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Six tips for devops success from DevOps Enterprise Summit 2016

Tamlin Magee | July 8, 2016
Devops chiefs offer advice for your organisation's devops journey at DOES16

The ticketing business moved primary on-sale support directly into the product teams - getting the latter well connected into how the business is running and performing, as well as making sure they've got everything in their roadmap to make those processes better.

"We moved our application support teams out of tech-ops into the product teams they support directly," Dean said. "The team that operates our core ticketing system used to be in ops, and you had that huge wall. So we moved that team directly into the product team and instantly devops'd it - I use that jokingly, but it did remove 90 percent of the friction immediately."

"You had this wall - all of that is just gone. And now they have a shared vision of what is going to work, not ops protecting them from themselves."

The company also changed expectations around systems engineering, and what that means - from the team that others asked for things, into being embedded directly into product teams.

"They are the people that help product teams with scalability, reliability, deployability, repeatability - they are an advisor sitting in the passenger seat, not the driver's seat. It is a huge fundamental shift."

Buoys not boundaries

"We didn't think we should prescribe a particular pipeline," said Rafael Garcia, director of R&D IT at HPE. "But we understand that also means you can't leave it to chaos. So we came up with this concept of buoys, not boundaries - we established a series of vetted pipelines that are very well tested and very easy to consume. If the team doesn't know what they want to do in order to create a pipeline, they can leverage this very easily from a central service."

"If they do want to explore, though, they're buoys, not solid boundaries - you can go explore," Garcia explained. "That's critical in the devops world, because the world is changing constantly. If you're worried about some kind of central team doing some kind of assessment that takes nine months, by the time they're done assessing, the new tool is already out. You need to give your team the ability to explore."

Configure the tools to work for the product

According to Unilever's VP for information and analytics Kjersten Moody, organisations should take the time to properly consider and configure the tools they're using, rather than just bringing in the technology as a kind of panacea.

"It's not just bringing in the tools - it's configuring the tools to work for the product," Moody said. "You can bring in a tool, but if you don't have the right template, and you haven't thought about the workflow of how code and people need to interact with the system, you're not really doing it, I would argue."


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