Yeah I completely agree that there are different implementations of the devops philosophy.
Theoretically you could do this with a separate ops and dev teams, but in my experience it makes it harder because you don't have that mix of disciplines and the diversity of perspectives that it brings. There's also more hand-offs as you pass it to ops to run the thing after building.
It doesn't make it impossible, just less conducive in my experience.
At scale in my experience, the embedded model starts to break apart of you silo teams off and one guy becomes the “DevOps guy”.
Yeah I agree that actually sounds worse. It doesn't sound like DevOps if it's just one person responsible for the "ops" part.
The first way mentions removing impediments; that's not possible if one person is a single point of failure.
The second way mentions feedback loops. Those loops are going to be longer if a single person is blocking the ops part of the process.
The third way mentions continuous learning, which isn't happening if one person is hoarding all of the ops knowledge. It's also not happening if teams are silo'd and not sharing their learning with other teams.
It has to be an organisation wide change, not something that single person or team can do in isolation for it to be effective.
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Yeah I completely agree that there are different implementations of the devops philosophy.
Theoretically you could do this with a separate ops and dev teams, but in my experience it makes it harder because you don't have that mix of disciplines and the diversity of perspectives that it brings. There's also more hand-offs as you pass it to ops to run the thing after building.
It doesn't make it impossible, just less conducive in my experience.
Yeah I agree that actually sounds worse. It doesn't sound like DevOps if it's just one person responsible for the "ops" part.
The first way mentions removing impediments; that's not possible if one person is a single point of failure.
The second way mentions feedback loops. Those loops are going to be longer if a single person is blocking the ops part of the process.
The third way mentions continuous learning, which isn't happening if one person is hoarding all of the ops knowledge. It's also not happening if teams are silo'd and not sharing their learning with other teams.
It has to be an organisation wide change, not something that single person or team can do in isolation for it to be effective.