Adopting DevOps? You are aiming at the wrong target!
summary
Argues that toolboxes alone fail: a private cloud built with Docker, Jenkins pipelines and API gateways delivers fast deployments but stalls because the organization still funds by projects, tolerates low urgency, and tolerates long release inventory (example: 100 people over six months ≈ 10,000 person‑days ≈ €10M of unreleased work). Recommends shifting from projects to products, reducing friction and inventory, automating to cut mean‑time‑to‑recover, and using cultural moves—missionary, boot camp, shanghaiing—with shanghaiing (moving teams into a new system) working best.
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chapters (22)
- 0:00Intro
- 0:38Project Management Triangle
- 1:26Different levers
- 3:15How we shape DevOps
- 4:30DevOps in the enterprise
- 4:45Why DevOps is not easy
- 6:01Uneasy relationship between development and operations
- 6:41Risk averse
- 7:33Disablement cycle
- 8:50Bringing DevOps right
- 9:23Head of DevOps
- 9:50Enterprise DevOps
- 10:01Risk aversion vs change diversion
- 12:07DevOps vs Ops
- 15:57Time
- 17:00Commitment
- 18:06Patience
- 23:00Uniqueness
- 24:37Stable
- 27:08Transformation
- 28:44Conclusion
- 29:47Outro
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