Ranger4 DevOps Blog

#DevOpsFriday5 with Sven Malvik

Posted by Helen Beal on Fri, Jun 12, 2015 @ 11:06 AM

It's the Ranger4 #DevOpsFriday5 series - to we will hear from Sven Malvik. Take it away !

1) How would you describe the relationship between DevOps, Agile and ITIL?

For me, DevOps is all about being independent from development to production. That means that a DevOps team must be responsible and really own its deliveries, 100%. Its focus is independency. I think to work in an agile team means how a team deals with change and how fast it can deliver. Its focus is collaboration. ITIL is a framework that describes how processes interact. Its focus is control. All three, DevOps, Agile and ITIL are overlapping and all three have one common goal, delivering value.

2) Can you describe what DevOps looks like when it’s ‘done’?

In a perfect DevOps world, a DevOps working team controls its deliveries. That said, separation of duties will not be a problem anymore that causes bottlenecks. To achieve that, everything from development to production must be automated. Changes must be so small that hotfixes can be applied in very short time. A DevOps team that is responsible and so able to run the entire delivery chain can really own an application. Ownership and responsibility leads to motivation. DevOps that is “done” is about highly motivated people that loves to deliver value.

3) What do you think are the key metrics for DevOps?

DevOps teams need to automate as much as possible when it wants to avoid bottlenecks due to handovers and to save time. One could say it’s all about speed. The lead time of a change that goes into production tells a lot about whether a team is in control of its applications or not and how big those chunks of code are that get released. Smaller changes are better manageable than bigger ones.

4) What attributes constitute a culture embracing DevOps?

Trust, Commitment and Ownership. When people are being trusted they will commit. And when people commit they will after a while feel deep ownership. Trust is the root attribute and management must show it to the teams. But this can be tricky. Larger organizations like banks and insurance companies need to separate duties and have no single person being able to do everything. Just think of banks and insurance companies that have single people that have the great power to do anything they like, a huge security problem. This problem can partly be solved with automating as much as possible.

5) Is Continuous Delivery the ultimate goal of DevOps? How do other ‘Continuouses’ (continuous deployment, testing, improvement etc) contribute in a DevOps transformation?

The ultimate goal of DevOps should be to deliver value in as short time as possible. Continuous X is only supporting that goal.

Sven_Malvik.jpegAbout Sven: Sven Malvik is the Head of Developer Competence Network and a Senior Software Developer at Nordea Bank, scandinavian's largest bank. He is driven by the question how to decrease Time to Market and how DevOps can help. For him, DevOps is about the people. Their motivation dictates Time to Market. In his spare time he writes about DevOps and IT Technologies.

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Topics: DevOpstastic, #DevOpsFriday5, DevOps