DevOps is not enough
Embedding DevOps in a broader context

Uwe Friedrichsen – codecentric AG – 2014-2016
@ufried
Uwe Friedrichsen | uwe.friedrichsen@codecentric.de | http://slideshare.net/ufried | http://ufried.tumblr.com
What is the current state of affairs?
IT today
IT today



•  Faster
•  Cheaper
•  Digitization
•  Disruption
•  New technologies
DevOps
“Another buzzword for build and
deployment automation”
“A team that moderates
between Dev and Ops”
“You build it,
y...
Let’s check the

“DevOps bible”



http://itrevolution.com/books/phoenix-project-devops-book/
DevOps in a nutshell
The 3 ways of DevOps


Systems thinking
Amplify feedback loops
Culture of continual experimentation & learning


http://it...
•  Maximize flow (minimize cycle times)
•  Optimize for global goals (holistic view)
•  Never pass defects downstream
•  L...
•  Facilitate constant flow of fast feedback from right-to-left
•  Create quality at source (provide knowledge where neede...
•  Create a culture that fosters two things
•  Continual experimentation, taking risks and learning from success and failu...
Okay, but …
Why is DevOps not enough?
A bit of background …
Evolution of economy & markets
Formal part of
value creation
Solution:
machine
Dynamic part
of value
creation
Solution: man
sluggishness/low dynamic high...
Formal part of
value creation
Solution:
machine
Dynamic part
of value
creation
Solution: man
sluggishness/low dynamic high...
Formal part of
value creation
Solution:
machine
Dynamic part
of value
creation
Solution: man
sluggishness/low dynamic high...
Formal part of
value creation
Solution:
machine
Dynamic part
of value
creation
Solution: man
sluggishness/low dynamic high...
Key drivers

Industrial era

•  Cost-efficiency
•  Scalability
•  Repeatability
•  Stability
•  Efficiency & scale

Post-i...
Evolution of IT
1960
 1970
 1980
 1990
 2000
 2010
 2020
Complicated

(Business functions)
Complex

(Business processes)
Highly complex

(...
1960
 1970
 1980
 1990
 2000
 2010
 2020
Complicated

(Business functions)
Complex

(business processes)
Highly complex

(...
1960
 1970
 1980
 1990
 2000
 2010
 2020
Complicated

(Business functions)
Complex

(business processes)
Highly complex

(...
Formal part of
value creation
Solution:
machine
Dynamic part
of value
creation
Solution: man
sluggishness/low dynamic high...
1960
 1970
 1980
 1990
 2000
 2010
 2020
Complicated

(Business functions)
Complex

(business processes)
Highly complex

(...
Business
Market
IT today is a …
… Nervous System
… Medium
… Product
… Differentiator
Disruptive
Technologies
Business
Supp...
IT today is a key success factor to survive
in a post-industrial market
The traditional IT “best practices” are
counterproductive because they solve

a completely different problem
We need to rethink IT!
Rethinking IT
What are the new drivers?
IT
Post-Industrialism
Highly dynamic markets
Economic Darwinism
Lean startup/lean enterprise
Continuous design
Digitizatio...
What are the new goals?
IT
… be quick
Short response times
Holistic IT value chain consideration
… be effective
Focus on outcome, not output
… imp...
Process & Org
needs to be …
Quick
Flexible
 Effective
Software
needs to be …
Secure
Changeable
 Robust
… and improve conti...
Process & Org
needs to be …
Software
needs to be …
Quick
Flexible
 Effective
 Secure
Changeable
 Robust
… and improve cont...
What are the building blocks?
Adaption

DevOps
Systemic optimization
Inspect and adapt
Quick feedback loops
Continuous improvement
…
Process

DevOps
Agi...
The role of DevOps
Quick repetition …
The 3 ways of DevOps


Systems thinking
Amplify feedback loops
Culture of continual experimentation & learning


http://it...
If taken seriously DevOps will eventually
rotate your IT organization by 90°
Ops
Dev
 IT value chain
Businesscapabilities
Specialistteam(e.g.,productmanager)
Specialistteam(e.g.,UXexpert)
Specialistt...
Ops
Dev
 IT value chain
Businesscapabilities
Cross-functional product team
…
DevOps IT organization
Cross-functional produ...
Ops
Dev
 IT value chain
Businesscapabilities
Cross-functional product team
…
DevOps IT organization (optimized)
Cross-func...
DevOps also triggers

a lot of additional changes
“Okay, let’s start with DevOps …”
DevOps
“But our IT department is too big.
We need to organize differently.”
DevOps
Cross-functional teams
(organized by business capabilities)
“How can we enable
the teams to become faster?”
DevOps
Cross-functional teams
(organized by business capabilities)
Autonomy
(incl. E2E responsibility)
“How can we manage those teams?”
DevOps
Cross-functional teams
(organized by business capabilities)
Autonomy
(incl. E2E responsibility)
Decentralized contr...
“How can we control
if the teams are on the right track?”
DevOps
Cross-functional teams
(organized by business capabilities)
Autonomy
(incl. E2E responsibility)
Decentralized contr...
“We need to rethink our overall
governance model.”
DevOps
Cross-functional teams
(organized by business capabilities)
Autonomy
(incl. E2E responsibility)
Decentralized contr...
“How can we support autonomy
on the architectural level?”
DevOps
Cross-functional teams
(organized by business capabilities)
Autonomy
(incl. E2E responsibility)
Decentralized contr...
“Can we help teams getting faster
on the technological level?”
DevOps
Cross-functional teams
(organized by business capabilities)
Autonomy
(incl. E2E responsibility)
Decentralized contr...
“How can we ensure
the required speed and flexibility
at the infrastructure level?”
DevOps
Cross-functional teams
(organized by business capabilities)
Autonomy
(incl. E2E responsibility)
Decentralized contr...
“How can we guarantee
high speed and high quality delivery?”
DevOps
Cross-functional teams
(organized by business capabilities)
Autonomy
(incl. E2E responsibility)
Decentralized contr...
“How can we guarantee
high availability in production?”
DevOps
Cross-functional teams
(organized by business capabilities)
Autonomy
(incl. E2E responsibility)
Decentralized contr...
“How can we manage
all those moving parts in production?”
DevOps
Cross-functional teams
(organized by business capabilities)
Autonomy
(incl. E2E responsibility)
Decentralized contr...
“How can we make sure
the services of different teams
work smoothly together?”
DevOps
Cross-functional teams
(organized by business capabilities)
Autonomy
(incl. E2E responsibility)
Decentralized contr...
“How can we make
our efforts sustainable?”
DevOps
Cross-functional teams
(organized by business capabilities)
Autonomy
(incl. E2E responsibility)
Decentralized contr...
“How do we get enough input
for improvement?”
DevOps
Cross-functional teams
(organized by business capabilities)
Autonomy
(incl. E2E responsibility)
Decentralized contr...
“How can we establish those
quick feedback loops?”
DevOps
Cross-functional teams
(organized by business capabilities)
Autonomy
(incl. E2E responsibility)
Decentralized contr...
“And what does this all mean for
the people involved in this?”
DevOps
Cross-functional teams
(organized by business capabilities)
Autonomy
(incl. E2E responsibility)
Decentralized contr...
DevOps
Cross-functional teams
(organized by business capabilities)
Autonomy
(incl. E2E responsibility)
Decentralized contr...
Cross-functional teams
(organized by business capabilities)
Autonomy
(incl. E2E responsibility)
Decentralized control
Micr...
Cross-functional teams
(organized by business capabilities)
Autonomy
(incl. E2E responsibility)
Decentralized control
Micr...
DevOps drives the implementation
of the new IT
Wrap-up

•  Markets have changed
•  IT has changed
•  The role of IT has changed
•  New drivers
•  New goals
•  New buildi...
We need to rethink IT!






Join the most disruptive and exciting change
we have seen in IT for many years
Some recommended reading
@ufried
Uwe Friedrichsen | uwe.friedrichsen@codecentric.de | http://slideshare.net/ufried | http://ufried.tumblr.com
DevOps is not enough - Embedding DevOps in a broader context
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DevOps is not enough - Embedding DevOps in a broader context

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As the subtitle says, this talk tries to embed DevOps in a broader context. Therefore first briefly is sketched, how the state of IT is perceived by many people in IT. Additionally, DevOps is briefly defined by explaining the three ways as they were described in the book "The Phoenix Project".

After this short introduction the claim of the title is picked up: "Why is DevOps not enough?". In order to explain this claim, the history of economic markets and of IT are briefly explained. The bottomline is that almost all markets supported by IT have drastically changed in the years since IT became relevant for companies. Additionally, IT itself has changed dramatically in this period of time. Therefore, most of the common knowledge and best practices, we stick to in IT became counter-productive meanwhile because they solve a completely different problem, i.e., the problems of the times when the markets and IT itself were totally different.

The conclusion from the short examination of history is that we basically have to re-think IT as a whole, which is discussed briefly in the next section of the talk. This section first has a look at the new drivers that inflict change on IT. Then it derives the new goals of IT and shows some of the building blocks.

Having this new idea of IT at hand, the role of DevOps in it is finally considered. Starting with DevOps and its continuous pursuit of shortening cycle times in order to optimize outcome, DevOps can be used to drive the change of IT. This is exemplarily shown by starting with DevOps and then see, which question arise from that and what solutions it leads to. In the end of the example, many of the building blocks of the new IT are in place - just by starting with DevOps and continuously improving.

This is a very dense talk covering a lot of ground in order to lead to the final observation that DevOps can (and should) be used to drive the required change of IT and many detail have been left out. Also the voice track is missing of course, but I still hope that it provides you with some useful information.

Veröffentlicht in: Technologie

DevOps is not enough - Embedding DevOps in a broader context

  1. 1. DevOps is not enough Embedding DevOps in a broader context Uwe Friedrichsen – codecentric AG – 2014-2016
  2. 2. @ufried Uwe Friedrichsen | uwe.friedrichsen@codecentric.de | http://slideshare.net/ufried | http://ufried.tumblr.com
  3. 3. What is the current state of affairs?
  4. 4. IT today
  5. 5. IT today •  Faster •  Cheaper •  Digitization •  Disruption •  New technologies
  6. 6. DevOps “Another buzzword for build and deployment automation” “A team that moderates between Dev and Ops” “You build it, you run it!” “Isn’t that just a new word for ‘agile’?” “It’s a mindset thing” “Of course the new version of our product is ‘DevOps’!” Perfect confusion of ideas
  7. 7. Let’s check the “DevOps bible” http://itrevolution.com/books/phoenix-project-devops-book/
  8. 8. DevOps in a nutshell
  9. 9. The 3 ways of DevOps Systems thinking Amplify feedback loops Culture of continual experimentation & learning http://itrevolution.com/the-three-ways-principles-underpinning-devops/
  10. 10. •  Maximize flow (minimize cycle times) •  Optimize for global goals (holistic view) •  Never pass defects downstream •  Limit work in progress •  Build systems and organizations that are safe to change Ops Dev Business IT value chain Customer Holistic optimization Systems thinking
  11. 11. •  Facilitate constant flow of fast feedback from right-to-left •  Create quality at source (provide knowledge where needed) •  Create shared goals and shared pain for everyone involved •  Implement fast automated test suites •  Pervasively measure outcome (customer value), not output Ops Dev Business IT value chain Customer Amplify feedback loops
  12. 12. •  Create a culture that fosters two things •  Continual experimentation, taking risks and learning from success and failure •  Understanding that repetition and practice is the prerequisite to mastery •  Allocate at least 20% of available cycles to non-business requirements •  Constantly reinforce that improvements are encouraged & celebrated Ops Dev Business IT value chain Customer Continual experimentation and learning
  13. 13. Okay, but …
  14. 14. Why is DevOps not enough?
  15. 15. A bit of background …
  16. 16. Evolution of economy & markets
  17. 17. Formal part of value creation Solution: machine Dynamic part of value creation Solution: man sluggishness/low dynamic high dynamichigh dynamic The historical course of market dynamics and the recent rise of highly dynamic and complex markets The dominance of high dynamics and complexity is neither good nor bad. It‘s a historical fact. t1970/80 today Age of crafts manu- facturing Age of tayloristic industry Age of global markets 1850/1900 Spacious markets, little competition Local markets, high customi- zation Outperformers exercise market pressure over conventional companies We call the graph shown here the “Taylor Bathtub”. The “bathtub” curve Source: BetaCodex Network Associates, “Organize for complexity”, BetaCodex Network White Paper 12 & 13
  18. 18. Formal part of value creation Solution: machine Dynamic part of value creation Solution: man sluggishness/low dynamic high dynamichigh dynamic The historical course of market dynamics and the recent rise of highly dynamic and complex markets The dominance of high dynamics and complexity is neither good nor bad. It‘s a historical fact. t1970/80 today Age of crafts manu- facturing Age of tayloristic industry Age of global markets 1850/1900 Spacious markets, little competition Local markets, high customi- zation Outperformers exercise market pressure over conventional companies We call the graph shown here the “Taylor Bathtub”. Pre-industrial era Source: BetaCodex Network Associates, “Organize for complexity”, BetaCodex Network White Paper 12 & 13 Tailor-made solutions “Mastery is key to success”
  19. 19. Formal part of value creation Solution: machine Dynamic part of value creation Solution: man sluggishness/low dynamic high dynamichigh dynamic The historical course of market dynamics and the recent rise of highly dynamic and complex markets The dominance of high dynamics and complexity is neither good nor bad. It‘s a historical fact. t1970/80 today Age of crafts manu- facturing Age of tayloristic industry Age of global markets 1850/1900 Spacious markets, little competition Local markets, high customi- zation Outperformers exercise market pressure over conventional companies We call the graph shown here the “Taylor Bathtub”. Industrial era Source: BetaCodex Network Associates, “Organize for complexity”, BetaCodex Network White Paper 12 & 13 Cost-efficiently scale production “Get more done with less people is key to success”
  20. 20. Formal part of value creation Solution: machine Dynamic part of value creation Solution: man sluggishness/low dynamic high dynamichigh dynamic The historical course of market dynamics and the recent rise of highly dynamic and complex markets The dominance of high dynamics and complexity is neither good nor bad. It‘s a historical fact. t1970/80 today Age of crafts manu- facturing Age of tayloristic industry Age of global markets 1850/1900 Spacious markets, little competition Local markets, high customi- zation Outperformers exercise market pressure over conventional companies We call the graph shown here the “Taylor Bathtub”. Post-industrial era Source: BetaCodex Network Associates, “Organize for complexity”, BetaCodex Network White Paper 12 & 13 Continuously respond to changing demands “Continuous customer communication is key to success”
  21. 21. Key drivers Industrial era •  Cost-efficiency •  Scalability •  Repeatability •  Stability •  Efficiency & scale Post-industrial era •  Cycle times •  Adaptability •  Flexibility •  Resilience •  Effectiveness & speed
  22. 22. Evolution of IT
  23. 23. 1960 1970 1980 1990 2000 2010 2020 Complicated (Business functions) Complex (Business processes) Highly complex (Business nervous system) Software crisis Software engineering PC LAN Internet Business Support of IT Selective Holistic Complicated Complex “Moore’s law” Mobile IoT
  24. 24. 1960 1970 1980 1990 2000 2010 2020 Complicated (Business functions) Complex (business processes) Highly complex (Business nervous system) Software crisis Software engineering PC LAN Internet Business Support of IT Selective Holistic Complicated Complex “Moore’s law” Mobile IoT We are here …
  25. 25. 1960 1970 1980 1990 2000 2010 2020 Complicated (Business functions) Complex (business processes) Highly complex (Business nervous system) Software crisis Software engineering PC LAN Internet Business Support of IT Selective Holistic Complicated Complex “Moore’s law” Mobile IoT … but we still base most of our decisions on that We are here …
  26. 26. Formal part of value creation Solution: machine Dynamic part of value creation Solution: man sluggishness/low dynamic high dynamichigh dynamic The historical course of market dynamics and the recent rise of highly dynamic and complex markets The dominance of high dynamics and complexity is neither good nor bad. It‘s a historical fact. t1970/80 today Age of crafts manu- facturing Age of tayloristic industry Age of global markets 1850/1900 Spacious markets, little competition Local markets, high customi- zation Outperformers exercise market pressure over conventional companies We call the graph shown here the “Taylor Bathtub”. Remember the bathtub curve? This adds an additional twist …
  27. 27. 1960 1970 1980 1990 2000 2010 2020 Complicated (Business functions) Complex (business processes) Highly complex (Business nervous system) Software crisis Software engineering PC LAN Internet Business Support of IT Selective Holistic Complicated Complex “Moore’s law” Mobile IoT … but we still base most of our decisions on that We are here … Business is very different today … … than it was back then
  28. 28. Business Market IT today is a … … Nervous System … Medium … Product … Differentiator Disruptive Technologies Business Support Systems Continuous Conversation Digitization
  29. 29. IT today is a key success factor to survive in a post-industrial market
  30. 30. The traditional IT “best practices” are counterproductive because they solve
 a completely different problem
  31. 31. We need to rethink IT!
  32. 32. Rethinking IT
  33. 33. What are the new drivers?
  34. 34. IT Post-Industrialism Highly dynamic markets Economic Darwinism Lean startup/lean enterprise Continuous design Digitization IT as a product Digital conversation Social media Contextual computing Disruption Innovation through disruption Cloud, mobile, IoT, storage class memory Big data analytics Data-driven enterprise force change on
  35. 35. What are the new goals?
  36. 36. IT … be quick Short response times Holistic IT value chain consideration … be effective Focus on outcome, not output … improve continuously Improvement as planned activity needs to … … be efficient Provide required throughput … be robust High availability and adaptability … be flexible Flexible response to changing needs
  37. 37. Process & Org needs to be … Quick Flexible Effective Software needs to be … Secure Changeable Robust … and improve continuously
  38. 38. Process & Org needs to be … Software needs to be … Quick Flexible Effective Secure Changeable Robust … and improve continuously How can we achieve the new goals?
  39. 39. What are the building blocks?
  40. 40. Adaption DevOps Systemic optimization Inspect and adapt Quick feedback loops Continuous improvement … Process DevOps Agile Lean Feature Flow (no projects) Design Thinking … Governance Beyond Budgeting Decentralized control Outcome-driven Lean EAM … Organization DevOps Autonomous teams Cross-functional teams End-2-end responsibility Routine task automation … People Craftsmanship T-shaped Responsibility Curiosity Empathy … Technology Cloud Automation Microservice Heterogeneity Resilience … (Some) Building Blocks
  41. 41. The role of DevOps
  42. 42. Quick repetition …
  43. 43. The 3 ways of DevOps Systems thinking Amplify feedback loops Culture of continual experimentation & learning http://itrevolution.com/the-three-ways-principles-underpinning-devops/
  44. 44. If taken seriously DevOps will eventually rotate your IT organization by 90°
  45. 45. Ops Dev IT value chain Businesscapabilities Specialistteam(e.g.,productmanager) Specialistteam(e.g.,UXexpert) Specialistteam(e.g.,developer) Specialistteam(e.g.,QAexpert) Specialistteam(e.g.,sysadmin) Specialistteam(e.g.,DBA) … Traditional IT organization
  46. 46. Ops Dev IT value chain Businesscapabilities Cross-functional product team … DevOps IT organization Cross-functional product team Cross-functional product team Cross-functional product team
  47. 47. Ops Dev IT value chain Businesscapabilities Cross-functional product team … DevOps IT organization (optimized) Cross-functional product team Cross-functional product team Cross-functional product team Platformteam API
  48. 48. DevOps also triggers
 a lot of additional changes
  49. 49. “Okay, let’s start with DevOps …”
  50. 50. DevOps
  51. 51. “But our IT department is too big. We need to organize differently.”
  52. 52. DevOps Cross-functional teams (organized by business capabilities)
  53. 53. “How can we enable the teams to become faster?”
  54. 54. DevOps Cross-functional teams (organized by business capabilities) Autonomy (incl. E2E responsibility)
  55. 55. “How can we manage those teams?”
  56. 56. DevOps Cross-functional teams (organized by business capabilities) Autonomy (incl. E2E responsibility) Decentralized control
  57. 57. “How can we control if the teams are on the right track?”
  58. 58. DevOps Cross-functional teams (organized by business capabilities) Autonomy (incl. E2E responsibility) Decentralized control Outcome-driven
  59. 59. “We need to rethink our overall governance model.”
  60. 60. DevOps Cross-functional teams (organized by business capabilities) Autonomy (incl. E2E responsibility) Decentralized control Outcome-driven Beyond budgeting
  61. 61. “How can we support autonomy on the architectural level?”
  62. 62. DevOps Cross-functional teams (organized by business capabilities) Autonomy (incl. E2E responsibility) Decentralized control Outcome-driven Beyond budgeting Microservices
  63. 63. “Can we help teams getting faster on the technological level?”
  64. 64. DevOps Cross-functional teams (organized by business capabilities) Autonomy (incl. E2E responsibility) Decentralized control Outcome-driven Beyond budgeting Microservices Heterogeneity
  65. 65. “How can we ensure the required speed and flexibility at the infrastructure level?”
  66. 66. DevOps Cross-functional teams (organized by business capabilities) Autonomy (incl. E2E responsibility) Decentralized control Outcome-driven Beyond budgeting Microservices Heterogeneity Cloud and Containers
  67. 67. “How can we guarantee high speed and high quality delivery?”
  68. 68. DevOps Cross-functional teams (organized by business capabilities) Autonomy (incl. E2E responsibility) Decentralized control Outcome-driven Beyond budgeting Microservices Heterogeneity Cloud and Containers Continuous Delivery
  69. 69. “How can we guarantee high availability in production?”
  70. 70. DevOps Cross-functional teams (organized by business capabilities) Autonomy (incl. E2E responsibility) Decentralized control Outcome-driven Beyond budgeting Microservices Heterogeneity Cloud and Containers Continuous Delivery Resilience
  71. 71. “How can we manage all those moving parts in production?”
  72. 72. DevOps Cross-functional teams (organized by business capabilities) Autonomy (incl. E2E responsibility) Decentralized control Outcome-driven Beyond budgeting Microservices Heterogeneity Cloud and Containers Continuous Delivery Resilience Operations automation
  73. 73. “How can we make sure the services of different teams work smoothly together?”
  74. 74. DevOps Cross-functional teams (organized by business capabilities) Autonomy (incl. E2E responsibility) Decentralized control Outcome-driven Beyond budgeting Microservices Heterogeneity Cloud and Containers Continuous Delivery Resilience Operations automation Lean EAM
  75. 75. “How can we make our efforts sustainable?”
  76. 76. DevOps Cross-functional teams (organized by business capabilities) Autonomy (incl. E2E responsibility) Decentralized control Outcome-driven Beyond budgeting Microservices Heterogeneity Cloud and Containers Continuous Delivery Resilience Operations automation Lean EAM Continuous improvement
  77. 77. “How do we get enough input for improvement?”
  78. 78. DevOps Cross-functional teams (organized by business capabilities) Autonomy (incl. E2E responsibility) Decentralized control Outcome-driven Beyond budgeting Microservices Heterogeneity Cloud and Containers Continuous Delivery Resilience Operations automation Lean EAM Continuous improvement Quick feedback loops
  79. 79. “How can we establish those quick feedback loops?”
  80. 80. DevOps Cross-functional teams (organized by business capabilities) Autonomy (incl. E2E responsibility) Decentralized control Outcome-driven Beyond budgeting Microservices Heterogeneity Cloud and Containers Continuous Delivery Resilience Operations automation Lean EAM Continuous improvement Quick feedback loops Feature flow
  81. 81. “And what does this all mean for the people involved in this?”
  82. 82. DevOps Cross-functional teams (organized by business capabilities) Autonomy (incl. E2E responsibility) Decentralized control Outcome-driven Beyond budgeting Microservices Heterogeneity Cloud and Containers Continuous Delivery Resilience Operations automation Lean EAM Continuous improvement Quick feedback loops Feature flow Craftsmanship & mastery
  83. 83. DevOps Cross-functional teams (organized by business capabilities) Autonomy (incl. E2E responsibility) Decentralized control Outcome-driven Beyond budgeting Microservices Heterogeneity Cloud and Containers Continuous Delivery Resilience Operations automation Lean EAM Continuous improvement Quick feedback loops Feature flow Craftsmanship & mastery T-Shaped people (being empathic)
  84. 84. Cross-functional teams (organized by business capabilities) Autonomy (incl. E2E responsibility) Decentralized control Microservices Continuous Delivery Heterogeneity Cloud and Containers Resilience Operations automation Craftsmanship & mastery Outcome-driven Beyond budgeting Feature flow Lean EAM Continuous improvement T-Shaped people (being empathic) DevOps Quick feedback loops Curiosity
  85. 85. Cross-functional teams (organized by business capabilities) Autonomy (incl. E2E responsibility) Decentralized control Microservices Continuous Delivery Heterogeneity Cloud and Containers Resilience Operations automation Craftsmanship & mastery Outcome-driven Beyond budgeting Feature flow Lean EAM Continuous improvement T-Shaped people (being empathic) DevOps Quick feedback loops Curiosity
  86. 86. DevOps drives the implementation of the new IT
  87. 87. Wrap-up •  Markets have changed •  IT has changed •  The role of IT has changed •  New drivers •  New goals •  New building blocks •  DevOps results in a re-org of IT •  DevOps drives implementation of a new IT
  88. 88. We need to rethink IT! Join the most disruptive and exciting change we have seen in IT for many years
  89. 89. Some recommended reading
  90. 90. @ufried Uwe Friedrichsen | uwe.friedrichsen@codecentric.de | http://slideshare.net/ufried | http://ufried.tumblr.com

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