Indeed, the trade association TechUK shared its vision for the post-Brexit economy in the UK and pointed out that the current workforce could be boosted with another 678,000 tech jobs by 2025. The digitalisation of services such as marketing and legal will also increase the productivity of the country.

The government has however noted that this could only be achieved if businesses and especially SMEs can leverage the UK’s tech sector to adopt productivity-boosting technologies and give staff the skills to use them. The association is then focusing on four key areas, including the expansion of sandboxing schemes, new regulatory taskforces, digital schemes, and the creation of a digital skills tax credit for small and medium-sized businesses.

TechUK also recommends rolling out 5G and gigabit-capable broadband as well as investing a further £250m in the Telecoms Diversification Programme and in the Project Gigabit. It also suggests helping businesses to invest in data for research and innovation.

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Elston broke down ‘his way’ of doing DevOps at the conference. He began talking about how “DevOps is the combination of cultural philosophies, practices and tools that increases an organisation’s ability to deliver applications and services at high velocity: evolving and improving products at a faster pace enables organisations to better service their customers and complete more effectively in the market.”

His speech consisted of a number of different related topics:

• Long release process and time market
• Questionable deployment confidence
• Late night bug fixing
• How TUI started building their software
• World class fire fighters
• How TUI now build their software
• Fast quality

In order to deliver fast quality, Elston believes that recovering time, releasing small changes often and de-coupling complex services are extremely important. In a bid to distribute continuous delivery, he uses rapid, high quality software faster and more often, empowers reliable teams to ensure quality compliancy and value of software systems and uses repeatable deployments as routine by automations that bring codes to production.

“DevOps is a cultural change, leveraging technology to support how IT chooses to focus effort to deliver quality faster. We need continuous delivery for our customers such as incredibly rapid, repeatable and reliable functionality,” said Clinton.

Like the best of us, he has a range of future goals:

• Better IT alignment and business responsiveness
• Faster, smaller, more frequent releases improved
• Time to market
• Quality of code, products and services
• Productivity
• Customer satisfaction
• Employee satisfaction
• Less waste and fewer defects
• Lower long-term costs

To master these, he needs to make sure that development delivers more, operations protect more and the environments required sustain the progress.

Taking people, teams and silos into DevOps transition is another of his journeys to success. He told attendees what the burdens of ‘day jobs’ are during transformation, as existing staff frequently asked to:

• Maintain current infrastructure
• Learn new skills
• Build out new infrastructure
• Migrate applications to the new environment
• Decommission the old environment

…Noting that no matter what, all managers should listen to their employees.

Being a DevOps fanatic, he told attendees how to crack DevOps cultural change. “Without a plan, there can be no victory. You must have a strategy, not a wish list; map out and define the strategy; understand and categorise your applications and it’s about evolution, not revolution,” he advised.

He finished his speech concluding: “Behaviour isn’t isolated to Dev and Ops, it happens across the company and is usually promoted as part of the company core values. Behaviour is a result of the whole; everyone contributes to making it work and ensuring that it continues to work. Behaviour happens because the people involved see that working together is how we achieve greatness and no single team can do it alone.”

Click here to attend our DevOps Focus Group on 17 October 2017 (soon to be updated).

Written by Leah Alger

The post TUI reveals how they do DevOps at The National DevOps Conference appeared first on DevOps Online North America.

“Putting the end-user first should prompt us to embrace the full value of new technologies and data estates. The infrastructure and construction industries need to collaborate and coordinate not just with each other, but also with the technology and manufacturing industries if we are to keep pace with these advances, and seize the moment,” The State of the Nation 2017 Report said.

Main blockers and enablers to infrastructure’s digital transformation

State of the Nation 2017 is a project that details the practical steps governments and industry need to take to maintain our Britain and pull back on the extensive benefits.

Guided by the steering groups, 350 organisations and individuals identified the main blockers and enablers to infrastructure’s digital transformation. Key recommendations are:

Unlocking the productivity potential of digital transformation

• Digital transformation should be at the heart of the infrastructure pillar in government industrial strategy.
• The £23bn National Productivity Investment Fund should be targeted at the digital transformation of both construction (digital delivery) and infrastructure (smart infrastructure) to increase capacity and performance of existing assets and networks.
• Regulatory frameworks across all infrastructure sectors should incentivise whole life investment decisions based on the needs of the end user.

Encourage a step change in organisational culture and leadership in industry

• ICE and other professional institutions must work with industry and government to ensure that people at all points in their career have the right skills to adapt.
• Clients, our new global village, and digital evolvement are bringing huge amounts of transformation for users and government should use infrastructure projects, big and small, as incubators for skills and innovation.
• Clients should insist that data is identified, collected, stored and shared in the right way by everyone working on a project as part of the procurement process.

Future-proof infrastructure networks

• Cyber and physical security considerations must be at the center of industry thinking in order to keep up with evolving security threats.
• As infrastructure decisions are increasingly made at a local level we need to invest in improving the quality of local asset data. This will help improve understanding of the interdependencies between different assets and how that changes with increased connectivity.
• The National Infrastructure Commission should set out a needs-based strategy to align energy and digital infrastructure policy.

The results show security must be at the heart of all industry in order to keep up with constant threats.

Edited from source by Ella Donaldson

Source:
ICE

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