In the days of old, not very long ago, release cycles were measured in years —organizations were using “on-time” and “on-budget" as the mantra for project efficacy. Business today is compelled to deliver business technology in cycles of hours, or days. Faster cycles render not only tradition “waterfall” processes and silo based IT obsolete, it also renders traditional metrics ineffective! These arcane metrics no longer deliver the visibility and granularity tech pros need to fine-tune their delivery capability. The mission has transitioned to rapidly deliver high quality, high value solutions. For all, this is a significant shift from the past, when the main points of focus were schedule, cost, and efficiency. Modern software metrics — speed, quality, and value — are based on continuous feedback from business partners and customers.
For many years, infrastructure and operations (I&O) professionals have been dedicated to delivering services at lower costs and ever greater efficiency, but the business technology (BT) agenda requires innovation that delivers top-line growth.
The evolution and success of digital business models is leading I&O organizations to disrupt their traditional infrastructure models to pursue cloud strategies and new infrastructure architectures and mindsets that closely resemble cloud models.
Such a cloud-first strategy supports the business agenda for agility, rapid innovation, and delivery of solutions. This drives customer acquisition and retention and extends the focus beyond ad hoc projects to their complete technology stack. The transition to cloud-first mandates a transition for infrastructure delivery, management, and maintenance to support its delivery and consumption as a reusable software component. Such infrastructure can be virtual or physical and consumed as required, without lengthy build and deployment cycles.
Growing cloud maturity, the move of systems of record to the cloud (see my blog “Driving Systems of Records to the Cloud, your focus for 2016!)container growth, extensive automation, and availability of "infrastructure as code" change the roles within I&O, as far less traditional administration is needed. I&O must transition from investing in traditional administration to the design, selection, and management of the tooling it needs for composable infrastructure.