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Anyone who’s been around the DevOps community for awhile knows of “lusis”, otherwise known as John E. Vincent. He gets quite an introduction on this latest DevOps Leadership Series podcast. John's well-known throughout the DevOps community. You get a vivid reminder why from this active practitioner during this podcast. [A quick recap on the format: John and I sort of work out a theme or issue or two to discuss, a rough set of the questions and then we let loose with an interview by the BMC podcast pro, Tom Parish.]

 

John runs a great twitter feed (@lusis) you need to follow. It's the feed where he’s known to be quiet, shy guy who is slowly learning how to express himself.

 

Not.


 

This is the first in a series of excerpts. I’ll provide the highlights I like and the formal podcast  is already out for those of you who prefer to consume your info via speakers and podcast streams.

 

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Tom Parish: [Is DevOps] just another one those management things you know like a “OK, we’re going to get more with less people” sort of thing? I think there's more to that because you and I talked about this beforehand, and I really like your perspective on it.  So what exactly is DevOps from your perspective?


 

John Vincent:  [laughs] DevOps -- I guess you're partially right in that it's doing more with less.  But, really, DevOps is a cultural thing.

 

            What's amazing about this is that it wasn't born out of any sort of corporate plan or some sort of marketing type situation, it’s really a practitioner-driven thing.  And it's basically, the key thing is: it’s communication.  It's breaking down walls between people, departments, responsibilities and roles. It's not saying you are no longer primarily responsible for X, but it's more saying that while you were responsible for X, you aren't the only one responsible.


 

Tom Parish:  When you say walls, what do you mean exactly?  I think everyone kind of has a feel for that, at least from what I know. You know, Group A starts out doing what they're doing, they have a manager and a team, and they start doing things their way and then you know the hardware admin guys, they're doing their way. And so it's they just don't talk to one another?


 

John Vincent:  Mostly that is the problem.  Most IT organizations have a very strong CYA and culture of blame.

 

 

Tom Parish: Little tribes.

 

 

John Vincent:  Exactly. And there's legitimate reasons for that in terms of who the ultimate person who is responsible for something is.  There's also just the standard human nature of, again, wanting to make sure you've got your bases covered and if no one can blame you, then you're clear.

 

 

So part of this is also born out of this particular silo problem because of, I think, a misguided approach to due diligence. In that if there are clear defined lines of where things are handed off, then supposedly the idea was that when something was handed off, the person would do their due diligence and make sure that everything was there before it would go on. But the problem is that disconnect, that even the smallest of gaps there, caused more problems than it helped.

 

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That’s the end of my first excerpt from John’s podcast. The next excerpt is coming . . .

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