world, or the DevOps transformation affecting IT organizations and their business partners, is that it’s never only about the technology. A successful transformation requires shifts in peoples’ behaviors, mindsets, vocabulary, roles and reporting relationships. It requires changes to processes and to day-to-day operating procedures. Perhaps most importantly, the ability to undertake and achieve any transformation is determined by whether, or not, the company’s leaders

I was recently asked the following: “I want to take the “Release, Control and Validation” (RCV) class.  As a Release Manager, I know it will help but I need to justify this for my manager.  What is the value of taking this class?” Every organization can be effective with release and deployments.  What is needed today is for us not only to get the job done but to do it efficiently.  Efficiency infers that we deliver value, but that we design and deliver services, BETTER, MORE, FASTER THAN EVER BEFORE and at the same time we are being COST effective. The role of Release Manager, although it is central to the release and deployment process, is much broader in scope than many organizations or managers realize.  This role in Best Practice is separate from Change Manager and from the actual Validation and Testing Manager or even the Change Evaluation role.   Frequently these roles will be assigned to one or more persons.  It does not mean that you have to open several new req's