Many organizations list a skills gap as one of their primary obstacles to achieving and sustaining a high-functioning DevOps-based organization. This paper attempts to provide practical guidance to organizations on developing, recruiting, and retaining DevOps talent.
Most organizations have challenges with optimizing for the delivery of business outcomes. Technology delivery takes too long, costs too much, and often ends up missing the mark when it finally makes it to production. Often it can be unclear why this is happening and blame is cast in all directions. This paper is intended to provide guidance and a framework for organizations to use to determine the highest business priority and maximum allowable WIP (work in process) to improve speed to market, optimizing delivery of business outcomes, and to create strategic alignment between business and technology.
How do you build momentum and go from a few islands of DevOps goodness to a tipping point where the entire organization embraces common DevOps methods? This paper provides guidance to leaders (change agents) who see DevOps activity in different teams, groups, or departments in their organization and are looking to build community and promote growth. This paper will help you connect the pockets of DevOps goodness that may already exist within your organization and harness them to drive change.
The objective of this paper is to identify the individual(s) that could be considered critical to the organization and are the lone holdouts to the DevOps transformation. This paper seeks to identify practical approaches to categorizing the personalities of the resistant individuals and help identify a clear path that will align them closer to the movement.
While many IT organizations are moving away from matrixed organization, many organizations either can't or won't change. The goal of this paper is to provide tactics for mitigating the drawbacks of a matrixed organization. The paper details the organization attributes, the drawbacks of a matrixed organization with respect to desired DevOps attributes, and tactics your organization can use to mitigate these drawbacks.
If you are leading a DevOps transformation, a large part of your success will come from your ability to lead change at different levels in the organization. Achieving these changes will be hard, time-consuming, and require persistence, but they are worth the effort when your organization begins reaping the benefits from the transformation.This paper explores a variety of tactics that can be used to help achieve the mindset changes required and influence behavior and actions.
As organizations continually evolve and rely on cross-functional teams coming together and adopting DevOps practices, the process of delivering software products must also evolve. In this paper, the authors show how value stream architecture facilitates organizational process change and transparency, and should be the primary focus for every organization striving for DevOps greatness.