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)

What is DevOps?

Viktor Farcic: Hello, James. I wanted to start our discussion with a question: what does DevOps mean to you? It's a question that I find fascinating because everyone I've interviewed for this book has given me a different answer.

James Turnbull: I'm not sure that there is a single description for DevOps anymore. I started talking about DevOps in 2009, and although I wasn't at the first DevOps event in Ghent, Belgium, that year, I was at the next one.

I think when it first started out, DevOps was really about trying to build bridges between operations and their functions and developers and their functions, which largely focused around the moment of handover where the code goes from being in development to being deployed and in production. Then from there, we analyzed a lot of the problems with that particular challenge and identified that some of the issues were cultural, some were technological, like automation and tooling, while other issues were process...