Check out this talk on “cloud-native”:
We’ve got all your answers to “what exactly is ‘cloud-native’?” in this episode with special guests Pivotal’s Kenny Bastani and RedMonk’s James Governor. Kenny gives us a good overview of what cloud-native is, as Coté summarizes it: handling the configuration and automation for your applications along with all the supporting frameworks and platforms to do that. We then discuss the process (“culture”) angle, the origin of Spring Boot, the concept of “lock-in,” and if public cloud is needed or not. Bonus: serverless talk!
The new version of Pivotal Cloud Foundry (“PCF” as folks like to say) is out. It has a whole slew of updates across the board.
My selective highlights:
- Google Cloud & Azure support, so you’re all multi-cloud ready (still with OpenStack, VMware, and AWS support).
- Will run 250,000 containers concurrently; in addition to scaling based on CPU usage, you can now auto-scale on HTTP Latency and HTTP Throughput.
- Updates to Spring Cloud, Zipkin, and Spring Boot Actuators for diagnostic stuff.
- MySQL updates, esp. for multi-zone support in AWS.
- “Tasks” one time processes that are an initial cut at “serverless”
- A slew of security updates.
See more – much more – features and details in Jared’s blog post wrapping the release up.
My co-worker Richard wrote up a laundry list of tactics to cultivate and maintain developer skills. It’s drawn from the tactics we’re seeing organizations put in place and a recent survey from the Cloud Foundry Foundation.
While I used to scoff at internal brown bags and workshops, I’ve seen those be highly effective in organizations looking to buff up at their developer skills. It both transmits actually new information and shows developers that the company actually cares. Upping morale and skills is hard to beat.
Also, it looks like the continual cross-training you get from pair programming is effective. Staff keeps up to date from the micro level of new keyboard short cuts to the big picture stuff like architectural patterns and domain knowledge. Plus, they learn and practice working together and trusting each other.
More survey findings
The developer survey that Richard kicks off with has some more interesting answers. Here’s some details from the survey:
– “By a nearly 2:1 margin, they are choosing training over hiring or outsourcing as the preferred method for addressing a shortage of skills in their own companies.”
– “We suspect that the companies further along in their cloud journey are doing more interesting things and are more risk tolerant; developers find those jobs more attractive. However, those companies that still primarily rely on legacy architectures, don’t push the envelope or are only very sluggishly making efforts toward digital transformation, struggle to hire and retain people that have the skills necessary.”
– “the majority of companies (62%) express confidence in the abilities of their developers to “keep current” with their IT knowledge and skills. At an individual level, however, only 47% of developers express confidence in their own ability to keep current.”
– “By a large percentage (60%), companies say they first adopt a technology—then upskill, train, or hire as necessary. This is preferred to selecting a new technology based on the skills already available in the company (40%).”
– “By and large, companies are addressing the shortage of skills by training or upskilling existing people rather than outsourcing (61% versus 39%) or hiring (62% versus 38%). They are making use of a variety of training methods from formal internal trainings, vendor-led trainings to informal trainings like ‘lunch-and-learns.'”
– It was done in 2016Q3, over 845 respondents in an online survey. “The survey divided respondents into four broad IT ‘roles’: Developer 30%, Operations 30%, Manager 20%, and Line of business leadership 20%.” And spread across geographies and industries.
There’s all sorts of fun findings and theories in this study of AirBnB’s effect in the hotel market in Austin and Dallas. The easiest one is that it lowers pricing by 8-10% for the non-business traveler segment:
As Airbnb has its roots in casual stays, including those involving shared accommodations, we expect it to be a more attractive option for travelers on a budget. Conversely, business travelers and vacationers who frequent high-end hotels are two examples of consumers we argue are less likely to substitute a hotel stay with an Airbnb stay.
There’s also some interesting commentary on the very fixed assets of traditional hotel companies verses the agility of AirBnB:
– It’s impossible to rapidly increase the supply of hotel rooms to meet demand: it takes an average of 4 years to build new hotels, so you can’t really meet rising demand even on an annual basis.
– In contrast, the AirBnB supply can expand and contract on a daily basis as people decided to list and delist their rooms and houses.
– Of course, AirBnB demand is cap’ed to the number of fixed houses and apartments in an areas…but companies to hotel rooms, that supply seems infinite. (There’s an interesting analogy to public cloud here.)
From an interesting sounding panel on government IT:
“We do discovery on a small chunk and then development, and then while that’s going on, we’re starting discovery on the next small chunk, and so on and so forth,” Smith said. “And then when the development is done, we loop back and we do user testing on that piece that’s done. But we don’t release it. That’s … one of the differences between agile and the way we did it. At the end of the phase we release everything.”
Also, some fun notes on consolidating legacy systems and resistance to going agile.
Re-reading Nick’s piece on “digital transformation,” I like how he explains what’s new and different from past waves of IT innovation (lik ERP and econmerce), e.g.:
“Going digital results in an explosion in the amount of data you have. New channels of engagement between customers and organizations have resulted in new sources of information coming into the organization at speeds not seen before. In the past, customer interaction was mostly one-way – from the organization to the customer. Now it is about customer-directed, on-demand two-way engagement anywhere on any device. Customers want to communicate on their terms in their preferred channels. That causes organizations to have to transform the way they handle such information, since having a large call center may not be enough – or even that relevant in the future, given that so much communication will come via social media, in messages or increasingly via video. Add to that the explosion in information from Internet of Things (IoT) devices, and it’s pretty clear that the days of management by gut-feel and hunch are over, and data-driven decision-making is the only way to go.
And also, some numbers:
- “Less than 25% of organizations that participated in a recent 451 Research survey (451 Research VoCUL, April 2016) said they had a well-defined formal digital transformation strategy. So we’re in the early stages of digital transformation, and there’s lots of work to be done.”
- “Erik Brynjolfsson, Lorin Hitt and Heekyung Hellen Kim from MIT and University of Pennsylvania found that companies with data-driven decision environments have 5% higher productivity, 6% higher profit and up to 50% higher market value than other businesses.”
- “Our research shows about 65% of IT decision-makers using agile methods and about 40% adopting DevOps today (VotE Software-Defined Infrastructure Q4 2015).”
Source: Digital transformation: the what, the why and the how
A lead-gen-y blog post, but with some good stuff, e.g.:
- “Gartner estimates by 2021, more than 50% of established corporations will be leveraging lean startup techniques at the business level to increase the pace and success of business transformation.”
- Nice MVP/small batch framing: “A critical challenge for many organizations will be adopting radical MVP thinking in the business (not just in IT). Businesses must define what is the least investment needed (in time, budget, resources, etc.) to test the most uncertain assumptions for the new product or service.”
- And a mini-case study of the Queensland state government which ain’t half bad.
Source: Why Big Companies Need Lean Startup Techniques – Smarter With Gartner
Last year I wrote several columns for FierceDevOps. Nancy Gohring was the editor there and graciously asked me to do so (she’s moved over to being an analyst at 451 and is doing awesome work over there). The FierceEmpire has shifted their stuff around and now it’s either impossible or impossibly tedious to find those pieces, so I moved them over to Medium. I’ve got to get my URLs to be my overly self-referential self, after all!
Here they are:
- Software Defined Businesses need Software Defined IT Departments
- Here’s how we can help push DevOps into the mainstream
- There’s no easy way to model DevOps ROI
- Management’s role in DevOps: orchestrating the why
- Barriers to DevOps in government
- Addressing the DevOps compliance problem
It’s okay to get things wrong and it’s okay to change our minds. If we’re strong enough to admit that we got it wrong, we can learn and adapt. If we accept that it’s okay to change our minds, we end up delivering something quicker as we made a decision based on the information at that time.
—Emma Hammond, Fidelity International
Source: Top 100 Quotes from the Cloud Foundry Summit Europe 2016, Altoros