Book Image

DevOps Paradox

By : Viktor Farcic
Book Image

DevOps Paradox

By: Viktor Farcic

Overview of this book

DevOps promises to break down silos, uniting organizations to deliver high quality output in a cross-functional way. In reality it often results in confusion and new silos: pockets of DevOps practitioners fight the status quo, senior decision-makers demand DevOps paint jobs without committing to true change. Even a clear definition of what DevOps is remains elusive. In DevOps Paradox, top DevOps consultants, industry leaders, and founders reveal their own approaches to all aspects of DevOps implementation and operation. Surround yourself with expert DevOps advisors. Viktor Farcic draws on experts from across the industry to discuss how to introduce DevOps to chaotic organizations, align incentives between teams, and make use of the latest tools and techniques. With each expert offering their own opinions on what DevOps is and how to make it work, you will be able to form your own informed view of the importance and value of DevOps as we enter a new decade. If you want to see how real DevOps experts address the challenges and resolve the paradoxes, this book is for you.
Table of Contents (21 chapters)
20
Index
21
Packt

Agile versus DevOps – is there any difference?

Viktor Farcic: But then if you ignore the implementation on conceptual grounds, is there any real difference between Agile and DevOps?

Gregory Bledsoe: Yes, there is. Accenture has recently bought SolutionsIQ, a consulting organization that specializes in building business agility. SolutionsIQ is really good at developing those deep and trusted relationships, where they're telling people the hard truths and helping them to incrementally move toward a less pathological and more empirical structure and delivery chain.

SolutionsIQ views DevOps as a delivery method for your Agile infrastructure and process, which is not wrong. But I view DevOps as encompassing Agile and extending it because DevOps took a lot of stuff from Agile in the first place. For example, the cross-functional collaborative team: we've extended that. We collapsed additional silos because we wanted the development in the business to work really well together...