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)

Introducing Gregory Bledsoe

Having recently joined MThree Consulting, much of Greg's focus is in helping businesses achieve delivery of agility transform. Previously, he's worked as an Agile, Lean, and DevOps consultant at SolutionsIQ. Greg has also written extensively about DevSecOps, kernels, and virtualization. You can find him on Twitter at @geek_king.

Viktor Farcic: Hi, Greg! Before we delve into the world of DevOps, tell us a little about yourself.

Gregory Bledsoe: My career up to this point is entirely down to the fact that I was a very successful engineer, and because of this, people promoted me to management positions. That being said, however, I don't think it's the best approach because good engineers don't always make good managers. Nobody ever gives us engineers any training on how to manage, nor do they take the time to explain what we're actually supposed to be doing as managers. Because of this, I had to reinvent myself into this manager role...