One DevOps does not git all
summary
Seven years across roughly 15 New Zealand organisations reveals four concrete DevOps patterns: legacy government systems resist change and carry decades-old COTS risk (46,000 applicants once applied to a Wellington jobs contest), resource‑constrained startups automate delivery but skip feedback so releases miss customer needs, mid‑size teams adopt over-engineering with Kubernetes to serve tiny loads, and the IRD tax rollout finishes ahead of schedule and under budget by treating DevOps as safety is emergent and investing in verification, automation and feedback.
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chapters (11)
- 0:00Prae introduces Allen
- 1:14Allen introduces his talk
- 3:37Differences in scale between New Zealand and USA
- 6:30What is DevOps?
- 9:28Story 1 - Where DevOps is a bad word
- 12:24Story 2 - DevOps for feedback
- 14:30Story 3 - Big solutions for small problems; over-engineering solutions
- 20:57Story 4 - Technology systems are actually techno-social systems
- 22:47Safety is an emergent property of DevOps
- 25:52Audience question: Why are you leaving NZ?
- 27:02Audience question: DevOps is a dirty word. What did it take to change that mindset?
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