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)

The journey to DevOps

Viktor Farcic: I'd like to start with a quick introduction. Can you tell us a little about yourself and how you got into DevOps?

Damon Edwards: Between 2005 and 2007, I was a part of a boutique consulting organization that focused on what are now called deployment pipelines. Back then, web-scale services were still a fairly new idea, but we were experts in configuring and deploying applications at scale.

When the industry started to become more cloud-oriented, whether it was virtualized in VMware or the nascent AWS EC2, everything became part of the software stack. We found that this actually suited us as we mostly came from an operations-heavy background. Between 2007 and 2009, it became obvious that scale was no longer the issue; the technical aspect of deployment was becoming a solved problem.

The challenge, as we were being told by our customers, was they wanted to be able to get things done more quickly, moving at a pace where they can learn and outpace...