If you ask a dozen software developers "What is DevOps?" you're likely to get at least a dozen different answers. In this video, Red Hat professional services manager Patricia Bogoevici shares the benefit of her experience with Agile and DevOps over the past decade. She's seen DevOps defined in a few different ways. Depending on the organization, some DevOps definitions may hold more value than others.
"DevOps is something that everyone kind of knows intuitively," Bogoevici explains, "The name – Dev for development and Ops for operations – kind of gives it away. However, it's really hard to pinpoint one single definition, per se."
So what is DevOps, in general?
"I would day that DevOps right now is a movement. It's a movement that defines and touches culture, technology, and processes. It's about enabling a company to share the same set of tools and technologies across development and operations and to get both working on the same cycle."
"I started with Agile processes back in 2005 and I loved it because as a core developer, it really enabled the collaboration and visibility and the technical excellence and perfection. You always want to make sure that what you deliver is working, meets all the standards and so on."
"Agile started back in 2005, I think that's when everybody really started to talk about it, and today Agile really is adopted. Of course, it's not always the same. You'll see myriad different implementations of Agile, but it's definitely out there. What Agile did, was it enabled developers to create features and deliver functionality. But what happened was that the features would have to sit there waiting for integration testing, performance testing, and ultimately production deployment."
"So this is where DevOps came in. I would say Agile is the catalyst for DevOps. I'd also say that DevOps may be a projection of Agile into the operations world."
While DevOps may be defined as a projection of Agile to some, others define DevOps as being another department in addition to traditional development and operations. Although purists may call it a misnomer, some organizations see progress with DevOps defined as a new team.
"We have seen customers creating the DevOps department, indeed. But we have to take a step back and look at this big enterprise. They come with PMP. There are very strict roles and responsibilities. So now you have this overarching concern called 'DevOps'."
In that big traditional enterprise it's hard to understand what DevOps is. It's hard to understand how the collaboration and getting everyone on the same schedule works. Especially because the big enterprises plan for three to five years. There's a lot of up front planning.
"So when you start introducing DevOps, Agile, continuous delivery, or continuous production deployment it's still not working well. So there's still lots of room for improvement. That's why we've seen these big organizations taking the first step toward DevOps with these DevOps groups. Basically, they are usually the technical services groups that take the code, the build scripts, all the automation and the integration with Jenkins from development teams and they integrate all that work with operations."
"It's not necessarily something that we promote, but it is something we have seen. This is one way that big organizations start to cope with DevOps." So however you define DevOps, always work toward better collaboration and better software.