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Continuous deployment is often described as an Agile or a Lean technique where all the code written for the application is immediately deployed into production. There are numerous perceived benefits of this technique including reduced cycle time and reduced time to market for bug fixes and new features. However, is it as easy as it sounds? Jim Bird suggested that most changes that people talk about when they mention continuous deployment are trivial changes like minor tweaks, cosmetic fiddling or small bug fixes. Anything larger than that requires a relatively detailed and careful approach.
Process Lifecycle Management BPM Process Management Organizational Mangement Document Management Standardize Processesdiv class="mainText"> The heart of the EPC is Business Process Management. Process modeling increases the visibility of tasks and helps eliminate redundancies, giving your company a competitive advantage. With our automated flatmap and swimlane views, it’s easy to identify departmental gaps and inefficient handovers of work material. By creating and enriching process maps, your company is given the ability to analyze its operations and information flows from a holistic perspective.The EPC provides the industry-best in process design and editing, and allows you to extend company consistency by providing the ability to implement the same uniform process at multiple points across the organization. This standardizes company practice and establishes efficient process management.
Why so many DevOps conversations focus on Deployment - Blog - dev2ops - Solving Large Scale Web Operations and DevOps ProblemsOther people’s initial reactions to new concepts or ideas always fascinate me. Sometimes the reactions are in line with what I expected. Sometimes they focus in on something I wasn’t expecting. One of the more curious reactions I’ve received lately is: “Why does DevOps focus so much on deployment?”. The subtext is “if bridging the gap between Dev and Ops is so fundamental to the success of the business, then isn’t it myopic to spend so much time on deployment issues and deployment automation?” There is always the “well, we have to start somewhere” answer.
I was visiting a prospect a few weeks ago when I was delighted to run in to Kingsley Hendrickse , a former colleague at ThoughtWorks who left to study martial arts in China. He’s now back in London working as a tester. We were discussing the deployment pipeline pattern, which he somewhat sheepishly informed me he wasn’t a fan of. Of course I took the scientific view that there couldn’t possibly be anything wrong with the theory, and that the problem must be with the implementation.
Many large organizations have heavyweight change management processes that generate lead times of several days or more between asking for a change to be made and having it approved for deployment. This is a significant roadblock for teams trying to implement continuous delivery. Often frameworks like ITIL are blamed for imposing these kinds of burdensome processes. However it’s possible to follow ITIL principles and practices in a lightweight way that achieves the goals of effective service management while at the same time enabling rapid, reliable delivery. In this occasional series I’ll be examining how to create such lightweight ITIL implementations. I welcome your feedback and real-life experiences.
La communauté « DevOps » nous invite à repenser la frontière classique de nos organisation, séparant d’un côté les études, i.e. ceux qui écrivent le code (le “Build”) et de l’autre côté la production, i.e. ceux qui déploient et exploitent ces applications (le “Run”). 2 groupes se retrouvent dans le mouvement DevOps et apportent un peu de fraicheur dans ces réflexions aussi anciennes que les DSIs : les agilistes qui ont levé la « contrainte » côté développement, et sont maintenant capable de « livrer » beaucoup plus souvent du logiciel valorisé par le client…mais regrettent que « la prod ne suive pas » des experts ou des managers de la « prod » des grands du web (Amazon, Facebook, LinkedIn…) partageant leurs retours d’expérience sur leur façon d’envisager cette frontière Au delà des fractures organisationnelles, les préoccupations des études et de la production sont bien distinctes et respectivement louables.