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Every other Friday, we have a meeting of the “DevOps Theme Team,” a group of Forrester analysts focused on next generation IT management approaches. We talk about Agile and DevOps, of course, but also extend into related areas like portfolio management and security.
DevOps is one of the most powerful weapons that CIOs have in their arsenal. DevOps unites the entire enterprise in delivering business transformation with superior customer experience. In order to unlock the promise of DevOps, CIOs must lead the call for cultural change. DevOps has become this imperative, and CIOs must act now.
It may surprise you, but DevOps has been around for nearly two decades. Driven by the development community’s desire for more capabilities and controls when deploying applications, DevOps gained momentum in 2011 in the enterprise with a positive outlook from Gartner and in 2015 when the Scaled Agile Framework (SAFe) incorporated DevOps.
It’s no secret that companies are committing to DevOps. In fact, according to a recent survey, three-quarters of leaders have adopted DevOps into their operations. DevOps delivers speed and agility to the development process. Change management brings consistency to DevOps. But it’s not easy.
Here, agility is essential, and smart IT leaders are doubling down on efforts to streamline IT, whether that involves reprioritizing projects and realigning the IT portfolio, rationalizing applications and pursuing cloud-native approaches, increasing automation through DevOps or AIOps adoption, or overhauling the structure of IT operations.
If you want to be unpopular with an Agile or DevOps team, tell them “you need to use the shared service.” ” Shared services have a well deserved reputation for bureaucracy, one-size-fits-all standards, long lead times, and high transaction costs. Shared services per se are not the problem.
Scaled Agile Framework (SAFe) certifications are becoming valuable in larger organizations looking for efficient project delivery, reduced time-to-market, and ways to provide better stakeholder value. Then you’ll need to meet the prerequisites for the certification(s) you choose. What is SAFe certification?
We typically meet on Fridays at 11am ET and discuss a selected topic on leading digital transformation. Two weeks ago, we chatted about how to become a Digital Trailblazer, and this past week we discussed DevOps in SMBs and nontech companies. I recently started a new program called Coffee with Digital Trailblazers on LinkedIn.
Successful companies today are lean, agile organizations with executives who have a vision and a mindset that empowers collaboration so employees can achieve that vision. Achieving business transformation and agility requires commitment from leadership at the very top of an organization, including C-suite, business and technology leaders.
It almost seems medieval: a weekly or bi-weekly meeting of all-powerful IT leaders and senior engineers, holding court like royalty of old, hearing the supplications of the assembled peasants seeking various favors. It has legitimate objectives -- coordination, risk reduction, audit trail -- that do not go away because of Agile or DevOps.
The collaboration needed by Digital Trailblazers, especially ones leading DevOps and agile teams, is rarely achieved by jumping from meeting room to meeting room or expecting people
The same is not true, sadly, for many agile project management and development initiatives. Too often, an organization may launch something that looks like an agile program, calls itself an agile program, claims to operate like an agile program, yet really isn’t an agile program in the least.
Here, agility is essential, and smart IT leaders are doubling down on efforts to streamline IT, whether that involves reprioritizing projects and realigning the IT portfolio, rationalizing applications and pursuing cloud-native approaches, increasing automation through DevOps or AIOps adoption, or overhauling the structure of IT operations.
Scaled Agile Framework (SAFe) explained The Scaled Agile Framework encompasses a set of principles, processes, and best practices that helps larger organizations adopt agile methodologies , such as Lean, Kanban, and Scrum , to deliver high-quality products and services faster.
Cloud technology is a springboard for digital transformation, delivering the business agility and simplicity that are so important to today’s business. In fact, in a recent IDC study , 60% of CIOs stated they are already planning to modify their operating model to manage value, agility, and risk by 2026. Discover how.
Underpinning these initiatives is a slew of technology capabilities and strategies aimed at accelerating delivery cycles, such as establishing product management disciplines, building cloud architectures, developing devops capabilities, and fostering agile cultures.
Agile for hybrid teams optimizing low-code experiences The agile manifesto is now 22 years old and was written when IT departments struggled with waterfall project plans that often failed to complete, let alone deliver business outcomes. Today, many CIOs must determine which agile tools to use and where to create practice standards.
Past shifts to agile methodologies helped as teams now had a product owne r to prioritize backlogs and adopted agile principles that empowered them to commit to a realistic amount of work. But many enterprises stopped their agile transformations at this layer.
DevOps velocity mandates change velocity. Enterprises today are focusing on delivering applications faster to drive customer experiences and drive business transformation to meet rising expectations. For some, faster delivery is simply faster time to disappointment where the delivery process is shoddy and speed is the only metric.
DevOps engineer DevOps focuses on blending IT operations with the development process to improve IT systems and act as a go-between in maintaining the flow of communication between coding and engineering teams. Role growth: 21% of companies have added DevOps engineer roles as part of their cloud investments.
Organizations should leverage AI to empower DevOps teams, enhance mainframe operations, and infuse AI into business transactions,” wrote Tina Tarquinio, vice president of product management, IBM Z and LinuxONE, in a blog about the study.
What companies need to do in order to cope with future challenges is adapt quickly: slim down and become more agile, be more innovative, become more cost-effective, yet be secure in IT terms. If these don’t have a modern foundation, then the whole transformation project will be doomed to failure. That’s why the issue is so important today.
As IT leaders feel pressure from the C-Suite to be more efficient, as well as cut costs and optimize resources, respondents of the survey ranked faster DevOps processes, automated processes, and increasing overall output as the top three measures that would be most impactful to increasing efficiency.
Bureaucracies exist to ensure continuity of purpose within a construct of organizational processes and since they are filled with and designed by people, aren’t able to radically evolve to meet new threats or fill new operating environments.
(A version of this Blog originally published on Auth0 Blogs ) Apps are becoming componentized and API-based to facilitate reuse and agility; Identity management cloud services will help. "In But when business leaders don't plan a consistent IAM foundation, digital agility will be one of the big losers. databases, LDAP servers, etc.)
For instance, if you oversee security teams, you may want to consider the security-focused certifications, whereas if you manage an agile team, then project management and agile-focused certifications may be a better fit. This certification demonstrates your ability to work on or lead an agile team.
The dynamic and ever-evolving world of DevOps requires businesses to deliver high-quality software, under pressure, at an accelerated pace. As cybersecurity concerns continue to grow, many organizations are also now embracing DevSecOps, integrating many security practices throughout the DevOps process.
DevOps engineers must be able to deploy automated applications, maintain applications, and identify the potential risks and benefits of new software and systems. Developers need to be able to understand client requirements and provide recommendations for improving web, software, and mobile applications to ensure they meet user needs.
Death by Meeting: A Leadership Fable … About Solving the Most Painful Problem in Business By Patrick Lencioni Shannon Thomas, CIO at Hennepin Technical College in Minnesota, acknowledges that meetings have become a necessary evil. Often leaders end their days exhausted by meetings only to finish work after-hours,” she says.
They must collaborate with execution teams on an agile process that adopts continuous planning , delivery, and transformation practices and seeks customer feedback to adjust priorities. Most organizations can’t afford to staff domain experts with active roles on agile teams, so they consult with teams on their requirements and solutions.
In today’s rapidly evolving digital landscape, agility is no longer just a buzzword — it’s a business imperative. This dynamic framework offers CIOs a powerful tool to continually optimize their technology portfolios, ensuring their organizations remain agile, efficient, and future-ready.
Last year VMware commissioned an eye-opening survey of IT leaders, including nearly 6,000 CIOs, CISOs, CTOs, application developers, cloud architects, and DevOps professionals across the globe. The resulting report, “ The Multi-Cloud Maturity Index ,” garnered important intelligence on the state of multi-cloud deployments across industries.
Piddington says he accepts that some technology investments will be short-lived, that they will be designed and implemented to meet the needs of the moment and deliver returns quickly, and then will have to be retired. Bobby Cain can attest to the speed agile generates.
Agile practices, and scrum in particular are really strong at prescribing steps to go from sprint start to end. Teams practicing scrum will usually have a commitment meeting at the start of the sprint to decide the scope of work they aim to complete and daily standups during the sprint to discuss status and blocks.
In “ Making a new business case for cloud computing ,” he writes, “The most significant value of cloud computing is rarely found in cost savings, although they sometimes do occur; it’s about delivering the more critical business values of agility and speed to innovation.” Agility and speed to innovation.
Pre-pandemic, high-performance teams were co-located, multidisciplinary, self-organizing, agile, and data-driven. As many organizations were accelerating digital transformation initiatives, the higher-performing teams excelled at change management and agile planning practices.
Carriers in Latin America require time to market for new functions to be shorter, which, in turn, means the business system needs to be more flexible and agile. The operation mode based on a single product cannot meet the operation requirements in the 5G era. The system provides agile supports as below: Configurability.
As today’s digital-centric landscape continues to evolve at an unprecedented pace, software agility, and speed-to-market are critical to long-term success and revenue growth for any business. Devops, Software Development What are their (and their apps’) requirements? To learn more, visit us here.
Agility – Successful mobile experiences require rapid feedback loops. With that demand for agility comes a significant concern about how to handle rapid data model changes. This is where the demands placed on your data model due to the need for agility are compounded.
Last year I attended and spoke at over twenty (20) conferences that covered a wide range of topics from Artificial Intelligence to Agile & DevOps to Data Science. I spoke on a wide range of digital transformation topics and had the opportunity to meet many interesting IT leaders and event sponsors.
What companies need to do in order to cope with future challenges is adapt quickly: slim down and become more agile, be more innovative, become more cost-effective, yet be secure in IT terms. If these dont have a modern foundation, then the whole transformation project will be doomed to failure. Thats why the issue is so important today.
The demand for high agility and time to market is creating a compelling case for critical portions of their portfolios to be transformed to a more cloud-native form-factor.”. Then if you can create agile teams that include security, infrastructure support, development, product owners, etc.,
Are agile teams overly stressed with too many priorities? Monitoring practices that kill IT culture Regarding stress from IT operations, one clear area for CIOs to focus on is monitoring services, alerting on application performance issues, and meeting service level objectives (SLOs). Is the organization transforming fast enough?
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