Foreword
DevOps principles and practices are increasingly influencing how we plan, organize, and execute our technology programs. One of my areas of passion is learning about how large, complex organizations are embarking on DevOps transformations.
Part of that journey has been hosting the DevOps Enterprise Summit, where leaders of these transformations share their experiences. I’ve asked leaders to tell us about their organization and the industry in which they compete, their role and where they fit in the organization, the business problem they set out to solve, where they chose to start and why, what they did, what their outcomes were, what they learned, and what challenges remain.
Over the past three years, these experience reports have given us ever-greater confidence that there are common adoption patterns and ways to answer important questions such as: Where do I start? Who do I need to involve? What architectures, technical practices, and cultural norms do we need to integrate into our daily work to get the DevOps outcomes we want? The team at Booz Allen Hamilton has published their model of guiding teams through DevOps programs, and it is clearly based on hard-won experience with their clients. I think it will be of interest to anyone to embarking on a DevOps transformation.
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