Taking DevOps to the Org Chart

Taking DevOps to the Org Chart from Sriram Narayan

In order to realize the full potential of DevOps, it is insufficient to only aim for better engineering techniques and greater automation, hard as that may be in itself. One of the implications of DevOps is a merger of development and corresponding operations teams into several build-it-and-run-it teams. This calls for a re-org at the typical tech organization that supports an old-guard business. The re-org is a challenge for large tech organizations that are often split down the middle in the form of a change organization and a run organization.

This talk (closing keynote at DevOpsDays Singapore 2017) explores the challenge and describes how it being addressed at some companies.

Scrum is not enough

What it takes to achieve business-IT agility

I wrote a post at ThoughtWorks Insights in which I use this picture to illustrate why Scrum alone is not enough to make Agile deliver business impact. I then go deeper into one particular thing that's needed (among others) over and above Scrum—reorganizing teams to be outcome-oriented. Read it here.

Designing teams for outcome-orientation

Here's a podcast that explores IT reorganization from a structural angle. We discuss how to design teams for outcome (rather than activity) orientation, how to execute streams of work that cut across different product-centric teams and the role of project and program managers in product-centric IT.