Exploring the link between leadership and Devops practice and principle adoption

[thumbnail of 11420acij01.pdf]
Preview
Text - Published Version
· Please see our End User Agreement before downloading.
| Preview
[thumbnail of 15Sep2020ACIJ_Maroukian_and_Gulliver (1).pdf]
Text - Accepted Version
· Restricted to Repository staff only
Restricted to Repository staff only

Please see our End User Agreement.

It is advisable to refer to the publisher's version if you intend to cite from this work. See Guidance on citing.

Add to AnyAdd to TwitterAdd to FacebookAdd to LinkedinAdd to PinterestAdd to Email

Maroukian, K. and Gulliver, S. orcid id iconORCID: https://orcid.org/0000-0002-4503-5448 (2020) Exploring the link between leadership and Devops practice and principle adoption. Advanced Computing: An International Journal, 11 (4). ISSN 2229-6727 doi: 10.5121/acij.2020.11401

Abstract/Summary

Our research focuses in software-intensive organizations and highlights the challenges that surface as a result of the transitioning process of highly-structured to DevOps practices and principles adoption. The approach collected data via a series of thirty (30) interviews, with practitioners from the EMEA region (Czech Republic, Estonia, Italy, Georgia, Greece, The Netherlands, Saudi Arabia, South Africa, UAE, UK), working in nine (9) different industry domains and ten (10) different countries. A set of agile, lean and DevOps practices and principles were identified, which organizations select as part of DevOps-oriented adoption. The most frequently adopted ITIL® service management practices, contributing to DevOps practice and principle adoption success, indicate that DevOps-oriented organizations benefit from the existence of change management, release and deployment management, service level management, incident management and service catalog management. We also uncover that the DevOps adoption leadership role is required in a DevOps team setting and that it should, initially, be an individual role.

Altmetric Badge

Item Type Article
URI https://reading-clone.eprints-hosting.org/id/eprint/92769
Identification Number/DOI 10.5121/acij.2020.11401
Refereed Yes
Divisions Henley Business School > Digitalisation, Marketing and Entrepreneurship
Publisher AIRCC Publishing Corporation
Download/View statistics View download statistics for this item

Downloads

Downloads per month over past year

University Staff: Request a correction | Centaur Editors: Update this record

Search Google Scholar