Brendan O Reilly
Managing Director, Daysha DevOps Solutions - Dublin, Ireland
Brendan O’Reilly is an entrepreneur having established 3 IT companies since 1990. Currently leading Daysha towards a world where DevOps will be the primary means by which indigenous Irish businesses will deliver software by 2020.
About his talk
Why Culture eats DevOps for Breakfast
Based on customer engagements over the last 3 years this presentation explains the 6 stages most organisations work through as they attempt to move towards Continuous Development or Continuous Deployment. By presenting a path to success based on close analysis of leading enterprise organisations successful and unsuccessful case studies, this talk will provide those tasked with leading change with a set of milestones by which to gauge progress and keep the journey on track.
As the platform economy emerges and organisations see the opportunities to transact digitally with their customer (and their partners customers) the pressure to deploy quality code at pace increases. But tools and process are relatively easy … its pre-existing silo’s and ‘how things get done around here’ that will need to be addressed and the presentation offers tools, tips and tactics to help organisations overcome their own internal structures and behaviours.
Re-organising teams for the Platform Economy means new roles, team structures and a different approach to how to engage the business. For DevOps evangelists the challenge is teams that cannot gel; individuals who have worked against one together now need to work side by side. Incumbent senior management struggle to lead the change, as they have history that follows them. The business frequently see the opportunity the Platform Economy presents but are confused by a new mode of working with IT. They expect waterfall behaviours such as annual budgetary cycles and are slow to understand how anything could be an MVP to start with.
Dev teams are unsure about the extent to which they engage in release and Ops teams will fight multiple small releases in the belief that changes to production should be rolled into larger quarterly units. Security and audit teams won’t and shouldn’t reduce their hurdles and navigating these teams and structures takes planning and patience.
Engaging in the Platform economy has its challenges but they are surmountable with planning and the right blend of enthusiasm and knowledge.