DevOps: What Is the Lean Cloud and Why It Matters
All clouds are not equal. To succeed in a DevOps context, organizations
should plan to develop/deploy apps across a choice of on-premise and public
clouds simultaneously depending on the business needs. This is where the
concept of the Lean Cloud comes in - resting on the idea that you often need
to relocate your app modules over their life cycles for both innovation and
operational efficiency in the cloud.
In his session at @DevOpsSummit at19th Cloud Expo, Valentin (Val) Bercovici,
CTO of SolidFire, will discuss how to leverage this concept to seize on the
creativity and business agility to make it real.
Valentin (Val) Bercovici, a longtime NetApp executive and member of the
Office of the CTO, is now part of SolidFire as CTO. In this new role,
Bercovici leads SolidFire's Office of the CTO (SFOCTO) which ... (more)
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Today's fast-moving world makes DevOps essential to all enterprises. In this
new second edition, learn why DevOps is essential for any business aspiring
to be lean, agile, and capable of responding rapidly to changing customer and
by Sanjeev Sharma
A simple description of DevOps is such:
‘An approach to Application Delivery that applies Lean principles to
accelerate feedback and improve time to market’
What does this mean? In a nutshell it implies that DevOps is a set of
principles and practices that enables an organization to make their delivery
of applications ‘lean’ and efficient, while leveraging feedback from
customers and users to continuous improve.
What do you ‘continuously improve’? Three things:
The application being delivered The Environment of the application being
delivered The process... (more)
Tom Jenkins, the newly appointed PMO manager convened his team. Xavier, Paula
and Xing were eager to start work. Tom explained that the PMO rollout is a
change process. He gave his team assignments around stakeholder analysis,
mapping of communication requirements, and creation of the PMO newsletter.
While the team was somewhat puzzled with these activities they moved to
fulfill them. Working with the stakeholders, the team captured many
complaints pertaining to the current way of work and gathered numerous
requests for improvements. Eagerly awaiting their next meeting, which was
held virtually through a videoconference, they prepared a list of proposed
improvements. Xavier proposed to commence work on the work breakdown
structure and the software development lifecycle. Paula suggested to update
the risk register template and to implement a new tool for project
Lean, Agile and DevOps principles have improved software delivery in many
important ways. As evolving markets compel software organizations to increase
quality and productivity, interest in these concepts has never been higher.
But despite their considerable merits, individually and collectively, they
can fall short in addressing the full range of issues confronted by modern
software organizations. To close the gaps, these principles must be knitted
together in a way that allows you to realize the full potential of your
people, processes and technologies. The fastest and most effective way to do
this is to create an integrated software lifecycle. From planning,
development and testing to deployment and maintenance, integrating all the
tools required to accomplish all the tasks related to software delivery will
allow information to flow freely from practitioner to pr... (more)
This article depicts the best practice approach for integrating Agile
approaches and specifically Scrum development with traditional overarching
linear approaches, specifically waterfall methodology. The agile PMO,
properly defined, can be positioned to secure Agile-Scrum benefits while
maintaining the necessary overarching control.
Over the last two decades, various Agile approaches have been introduced and
practiced. Of these, in last 5 to 7 years, Scrum has gained the most
popularity resulting from a combination of simplicity, ease of use, and
effective public relations. Scrum success in software development
organizations has been a powerful driver for roll outs across products,
industries and businesses. As described, this was exacerbated by a focused
marketing effort from Scrum evangelists. Unfortunately, most of these
organizations were not stru... (more)
Did you notice that when something happens to you, it seems to occur to other
people as well? For example when you have toddlers, suddenly you see toddlers
everywhere - and naturally they are all misbehaving compared to yours J, or
when you're planning your wedding, all around you, people are planning
theirs, and white dresses become scarce. Lately I had this feeling myself; I
was reading a David Baldacci thriller, when half way through, he introduces
NP problems and the consequences of finding that P=NP. In addition, I have
lately been reading many articles about Critical chain project management. I
feel compelled to contribute and provide my take and insights.
There are two kinds of problems, the easy ones which we solve at school, and
the hard ones. We might remember the method to solve a quadratic equation by
using the x = [-b/2 ± √((b/2)^2 - ac)] /a formula. We ... (more)
In a Scrum-Agile project management environment, the product owner acts as a
catalyst of change in the organization, enabling value creation through
projects and products. Product owners create the required link between how
the business would look like in the future and the current state. The product
owner is a key facilitator within the organization in bridging the client and
the business community with the Agile development team.
Most of what a product owner performs can be defined in the broader sense as:
1) Creating and increasing value for the business, and 2) Eliminating and
reducing costs for the business.
The product owner is required to identify business needs and determine
solutions to business challenges. We can characterize the role description of
the product owner as related to the above tasks into several key
responsibilities. The product owner needs t... (more)
The first step in building support within the greater stakeholder community
is identifying the various stakeholder groups and individuals impacting the
project/activities and analyzing their attitudes. Identifying stakeholders
can be completed alone or with a small team. Since analyzing them is a
sensitive undertaking, it makes sense to perform the activity with the kernel
project team, ensuring the output of the analysis remains within the team.
The objective of stakeholder analysis is to produce a list of stakeholders
that might influence the outcome of the project. Once the list of
stakeholders is produced, each one is assessed according to his power and
interest. Power, in this regard, is the stakeholder's ability to impact
various aspects of the project either positively or negatively. Interest is
defined as the level of concern the stakeholder has with the proj... (more)
In order to create the combination between top-down problem-decisions
(waterfall like approaches)and local problem-decisions (Agile project
approach) here are practical guidelines to pursue
Three practical complex decision-problems guidelines:
Simple local rules Strategic top down rules Visual problem view
We describe in detail, each practical guideline, below.
Simple local rules
This cannot be overstated. Local rules must be easy to follow. Whether these
are rules for: a machine operator, traveling salesperson, a project
coordinator, or you packing your bags.
The local decision rules are the ones mostly used, they must be easy to
follow, understandable, and unequivocal. Consider the warehouse forklift
operator who is re- stocking raw material. If she needs to follow a complex
decision protocol for placing newly arrived material in the warehouse, it
would result in c... (more)
Over the course of 2015 I was exposed to many companies going through Lean
software delivery transformations - some very successful, but many less so.
Having this visibility into the software lifecycle architecture of such a
broad range of the world's leading organizations was eye opening.
Here's what I found: most leading IT organizations are going through some
kind of Lean transformation. The ones that succeed in accelerating software
delivery will thrive. Those that fail will fall behind. And those that take
no action, but continue down the complacent road of delivering software in
the slow ways of yesteryear, will be displaced by their nimbler enterprise
counterparts, or by startups. This will happen much more quickly than they
realize. One of the most interesting things I learned was just how fast the
return on investment from a successful transformation is, whi... (more)
REDWOOD CITY, Calif., July 13 /PRNewswire/ -- E2open, the leading provider of
software-as-a-service for visibility and control over distributed global
supply networks, today announced that they will host a webinar entitled
"Building and Managing the Lean Supply Chain" on Tuesday, July 19, 2005.
Featured speakers include Dr. Mandyam M. Srinivasan, author of "Streamlined:
14 Principles for Building & Managing the Lean Supply Chain" and professor at
University of Tennessee, and Andy Micallef, VP of supply chain management and
quality at Agere Systems. Using E2open, Agere is currently automating supply
chain processes related to integrated circuit (IC) fabrication, test and
assembly activities to gain visibility into consolidated global procurement
data as well as key WIP data from manufacturing processes.
The Webcast will begin at 11:00 a.m. (PDT)/ 2:00 p.m. (EDT). To re... (more)