Some 20% of UK businesses have suffered a cyber-attack over the past year, with larger firms in particular targeted, according to the British Chambers of Commerce (BCC).
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The team of executive directors strode purposefully into the room. Their shoulders deflating somewhat as they realized that they’d promised a two-hour slot to the corporate IT organization for a mini workshop.
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Integrating Development and Operation teams as well as other functions that have previously been silo’d is key to any development project for all service providers today. We hear a lot about this in DevOps training and certification classes.
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Take a moment and cross your arms. Now, cross them in the opposite direction. Which way was more awkward? If you thought crossing them the second time required more thought, you’re right.
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As companies build their teams, they should keep several points in mind. Implementing DevOps changes the skills that employees will need. Operations personnel, for example, will no longer configure environments manually; instead they will need to write scripts that automate configuration.
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Is your IT team struggling to implement large, enterprise-wide projects on time and under budget? By changing tactics, companies can save millions each year.
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Gartner publishes thought provoking research on the discipline of enterprise architecture. We aid our clients in developing their vision to stage planning a Business-Outcome-Driven Enterprise Architecture. We even provide a toolkit to help determine your business scope and focus.
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Here are a few things I seem to be saying a lot lately, while immersed in driving DevOps transformations. 1) Patience patience patience. Some people have to see and feel it to believe it. It takes years to change a corporate culture, to bring everyone along. 2) Evolution not revolution.
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Is it Strong DevOps? DevOps Security? Secure DevOps? DevSecOps? DevSecQAMktSalesOMGBBQOps? Who cares?
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I was recently invited to a BCS event to conduct an Attitude, Behavior, Culture (ABC) workshop showing how ABC (part of the ITIL practitioner toolkit) is STILL the number one success, or more commonly “fail factor,” in IT service management (ITSM) improvement programs.
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