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)

Earning the right to be heard

One very subversive way to get people together is to start a Lean Coffee approach to meetings. If you can convince a grumpy Eeyore to come to your Lean Coffee meeting and you just ask and listen, then you're already creating change. The change issue you're solving when you do this is that people want to be heard and they want to feel some interest or empathy from other people before they want to listen. But it's important, during change, to earn the right to be heard among each other—by first listening.

"It's important, during change, to earn the right to be heard among each other—by first listening."

—Kevin Behr

If somebody who has dealt with the operations and infrastructure side can come to the Lean Coffee, then everyone can listen to what that operations person is saying. People in both the development and the operations groups are likely to be cynical at first. To make progress...