This article is part of the “DevOps War Stories” series. In each issue we hear what DevOps brings to a different organisation, we learn what worked and what didn’t, and chart the challenges faced during adoption. This time a very personal story on introducing a DevOps mindset at a large bank. In particular how the automation of configuration and release management processes enabled collaboration.
In this article we focus on the practical steps a software delivery professional should take in implementing an end-to-end software delivery process. The three basic steps are prioritizing needs, team building, and measuring results.
Mitchell Hashimoto released his book "Vagrant up and running" which covers everything from basic Vagrant usage to extending its functionality. In seven chapters he explains every aspect of Vagrant - from staring a default VM to extending it via plug-ins.
For many, software delivery has been treated as an ancillary business process that, though very expensive, does not have the structure, rigor, or focus of other business processes. 2
The number of jobs in a continuous integration tool can range from a few to several thousand, all performing various functions. There is an approach to manage these jobs in a more efficient manner. 1
Capers Jones compares the effectiveness of Agile and Scrum with a sample of contemporary software development methods using several standard metrics. 19
"Enterprise Software Delivery" is the latest book by Alan W. Brown, and is a must-read guide for anybody concerned with the development and delivery of software in a large organisation.
In this article, we will take a common example of a corporate web application for a fictional financial institution, and walk through fully automating their build process. 1
The software business has moved from ancillary to mission critical. This teams must start thinking about how to best integrate their delivery disciplines, creating a holistic integrated ALM approach. 2
If there's one thing developers are good at, it's automating things that used to be done manually. However, development teams often neglect the one audience that would benefit the most - themselves.
Last time we looked at Lean ALM from a high level perspective. This article Dave West builds on that by discussing how one can gradually introduce Lean ALM to established teams.
We examine what organizations can learn from Lean thinking in transforming ALM from an inflexible, expensive, dogmatic approach to one more able to reduce waste and deliver measurable value.