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Transcript

05 - No CI/CD

14 reasons why your digital transformation strategy probably will go poorly: the fifth reason.

You probably don't have true continuous integration and continuous deployment in place. What this means is that you're not only automating the way that you build your software, that you test your software, that you even make the images or the package of the software to be deployed continuous integration.

But that you also don't have a way of automating getting that software to production, setting up all the configuration needed the infrastructure, the storage, the compute, the networking, all the other middleware. That's gonna be used setting up all the infrastructure that's needed to run that software in production and also having the configuration that goes with it.

And even the monitoring and the instrumentation that you're gonna need. You've gotta think about the entire process that it takes from idea to that code running in production and find all the things that are going in the handoffs between there, you've got a bunch of boxes and arrows. And what I find is that people optimize those boxes, but they don't really think about the arrows, the handoffs and how long it takes to get between them.

So the first thing that you should do is look through that flow of things and find out where the wait times are. What's taking a long time. Good luck!.

The 14 reason out of 14 that getting better at software and large organizations often doesn't work out. And that is that you can't actually change the organization. Whenever you're getting better at software. You're often moving from a project based way of doing things where people are assigned features and wire frames, and they just do that and deliver it.

And it's someone else's responsibility to make sure it's successful, evolve it and even run it. However, in a more product way of doing software, the way that really good companies do it. That team that builds the software is responsible for it over the lifetime of the software. They actually write the software and observe if it's solving problems that people have.

If it's actually meeting the objectives, the business goals, uh, that people have, what this means is that you're gonna need to change the organization around to reflect that responsibility that they have. Those teams have to be unified across the life of the software, interact with the business side.

Even interact with customers more and observe them and see what they're doing, which is not usually the organization structure that you find in most it departments and large organizations. So make sure you can change that organization structure around and start planning on how you're gonna be doing that.

If you're improving the way you're doing software in a large organization.