Much less confusing than the hundreds of overlapping and competing descriptions from technologists, a business bird's-eye view of DevOps shows several big parts of IT management catching up to the whole.
How It’s Working Out
“DevOps” is a service production approach
discovering itself within an existing larger
landscape of management for agility. It supports
sustained agility of service delivery to the business.
Ops Responsibility is making demands
on Dev Accountability
What is IT operations management - ITOM?
IT operations management (or more commonly, just "operations")
is generally agreed to encompass the day-to-day tasks related to
the management of technology infrastructure components and the
more granular needs of individual applications, services, storage,
networking and connectivity elements of a total IT stack in any
given deployment scenario.
-- CWDN: The Computer Weekly Application Developer Network
Business combines User and Ops Requirements
Business now predicates its competitiveness, and thereby its success,
on visibility, speed, and maneuverability.
Knowing where it is going, getting there quickly, and not losing control
is the summary agenda for the business reliance on IT.
This simplifies the management messages that matter, and IT
management follows up on the message received.
If IT will be the vehicle for business success, then the design of the
vehicle must have an appropriate architecture for the purpose.
DevOps designs against Risk to ROI
Without actual sustained capability being produced and maintained, Agility
is just an idea.
Forcing agility requirements into inadequately managed deployment
dramatically increases the complexity and risk of change.
Operational risk is minimized by the practice of design: using architecture
principles to assure that construction meets environmental constraints on
Architecture works both on the plan before, and on the sign-off after, the
production of a solution.
• The DevOps approach brings environmental requirements and support
dependencies into the front end of the development process.
• Orchestrating future-oriented releases for deployment aligns them to the
“Make it Quickly”:
Going from RAD to Agile is… from Product to Value
• Focus on rational decrease in risk
• Reusable software components
• Fixed specs
• Dev teams and test teams
• Parallel work
• Eventual single release
• Focus on rational increase in
readiness for usage
• Architecture & interfaces
• Evolving requirements
• Hybrid teams
• “Done” feature subsets
• Frequent “Iteration” releases
“Implement it Correctly”:
Extending from Agile to DevOps is …from Value to ROI
Quality/Purpose of function
Risk/Benefit of deployment
• Provide deployables relevant to
current requirements of the
• Evolve user solution
• Release to Portfolio
• Manage deployments
appropriately for business
• Evolve business capability
• Release to Environment