Welcome back! We hope everyone's had a wonderful festive break and is fired up to make the most of 2017 whatever excitement and craziness the year ahead is going to throw at us. We're looking forward to helping our customers new and old continue to tread the DevOps path to make our lives (and software!) better, faster and safer. Here are 7 things we're expecting to be working on to that end in the coming year:Read More
Ranger4 DevOps Blog
It's the Ranger4's #DevOpsFriday5 series and this week's answers are courtesy of Chris Prowse. He's DevOpstastic!
1) How would you describe the relationship between DevOps, Agile and ITIL?
DevOps and Agile, despite common misunderstandings, are not inextricably linked; I’ve worked on more traditional projects that have still seen significant benefits from adopting DevOps thinking. However, they’re incredibly complimentary in the way that they work.
Traditionally, we saw the Business, Development and Operations all working in silos. This meant that requirements were sent from the Business into the Development teams, where they were interpreted (often incorrectly), but didn’t reappear again until the end of the project when they were given back to the Business as a product that may or may not satisfy the Business’ needs. It was often at this point that the Operations team got sight for the first time of the product too; meaning they had a battle to deploy and support something new.
Agile thinking brings the Development and Business teams closer together, using regular feedback and engagement to keep the product in-line with the Business’ expectations, and ultimately delivers something that is useful to the Business. Throughput is therefore faster; but the Operations team are often still the last to see the product, and face similar challenges.Read More
Last month Gartner released their 2016 Magic Quadrant for Application Performance Management and for the 7th consecutive year running, Dynatrace were listed as a leader with the highest ability to execute.Read More
Processes and People
This is the last blog of a 3 part series on Agile Service Management (ASM).
Processes are ways of working that allow someone or thing to let someone or thing get what they want. A supplier gets a request, some steps are performed and an outcome is achieved. It could be to fulfil a request or to pass data from one application to another, it all involves a process (es). Simple! Then why is it that many of our processes are so hard to complete, or are changed without consideration of the effects or are just simply ignored for the way someone thinks it should be done?
Maybe it is because our processes are not people centric. By people I am talking about the people that do them, create them and receive the outcome. Processes are not created by automation. Automation enables a process. So let’s get the people that want something and the people that need to provide that outcome together!
In my recent blog on Agile Service Management we discussed how blending the concepts of faster (Agile) with safer (ITSM) could lead to processes that enable an organisation to use technology to remove obstacles or enable goals. This is the second of a 3 part series on Agile Service Management (ASM).
It is a mindset that stops us from thinking in this way though. Agile is always thought of creating or innovating and ITSM is thought about in terms of inflexible processes or tools that no one else can use.
So I want to say straight off: THIS IS NOT TRUE!
This is the first of a 3 part series on Agile Service Management (ASM).
IT Service Management (ITSM) has been around for almost 27 years: the capability of taking a process, creating a high-level view by collaborating with others and then iteratively introducing each step until fully introduced. For me, a process is a way of work: buying something, onboarding a new employee, resolving an incident are all examples. What we missed was someone to then continue the process as part of their job; an accountable person. Yes, I know that we had many roles defined but, in my experience, once a process was defined, the review and improvement of that process in short, iterative timeframes rarely occurred.
Therein we missed a trick. We should have treated the creation of a process with the same mindset that we use to create products based on various agile techniques. We should have created a way of ensuring these questions were always being addressed:Read More
Organisations we work with tell us they love using Atlassian tools because the way that they integrate allows them to have traceability through the SDLC - the foundation for The DevOps Loop and end to end ideation to realisation capabilities.
Studies show that organisations that integrate JIRA Software with Bitbucket have fewer status meetings and release an average of 14% faster than teams using a different repository management solution. So HOW do the tools integrate and why does the integration increase velocity and improve productivity?
Atlassian's claim is:
Bitbucket and JIRA Software are seamlessly
integrated, from branch to deployment
Let's have a look at that in a bit more detail and see what it really means.
First off, you can create Bitbucket branches from INSIDE JIRA Software. This helps to give an entire development team context around every branch. JIRA Software automatically populates information for your new branch in Bitbucket and even suggests a branch name based on the issue key. Nice.Read More
Bamboo 5.14 is here and the update from Atlassian provides you with an easy way to track plan configuration and get all branch-related information in one place, so you can focus more on writing code and less on managing plans. For a complete list of what’s new and improved, see here.Read More
Forrester released a white paper entitled Take Application Performance To The Next Level With Digital Performance Management (DPM); in it they describe Dynatrace as an APM and not a DPM. Well I have to disagree.
Dynatrace as a product is capable of performing all the tasks listed on page 4 and 5 of the paper, but only as part of a true DevOps process. Without the process and discipline then of course it will just be a tool for the Dev, or the Ops or the network guys.
If everyone involved in the customer's journey is consulted from the very beginning and all have an input into what is required from Dynatrace then everything that Forrester is saying that makes a DPM can be achieved so DYNATRACE IS A DPM.Read More
The week before last it was the Atlassian Summit 2016 in San Jose and a full programme of live talks and announcements ensued. I took the title of this article from the body of one of the many email updates I received as when I first read it, I thought, "That's a bold claim, but in our experience, true." The software landscape has changed dramatically in recent years, thanks to disrupters like Atlassian. They have made it easier to access and use software that is critical for underpinning the collaborative elements essential to DevOps success, and have now proven it scales too. As they said themselves of enterprises:Read More