For nearly four years Dan and I have shared our experiences and ideas about agile development and DevOps.
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Dan & Matthias
The daily routine of the morning stand-up is so ingrained, I go through the above liturgy without conscious thought. For me, the stand-up provides a focused center for the team, our morning huddle. We look each other in the eyes, see how we’re feeling – we hear in each others’ voices strong commitment or uncertain hesitation. We lean on each other for support and promise ourselves that at the end of the day we will be one step closer to the goal.
This is a guest post by Prasad Chaudhari, freelance java consultant. He was appointed as a project manager for the project mentioned below and played a role of ScrumMaster.
Locally, we have six scrum teams: five software development teams, and one IT operations team. Each team has a sprint backlog, scrum board and burn-down chart. Automated tests and continuous integration are part of the daily business.
Our company has a universal understanding and acceptance of the Lean and Agile Value Chain, beginning with rough user concepts and ending with customer delivery. Without this basic building block, as the theory of constraints suggests, there will either be many unfinished stories in progress (i.e., because operations cannot make regular releases), or developers will starve for stories (because the business is unable to prioritize).
Last year, we decided to grow our software development capability by adding another scrum team in India. After a few iterations, reflections and process adaptations, the remote team became productive. We’ve been successfully running agile offshore for over a year now, and I’d like to share our key learnings.
The DevOps hype produces some strange effects. Not only do tool vendors try to jump on the DevOps band wagon by declaring their products “DevOps inside” or listing DevOps as a feature, but companies start to look for a “DevOp” in their job ads. Don’t be misled! Here’s what DevOps is really about:
Instead of escalating wars between departments by driving them to ever more ambitious, local goals, we need to break down the wall between development and operations. Defining overarching goals which resonate for both departments creates an environment where DevOps collaboration may thrive.