The DevOps Story Needs to Be Told!
There is so much chatter about DevOps these days, but so little clarity about what it really means. The shame of it is that very few of us have really heard the "Story of DevOps." Some don't know the how the story begins...some get lost in the middle of the story...and others are scared of how the story will end.
The outline of any great story includes the Setting, Theme, Characters, Point of View, Plot, Conflict, and Resolution.
- Setting - DevOps needs the right environment...the right mood, to really flourish
- Theme - The big idea that makes DevOps a foundation for successful Agile implementation
- Characters and Point of View - DevOps done right is so much about people
- Plot and Conflict - Transitioning from a silo organization can be a happy story or a disaster
- Resolution - Setting a destination for your DevOps journey is so important
In this blog series, we hope to help you write the “Story of DevOps” at your organization to make DevOps wildly impactful to your business results. Let's start with the setting...
The lack of built-in test support for JIRA can feel like a strange omission. Luckily, there are multiple JIRA plugins that add testing support to JIRA, the most popular of which is Zephyr. However, JIRA and Zephyr are extremely flexible tools, and getting their full value requires a team understanding of testing practice, and integrating those practices into JIRA.
So, creating a Agile team sounds good on paper, but making this a reality is often harder in most organizations. The hardest part of moving to dedication of team members is first believing that the benefits are worth enduring the pain that often accompanies this move. In the “pre-dedication” way of working, team members would move from team to team as the project heated up in a certain area or when a specific team needed the specialized skills only that team members possessed. These “pre-dedication” team members were also at the whim of the project manager who was bequeathed with the holistic knowledge of the “big picture” and could decide at any given moment that which agile project or which part of which agile project a team member was working that day. So, these team members would spend 25% of their time on Project A, 30% on Project B, 35% on Project C, and 10% on Project D. But, did anyone remember that all this context switching was an enormous drain on that team member and he / she was left with either putting in 25% overtime or being late on at least 3 of these 4 agile projects. As a scrum team member, a lack of dedication can kill your ability to deliver and not to mention your motivation to be at work.
Now that you are hopefully convinced that you want your organization to be steeped in a Culture of Commitment, how do you infuse the CofC in your company’s DNA? The “Culture of Commitment enabling” markers your teams need to strive for are depicted below.
Welcome to Interview Series! In this Series, we ask questions that you submit through our social media channels to our consulting practice leaders.
Having played senior leadership roles in many solutions delivery organizations, we have witnessed both the presence and absence of a Culture of Commitment.