Skip to main content

Agile Administration in Tooling and Tool Integration


Tools are inherent to our jobs, inherent to how we solve the problems we face each day. Our comfort level with the set of tools that are available to us, and our ability to adapt to new tools as they evolve and shape our thoughts and ideas. The availability of collective knowledge within the palm of your hand combined with the collaboration across organization and company boundaries through open source software is dramatically disrupting the status quo of work. Companies mired in managing infrastructure configuration management by hand with unknown numbers of divergent systems, unable to quickly change and respond to market demands will struggle against their counterparts who have managed to contain their complexity on one axis through infrastructure automation. While it is possible to manage servers by hand, or even artisinally crafted shell scripts, a proper configuration management tool is invaluable especially as your environment and team changes.


Even the best software developers will struggle if they are working in an environment without a version control system in place. Tools matter in that not having them, or using them incorrectly, can destroy the effectiveness of even the most intelligent and empathetic of engineers. The consideration you give to the tools you use in your organization will reflect in the overall organization’s success. You’ll find that what is a good tool for some teams might not be a good one for others. The strength of tools comes from how well they fit the needs of the people or groups using them. If you don’t need feature X, its presence won’t be a selling point when considering which tool your organization should use. Especially in larger organizations with teams numbering in the dozens, finding one tool that meets the needs of every team will be increasingly difficult. You will have to strike a balance between deciding on one tool that will be used across the entire company consistently and allowing more freedom of choice among individual teams. There are benefits to both the consistency and manageability that comes from having only one tool in use in an organization, and also from allowing teams to pick specific tools that work best for then.

Because Agile is a cultural shift and collaboration, there is no single "Agile tool": it is rather a set, consisting of multiple tools in the Delivery and Deployment pipelines. Generally, Agile tools fit into one or more of these categories, which is reflective of the software development and delivery process:

  • Plan – Plan testing strategy, CI/CI Strategy, Choice of Tools etc
  • Code — Code development and review, version control tools, code merging;
  • Build — Continuous integration tools, build status;
  • Test — Test and results determine performance;
  • Release — Change management, release approvals, release automation;
  • Deploy — Infrastructure configuration and management, Infrastructure–as–Code tools;
  • Operate and Monitor — Applications performance monitoring, end–user experience.

Though there are many tools available, certain categories of them are essential in the toolchain setup for use in an organization.


Tools such as Docker (containerization), Jenkins (continuous integration), Puppet (Infrastructure-as-Code) and Vagrant (virtualization platform)—among many others—are often used and frequently referenced in DevOps tooling discussions.


Typical stages in a toolchain looks like this which is typically referred to as a DevOps Toolchain rather than just an Agile Toolchain.


For More Information, Follow the Links below-


Website - https://worldofagile.com

Blogs - https://worldofagile.com/blog/

Facebook - https://www.facebook.com/Fascinating.World.Of.Agile/

Twitter - https://twitter.com/WorldOfAgile

LinkedIn - https://www.linkedin.com/company/world-of-agile/

YouTube - https://www.youtube.com/c/WorldOfAgile


Tags - CSM Certification, DevOps Certification

Labels:

Popular posts from this blog

PRINCE2's Project Organisation

PRINCE2's organisation theme defines the Project Team or organisation. It establishes the project's structure of accountability and responsibilities. As PRINCE2 is based on a customer/supplier environment, it assumes that there will be a customer who will specify the desired result and probably pay for the project, and a supplier who will provide the resources and skills to deliver that result. A successful project management team should have business, user and supplier stakeholder representation. Business The products of the project should meet a business need which will justify the investment in the project. Should also provide value for money. The Executive looks after business interests User The user viewpoint should represent those individuals or groups for whom some or all of the following will apply: They will use the outputs of the project to realize the benefits after the project is complete They will operate, maintain or support the project’s outputs The outputs of t
Read more

Scrum Timebox

Scrum relies heavily on the concept of Timebox. Timebox is setting a fixed time limit to any activity and letting other characteristics such as Scope vary. A time box could be ·           A Meeting ·           A Sprint ·           A Test activity ·           Development Activity ·           Or Practically anything such as you chatting with your friend on social networking site. The fact about timebox is that the time is limited. You can adjust other parameters such as ·           How much you can get done ·           Which item you must prioritize ·           However, deadlines cannot be moved. In Scrum, all the project iterations, meetings must be timeboxed and time limits be respected. This is very important and non-negotiable aspect of Scrum. Lets look at how a timebox actually works. ·           Timebox can be of any duration  - hours, months, years ·           It is essentially a control mechanism to ensure how much time you wish to devote
Post a Comment
Read more

The Service Value System - Continual improvement | ITIL V4 Certification

Continual Improvement Continual improvement takes place in all areas of the organization and at all levels, from strategic to operational. When provisioning a service we should always keep continual improvement in mind, and should always be looking for opportunities to improve. To support continual improvement at all levels, the ITIL® SVS includes: ITIL® Continual Improvement Model provides organizations with a structured approach to implementing improvements Improve Service Value Chain Activity Continual Improvement Practice Continual Improvement Model Continual Improvement Model can be used as a high-level guide to support improvement initiatives.  The model supports an iterative approach to improvement, dividing work into manageable pieces with separate goals that can be achieved incrementally. The scope and details of each step of the model will vary significantly based on the subject and the type of improvement The steps of this model do not need to be carried out in a linear fash
Read more