Part of the path to DevOps requires adoption of agile methodologies. What does it mean for testing when you switch from the traditional waterfall model, with a few long release cycles per year, to the agile model, with changes occurring every two weeks? Here are five key factors to achieve the agile software testing necessary in DevOps.
In order to fully embrace agile and create an environment where individuals want to work together as a team, managers have to move from a role of dictation to one of direction and mentorship. Instead of making all the decisions, managers need to trust their team members and empower them to solve problems on their own, innovate, and fail—or succeed.
Many organizations make the same agile and DevOps scaling mistakes year after year, then attempt to rectify them by putting together a great new strategy—only to miss the reasons causing the failure. If you want to refuse to evolve and, as a result, cause your organization’s agile and DevOps transformation efforts to deliver zero business value, be sure to follow these seven antipatterns.
Leaders in agile organizations should consider adding lean techniques to their DevOps practices. Lean thinking can accelerate DevOps delivery by providing a set of processes and principles to help create more beneficial products, save money, boost productivity, reduce waste, and map to value.
Following agile ceremonies may make an organization feel good, but that’s only a start. “Great big agile” requires leadership at all levels to focus on self-organization and empowerment as a universal framework.
Migrating an organization to continuous integration requires adoption new processes, tools, and automation. DevOps relies on dramatic culture change to encourage total transparency and collaboration among all project stakeholders.
Jan Jaap Cannegieter, principal consultant at Squerist, chats with TechWell community manager Owen Gotimer about senior management’s new role in agile development, strategies for providing feedback to managers, and why more teams should shift testing right. Continue the conversation with Jan Jaap and Owen (@owen) on the TechWell Hub (http://hub.techwell.com/)!
In this interview, Jason Wick, senior manager at MakeMusic, discusses his STAREAST presentation about eight ways you could be making your one-on-one meetings completely useless. He discusses in depth what he feels is the number one way to ruin these meetings: holding back on feedback. He also offers advice on how you can educate your team leader to avoid the pitfalls that lead to ineffective one-on-ones.
Adam Auerbach, VP of Quality Engineering at EPAM Systems, chats with TechWell Community Manager Owen Gotimer about how an inexperienced team can start its agile transformation, the value of stand-ups and retrospectives, and how to make remote teams feel more connected.
In this interview, Bob Galen, principal agile coach at Vaco Agile, talks about the importance of getting rid of silos by breaking down the barriers of “them and us” and becoming “we.” He also discusses the need for agile managers to steer away from a tactical management view toward a more strategic leadership view. That means leading their teams by setting expectations and guidelines and being available to help if needed, but ultimately just trusting their teams to get the job done.
Successful agile software development depends on a healthy product backlog. Too often, teams attempting to adopt an agile methodology for a project with a new product owner struggle in their transition due to a sparse product backlog.
There are many companies today implementing agile and DevOps practices, usually enabled by a microservices architecture. Most of them are focused on continuously delivering value to their customers within the boundary of a time-bound sprint.
When agile transformations fail, many agilists blame their executives for not caring about or understanding agile. However, few people focus on the different languages that IT and business people speak, and the different outcomes that both sides desire.