DevOps is speeding towards the IT world like a freight train and the hype around it is deafening. There is no reason to be afraid of this change as it is the natural reaction to the agile movement that revolutionized development just a few years ago.  By definition, DevOps is the natural alignment of IT performance to business profitability. The relevance of this has yet to be quantified but it has been suggested that the route to the CEO’s chair will come from the IT leaders that successfully make the transition to a DevOps model. If this still seems foreign to you, I recommend reading up on DevOps Blog from IT Revolution, the OpsCode Blog, and check out The Phoenix Project.

Despite all the talk around simple monitoring tools, breaking through the walls between Dev and Ops still poses a real challenge. This is because of a misunderstanding around Operations real purpose – extracting real value from its resources. According to Kevin Behr the definition of Operations is the act of harvesting value from IT resources.  Anything that prevents this from happening is a detriment to the business.  This means that firefighting and war room sessions are a hindrance to the DevOps model.  The following screenshots are good examples of a war room scenario:

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