In order to implement DevOps, individuals and organizations must prepare for the culture shift, new tools, and automation. This consensus has evolved during years of debate concerning what exactly DevOps means and how to use it. There are many voices in the discussion, and even with some areas of consensus, many points are far from agreement.
AutoScout24’s Journey to Microservices: Christian Deger on Transformation, Principles and Technology
At the Dublin Microservices User Group, Christian Deger presented “Highway to Heaven”, the AutoScout24 journey from deploying code into a monolithic application using a traditional IT development process, to utilising a microservice architecture with cross-functional teams. This technical and organisation transformation enabled the business to react more rapidly to changing market conditions.
InfoQ ran a DevOps research question during Q4 of 2015, to find out which practices contribute the most to a healthy DevOps culture. The results show there are no predominant practices as DevOps initiatives are highly contextual.
Intent-based leadership is about giving control and decision-making power to people who have the information. When we give control to people who have the competence and clarity, we create an environment where great things happen. An interview with Jenni Jepsen about intent-based leadership, giving influence and control to people, and creating an environment where people can feel empowered.
At the Agile Greece Summit 2015 Erhan Köseoğlu presented a case study of scaling agile from Vodafone Turkey. InfoQ interviewed him about why Vodafone decided to implement agile, how they dealt with situations where people resisted, how they established a culture that supports agile, how they involved their customers in the agile transition, and which advice he want to give to C-level executives.
Technology leaders are moving towards Continuous Delivery and Agile to accelerate business innovation.This post talks about the importance of cultural shift in successful Continuous Delivery implementation in the organizations.
After a 5-year stint, Kellan Elliott-McCrea, left Etsy. Elliott-McCrea was Etsy's CTO for the past 4 years and VP of Engineering before that. During those five years both the software product and the engineering team underwent radical changes. In the article announcing his departure, Elliott-McCrea expounds five theories that guided him through those changes.
The volatility in the market requires that organizations become able to adapt to changing demand as fast as possible while gaining the highest value. To implement agile managers need to team up to remove impediments in the organization says Ahmet Akdag. An agility transformation is about learning to try, fail and learn.
Olaf Lewitz gave a keynote about Integral Quality at the Agile Testing Day Netherlands 2015. InfoQ asked Lewitz about quality attributes, what causes poor quality software, the relationship between the structure and culture of the organization and software quality and about clarifying intent and increasing trust.
Tester should go beyond their testing discipline and go into the organization. By asking questions they can start a movement that increases product quality and helps organizations to become more successful as Mike Sutton explained in his closing keynote at the Agile Testing Day Netherlands 2015 about test beyond quality – beyond software.
At QCon London 2015, Helen Walton and Pete Burden came up with a discussion on the impact of culture in project’s success (failure indeed) and gave practical advice on how to influence the organization's culture to which a person is working for
Marco Achtziger shared his experiences with deploying continuous testing in large scale agile project at Siemens Healthcare at the OOP conference. InfoQ interviewed Achtziger about continuous testing and continuous integration, infrastructural and social challenges with continuous testing, testing processes and tools, and improving continuous testing.
When you want to scale agile you have to view it as “a way of doing things, a mindset and a culture for the whole company” says Christoph Mathis. To scale agile you need to change the culture to achieve a learning organization.
To become agile you might need to change the core values and beliefs of an organization. Applying value systems from spiral dynamics can help organizations to go from doing agile to being agile as Dajo Breddels showed in the path to agility at the XP Days Benelux 2014 conference.
The starting keynote at Velocity Conference Europe 2014 was all about how human error is too often the easiest way to explain away a failure and how a different approach is needed. Steven Shorrock, European Safety Culture Programme Leader at Eurocontrol, explained why a Systems Thinking approach applied to safety is a better answer.