As a consultant, I have witnessed numerous organizations struggling with implementing agile. Agile fail patterns is a topic I have written about often (here, here, and here). Every now and then, I stumble across a company that is having great success with agile. One of the best success stories I have ever seen is from Valpak, out of St. Petersburg, Florida. Since they are right in my back yard, I was able to visit with them in person. Valpak’s transformation from a pure waterfall shop to an agile organization is a textbook example of how to drive change within an organization. Stephanie Stewart, Director of Agile Leadership at Valpak, shared with me her agile transformation story, which is summarized below.
Articles Tagged with Continuous Integration
Yesterday I had a chat with the folks at Codeship, a continuous integration and continuous deployment platform. The topic of immutable infrastructure came up and was intriguing to me, so I thought I would write about it. So what is immutable infrastructure? The concept of immutable infrastructure is to never change your existing production servers. Instead, build new automated servers and destroy the old. This concept falls in line with the “fail forward” belief system of many modern-day DevOps evangelists who believe that tweaking servers or rolling back code from servers in highly distributed systems is too risky and causes more problems than it is worth.
Companies that embrace the DevOps movement and implement the proper processes, tools, and culture change can greatly increase business agility and achieve higher levels of performance. What does high performance look like?
Many companies use some flavor of an agile methodology today with mixed results. I have written about agile fail patterns in the past, but some companies do an excellent job of applying agile best practices yet still suffer from missed dates, botched deployments, and low quality. Why is that, you may ask? Because most agile methodologies only address the development side of the house and clearly ignore the operations side of the house. The two need to work in tandem to produce the desired results, which is the goal of DevOps.
I spent two days at PuppetConf 2013 in San Francisco this week, and the common themes were automate everything, monitor everything, provide feedback early in the process, and focus on culture. All four of those topics aligned with the DevOps movement, with the goal of faster and more reliable deliveries. Companies that can deliver software more frequently with fewer issues have a competitive advantage over those who can’t.
I was fortunate enough to have the opportunity to attend PuppetConf 2013. When I walked into the first keynote session, I was shocked by the size of the audience. Over 1300 people were packed into the ballroom. Another 3700 had signed up to watch the event streaming online. Last year there were 800 people at the conference and only 300 the year before. Obviously, both Puppet and DevOps are hot topics these days.