Not very insightful, but I'm retaining some quotes:
But IT operations includes much more than the limited “ops” functions we typically fold into a DevOps team. I’m talking about things like ticket management, incident handling, user management and authorization, backups and recovery, network management, security operations, infrastructure procurement and cost optimization, compliance reporting, and much more. In today’s IT organization, where do these responsibilities fall?
You want DevOps teams to have a streamlined, low lead-time, lean pipeline to production. Devoting team capacity to this broader set of operational functions may slow down this pipeline. There are also efficiencies to be gained by sharing these practices across the work of all the DevOps teams.
All of this is to say that a portion of IT operations still exists independently of the DevOps teams, performing those “ops” functions that are not in “DevOps” while the DevOps teams focus on that subset of ops functions specifically related to deploying code and responding to code-related incidents
Forget about Agile and Scrum on the team level. Start with the org. Visualize the work as it is really happening … with all the gnarly dependencies. Have 150 person stand ups if that is the true size of the team. Have 150 people vote up the blockers that really matter, and swarm to fix those blockers. Face the mess head on, iterate, and improve. Rapidly rotate and reform teams to dynamically address the biggest blockers. Don’t hire human load balancers to preserve the status quo. Focus on DevOps, tooling, infrastructure, and unraveling the political bureaucracy that over-burdens and overutilizes the teams.
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Why Agile didn't work? In this article Ping discusses the pyramid structure of the 12 Agile principles and the managerial and technical support you need to provide for Agile to work. She uses real-life examples to illustrate some common issues encountered in implementing Agile, and offers some solutions on how to detect and fix these issues.
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