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PDF DANCING ON A CLOUD: A Framework for Increasing Business Agility

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Pick up some low-hanging fruit, create success, showcase it and then grow it to big-ticket items. Lots of training and change-management techniques must be applied to reduce friction and conflict and create a smooth agile transformation — even within the dinosaurs. Walmart grew by understanding its customer base and honoring their desire for " everyday low prices. Some of them prefer incremental change and do not like the idea of disruptive change done just for the sake of change. Successful change will try to find which S out of seven is not working and then trying to fix that so that all work in harmony to adapt to change successfully.

In my experience, a "big bang" approach does not work. We start small, with a "bottoms up" approach with small teams working on one new product or piece of a solution. Find out if you qualify at forbestech Forbes CommunityVoice Connecting expert communities to the Forbes audience. What is This? Post written by Dr.

Share to facebook Share to twitter Share to linkedin. Getty Getty. Do I qualify? In , U. By , it was 18 years. Technology has driven this shift, and companies that want to succeed must understand how to merge technology with strategy. IDC predicts that digital transformation spending will grow steadily, achieving a five-year compound annual growth rate of This commitment to funding DX will continue to drive spending well into the next decade. This includes a particular emphasis on data visualization tools and machine learning.

Organizations are at different places in the digital transformation journey, of course. But speed has become a business imperative for all. This must be done while managing the inexorable daily drumbeat of operational issues, service delivery, and the distracting vagaries of the unpredictable, such as a major cyberattack or information breach.

The CIO this year must be both a supremely masterful priority juggler and an effective digital leader from the front. Improving customer experience has become a crucial goal — and thus a crucial part of digital transformation. For instance, these digital transformation elements are often cited:. While each guide has its own recommendations and varying steps or considerations, CIOs should look for those important shared themes when developing their own digital transformation strategy. Altimeter: Six Stages of Digital Transformation. In recent years, IT's role has fundamentally shifted.

Rather than focusing on cost savings, IT has become the primary driver of business innovation. Embracing this shift requires everyone in the company to rethink the role and impact of IT in their day-to-day experience. That is table stakes. Although IT will play an important role in driving digital transformation strategy, the work of implementing and adapting to the massive changes that go along with digital transformation falls to everyone.

For this reason, digital transformation is a people issue. IT leaders find themselves working in cross-functional teams more than ever.

All Things Agile and Innovative – Recipes for IT

Digital transformation initiatives often reshape workgroups, job titles, and longtime business processes. When people fear their value and perhaps their jobs are at risk, IT leaders will feel the pushback.


  • All Things Agile and Innovative;
  • Definition of DevOps.
  • What is Digital Transformation?;
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Companies must not ignore but engage these three groups — or face perilous stalls, she writes. How to do that? I found your posting on DevOps enlightening and look forward to both reading more or your postings and adding my own comments also. I come from a rare area for Agile advocation, that of Quality, please note I did not say QA or testing.

I have manged many QA teams on large and small projects and influence upwards with the goal to increase Quality. I do not know yet, but will drill down to find out. I believe it is the cultural individualism that is part of the US culture. While this spawns high creativity, entrepreneurship, and responsibility for results it does make adopting change and group goals somewhat difficult to buy into.

I recently supported a team in Sweden on a six month assignment and walked away with the same impression regarding eagerness to move towards Agile principles. Pingback: DevOps andrewleaning. Your post was extremely helpful in making the concept clearer to me.

Thursday, June 20, 2013

Infrastructure and Dev have been eschewed from each other entirely too long. I am glad that the lesson has been learned we all are more useful to each other as collaborators than adversaries. Pingback: Intro to DevOps zeroturnaround. Pingback: HomeOps: A call for the application of Devops principles at home, too 0xf8.

That is clearly not the case. The trick is to help those different specialties work together without the harmful siloing and turf warring of the past. After reading this blog, I felt, for so many years, why agile community only concentrated till CI and never extended to oprations.

It amazing. In Devops, is the deployment done to the real working customer environment? If so, does it make the customer Operations working difficult? Pingback: DevOps? A good definition Automize. Pingback: The next wave of IT fadeouts Nagg. It was all about first finding out what needed to be done and designing the work flow long before you got your hands dirty and actually put something together that would provide what the users needed to happen.

Dancing on a Cloud

Pingback: DevOps and agile - building a new best practice. Jason Armstrong. Hi, This is a very information article. Work that depends on several groups to work well has always depended on the good relations between the groups, mutual respect, and an appreciation of what those groups do, their workload, and how they have been historically treated.

Operations seems to have always been treated with less than respect, and with the ever-increasing demands on them, the increasing level of expertise needed, and the dependence of other groups on them, it pays to give them the respect they deserve. This also goes for any group in an organization. Inter-dependence demands that we give respect and the benefit of the doubt to people that the rest of us have not walked in the shoes of. You are all in this together: make it work with good relations.

4 thoughts on “All Things Agile and Innovative”

Great article! But in reality the mindset that the executives of less than employee company is that with devops, operations simply totally goes away because the developers takes over the operations. That is the truth. This scenario always ends in regret once the things that the developers have built start breaking and the developers have to stop coding to go support them. I used to work as an IT Operations Manager in a bank between the years and and since I had worked as a developer in the early years of my IT career I understood both the Ops and the Dev methods and processes.

Yet, both worked in silos and there were always arguments between the two teams when a new or upgraded system was to be put into production. I tried so hard to make the Dev team to try and understand the Ops requirements but they always had the upper hand and Ops would loose out by force. Interesting and very relevant thoughts. It makes sense for Ops team to be collaborating more with Dev from start as normally just after the go-live project teams are disbanded and everyone moves to other projects etc. How can we relate Devops to IT Infrastructure?

Would it be the collaboration between the Build and Operate Teams both being further segregation of sysadmin; one getting a new server ready and other taking care of it post application Go Live! In the second case we can surely reduce the time to deliver the system to the end user but Devops as a concept seems to be missing. Please let me know your views. In my organisation we are looking into the innovative way of doing operation. Major gaps found is in the expertise level between Operations and the Development. Development team are not completely aware of all the business process where as the Operations never know the coding technology.

Pingback: "What is DevOps" - Can you define it? This is perfect explanation. I liked the way this article is narrated with DevOps. Thanks for writing such wonderful and meaningful article. Also do you have image representation for DevOps? Why Is The Internet Broken? Pingback: DevOps for non-engineers - DevOps.

What is Digital Transformation?

Pingback: Why this top cloud analyst moved to Microsoft php Technologies. Pingback: Why this top cloud analyst moved to Microsoft - Browser Zone. Pingback: 4. This is not a new job; this is a forgotten job. Once upon a time, when companies used mainframe, and processes were already mature, we had already solved what you describe here as new. Use that knowledge to help….

Definition In Depth

Pingback: Cloud Building Blocks cloudit4you. On Skylights. Started career as developer and then move to server operations and gain some where in place where managning developement team with operations and Got importance of DEVOPS …. Paul4innovating's Innovation Views. Pingback: What is DevOps? Pingback: DevOps Nedir? Pingback: Devops — Brief explanation rafazzevedo. Pingback: Meros: My new venture Growth Engineering.


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Pingback: Derk-Jan de Grood. Here respective specialization is surely required. Any thought…. Good production support requires expertise in both systems but also in applications; implementing APM tools and getting dev expertise onto prod support was a huge factor in improving our uptime at NI. But this is no different than any other subspecialization.

In dev we know who the UI specialist, service specialist, really strong DB person, etc. Similarly, instead of siloing off ops, the service team needs the right amount of ops expertise to participate in all the phases — and better operational planning in service design means a lot less traditional ops monkey-work with the service in production. I find it all a bit weird.

This is an excellent writeup, which aptly defines the concepts and role of DevOps. What hurdles have you seen in your areas of implementations? Would you suppose its primarily people, process, automation, or architecture? How did you handle those? The lack of shared goals and values among contributors to a system is the key failure point and has to be overcome to garner success.

After all DevOps is collaboration between Dev and Ops using DevOps values, principles, practices and process together to remove the silos and inflexibility and deliver faster and better product to the end user in real sense. The IT community has been flailing for decades, trying to figure out how to apply principles of business operation to what has been for such a long time a community of high-tech artisans. In its meanderings, it has taken comfort in latching onto a term or a phrase more for its iconic than its actual value. At its core, both DevOps and Agile attempt to woo IT professionals out of their silos and to compel them to talk to each other.

The compulsive element is not inherent in the Agile or DevOps process itself but rather in the way either is applied. A manager, for instance, who has been won over to the Agile side of the fence, may choose to employ stand-up meetings, planning poker, and the like, thinking that by requiring his charges to participate, eventually they will see the benefits therefrom. Application developers, who are herded into a conference room where they are prohibited from sitting while having to listen to their peers repeat mechanically that there are no impediments to getting their work done, usually grouse about having to waste their time doing nothing constructive.

They do, after all, have sprint deadlines to meet. Perhaps it would play itself out differently if the minions of IT were treated like valued collaborators instead of easily replaceable cogs in a machine. Nothing breeds contempt faster than being sold a new way of doing things by those who still have a sweatshop management mentality. What does such a description say about the management of an IT department other than that it has been managed poorly by allowing itself to be pulled first in one direction and then another by the fashions of technology and the smooth talk of sales people?

Yes, technology changes, but it is up to those who manage IT departments to discern when changes merit the investment of corporate resources. Too often, that discernment is lacking. When IT departments are comprised of persons who ply their trades using different technical languages and concerns, should it surprise anyone that cooperation has to be coerced?

Agile and DevOps can bring real value to companies. Of that, there should be no doubt, but the precursor to the adoption of any new project management method should be a focus on fixing the problems of how companies are managed and how people communicate with each other. A person whom I greatly respect gave me a definition of communication that I have remembered for a very long time.

He told me that communication does not occur when Joe delivers a directive to Tim. Communication also does not occur when Joe says something to Tim and then waits to hear Tim echo back the same words. If companies relied more on that kind of communication instead of bulletins pinned to a wall, mass email messages sent out to employees, or other artifices that require no personal investment in the success of another, perhaps the principles of Agile and DevOps would seem to be the natural things to implement. Kind of an overkill and too complicated if we only to mid size software like mobile applications.

But pretty much any group of techies above about 1 person can suffer from bottlenecks, poor communication, sloppy manual work instead of automation, etc. None of this has anything to do with scale except in that implementation can have special challenges at scale like Agile. Camford MC. In addition, how would DevOps look in a Waterfall methodology?

When the agile admins were all at NI, we came up with a pre-DevOps implementation that we used in a waterfall shop — a systems development process that we shared with our dev team that set collaboration points from the SDLC design phase on, documented a bunch of concerns for them to take into account early auth, resiliency, backups, etc….

We also implemented a lot of automation and tools that bridged dev and ops Splunk for sharing logs, Opnet Panorama as an APM tool to give devs production views into app problems. We got business buyin to the concept that availability, performance, etc. It helped out our performance, uptime, etc. Some of the shortfall was process, though some was just understaffing — if we had one devops engineer per dev team, plus a group of three or so for automation development, we probably could have closer approached where we needed to be.

The organizational and budgetary structures that tend to come with a waterfall organization basically guarantee waste and bottlenecks. Doing some Lean analysis value stream mapping etc. But a job change is always also an option.