“The term DevOps may go away because we’re approaching a point where *all* IT is becoming DevOps”
As we pursue DevOps, we must first endeavor to understand the end-state. JAXenter editor Gabriela Motroc caught up with Greg Bledsoe at DevOpsCon 2018 to talk about the data-based DevOps maturity model, the DevSecOps trend, the importance of metrics and more.
An unidentified target is an impossible target. As we pursue DevOps, we must first try to understand the end-state. What does high-functioning DevOps look like? Is DevOps misuse [or misinterpretation] part of the learning curve? Has the DevSecOps trend toned down? Is DevOps still a buzzword or is it slowly fading away?
JAXenter editor Gabriela Motroc caught up with Greg Bledsoe at DevOpsCon 2018 to talk about the data-based DevOps maturity model, the DevSecOps trend, the importance of metrics and more.
Here are some quotes from the interview:
- DevOps misuse/ misinterpretation is not necessary but it is customary. You can avoid it and if you do so, you gain an immediate competitive advantage.
- The hard part is to make your organization compatible with DevOps
- Measurement is a critical component that gets left out; most people want to focus on automation.
- DevOps is an innovation in how we deliver innovation; minimizing the parts that are not valuable is the way to do DevOps but it’s important to know what to do next [which can only come from measurement]
- Data is the only objective language that we share.
- DevSecOps should be subsumed into DevOps. If you don’t do this [include your security people in your collaboration], your insecurity is already baked in.
- When we leave testing as an add-on, it’s entirely suboptimal and the same goes for security
- DevSecOps is good maturing DevOps. It’s the next phase after people get a good baseline of automation and collaboration.
- It’s too expensive not to include security in DevOps (“security-first mindset”).
- The wrong way to do DevOps is to try to copy process examples.
- The term DevOps may go away because we’re approaching a point where all IT is becoming DevOps or NoOps or some sort of DevOps. If you understand that DevOps is just lean software delivery, pretty soon it’s going to be obvious that everyone has to do that. The term may go away as its value is simultaneously captured and lost because now everyone is doing it. Since it won’t be the secret sauce anymore, the differentiator will be how people implement it.
Greg Bledsoe had a lot to say in his session about DevOps maturity titled “DevOps Maturity: What does ‘Good’ look like?”. Firstly, he discussed what DevOps is not. It is not: a new software or technology, a new tool stack, new teams, or organizational changes. DevOps is relevant for all companies, whether they are start-ups or not, and is relevant outside of customer developer. It still changes daily and should be thought of as an open-source collaborative methodology.
Bledsoe defined DevOps as the realignment of IT around delivering business value. There are many factors that can inhibit DevOps, such as blame-shifting between groups, thinking all problems can be solved by tools, hierarchical silos and handoffs, demanding that they are never any problems, and making large, sporadic changes rather than continually making consecutive changes.
According to Bledsoe, more mature teams measure outcomes, results, and work items that have been completed. They assess trends, provide feedback frequently and use metrics to inform program choices. Less mature teams measure outputs, activity, and time spent per task. They provide infrequent feedback and do not understand the value of what they are measuring. Bledsoe cautioned that psychological trust and safety is the number one difference between high and low performing teams.
Bledsoe concluded by stating that previously, IT was the bottleneck that prevented the business from moving forward, but now the opposite is true. The business must catch up to what DevOps can deliver. DevOps is the tip of the spear that moves the business.
Greg Bledsoe is a managing consultant at Accenture in the DevOps architecture practice and leads the implementation of DevOps principles and practices at the fortune 100, and has led top to bottom organizational transformations. He is also a regularly published author and frequent conference speaker. Greg has spent a career being responsible for keeping platforms secure, scalable, and reliable. He brings twenty years of experience building performant, automated, and cost-effective environments, having implemented DevOps principles before there was a term for it. Greg is a certified ethical hacker and certified penetration tester and led talented infrastructure teams with the same certifications at where they implemented multi-cloud PaaS. Greg has tackled large scaling challenges across multiple industry sectors such as managing the explosive growth of a third party credit card processor from a few million accounts to hundreds of millions, including an extranet securely connecting hundreds of partners, clients, and vendors.