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  DevOps: Disruptive but Essential in a Cloud Computing Universe
  Join us in New York City, Novemeber 11 - 13



The widespread success of cloud computing is driving the DevOps revolution in enterprise IT. Now as never before, development teams must communicate and collaborate in a dynamic, 24/7/365 environment. There is no time to wait for long development cycles that produce software that is obsolete at launch. DevOps may be disruptive, but it is essential.

DevOps at Cloud Expo - to be held June 5-7, 2018, at the Javits Center in New York City, NY - will expand the DevOps community, enable a wide sharing of knowledge, and educate delegates and technology providers alike. Recent research has shown that DevOps dramatically reduces development time, the amount of enterprise IT professionals put out fires, and support time generally. Time spent on infrastructure development is significantly increased, and DevOps practitioners report more software releases and higher quality.

Join us at DevOps at Cloud Expo June 5-7 for three days of intense DevOps discussion and focus.

We'll see you in New York!




DevOps Summit Power Panel | DevOps Five Years Later: What Does the Future Hold?
After more than five years of DevOps, definitions are evolving, boundaries are expanding, 'unicorns' are no longer rare, enterprises are on board, and pundits are moving on. Can we now look at an evolution of DevOps? Should we? Is the foundation of DevOps 'done', or is there still too much left to do? What is mature, and what is still missing? What does the next 5 years of DevOps look like?


The Top Keynotes, the Best Sessions, a Rock Star Faculty, and the Most Qualified Delegates on ANY DevOps Event!


DevOps is a software development method that stresses communication, collaboration and integration between software developers and information technology (IT) professionals. At DevOps Summit the breakout sessions will engage not just existing DevOps pros, but also managers and executives like CIOs and CISOs, Dev and Ops managers, business leaders and architects.
 
DevOps Summit is a premier conference that connects a wide range of stakeholders to provide a valuable and educational experience for all.




Opening Keynote at 17th Cloud Expo | Jason Bloomberg, President of Intellyx
In today's enterprise, digital transformation represents organizational change even more so than technology change, as customer preferences and behavior drive end-to-end transformation across lines of business as well as IT. To capitalize on the ubiquitous disruption driving this transformation, companies must be able to innovate at an increasingly rapid pace.

Benefits of Attending the THREE-Day Technical Program
  LEARN exactly why DevOps is relevant today from an economic, business and technology standpoint.
  HEAR first-hand from industry experts how development and operations teams work seamlessly together to make it easy to develop and upgrade applications.
  SEE how to improve IT service delivery agility.
  DISCOVER what the core purpose and principles of DevOps are.
  FIND OUT how the core values of collaboration, integration, and communication will allow large enterprises to benefit from this new approach on a broad, enterprise scale.
  MASTER how to improve collaboration between operations and development teams.
  LEARN what works, what doesn't, and what's next.
@DevOpsSummit at New York City's Javits Center


The End of Business Process in the Digital Era | @CloudExpo #Cloud #DigitalTransformation
The companies that will profit the most in the Digital Era are the ones that don’t put profit at the center of their efforts

At Intellyx, we often talk about the transition from the Industrial Era to the Digital Era, but other than the transformation of the technology itself, the details have been rather sketchy. It's time to fill in some of the blanks.

This transition has been going on for decades, of course. Another name for the Digital Era is the Information Age, which started at the end of World War II. Yet, while computers and the Internet have fundamentally changed business in several complex and multifaceted ways, we still run our organizations following the familiar patterns of the Industrial Era.

With the modern notion of digital transformation, however, enterprises are chipping away at the fundamental organizational and operational structures that have been with us since the nineteenth century or earlier.

One remarkable casualty: the business process. Business processes have become so ingrained in how we envision large organizations operating and the roles people play within them that relegating them to the scrap heap is almost unimaginable, and unquestionably transformative.

In the Digital Era, however, everything you thought you knew about business processes, and thus how human effort drives productivity and profit in the organizations we work for, is wrong.

The Rise of Business Process
The most significant impact of the Industrial Revolution was how it transformed how people worked. Handwork gave way to the operation of machines - first in factories, but over the years, machine operation came to pervade services industries as well, from banking to transportation to government.

In the early twentieth century, Frederick Winslow Taylor's Principles of Scientific Management followed, crystallizing the distinct roles of workers and management within this industrial context, focusing in particular on how to improve the means of production by making workers more efficient.

This thinking led to the invention of the business process. Using machinery operation as the template, Scientific Management extended processes across the enterprise.

In the Industrial Era, therefore, human work consisted of such process instances strung together, like cogs in a wheel, unceasingly cranking out profits for their companies.

Playing Hopscotch
Today, we have a reasonably solid idea of what we mean by a business process. They consist of a sequence of steps representing tasks or actions, with a clear beginning and an end, which represents a business goal.

Such process frequently have branches and error conditions, suggesting a flowchart as the best way to visually represent them.

As part of their day-to-day work, then, people must execute such processes as though each flowchart were a large hopscotch game, where everybody's job is to hop from one square to another.

As business process management (BPM) software came on the scene, such software represented each such traversal as a process instance.

After all, many people might be executing a particular process at the same time, each of them potentially at a different step.

Taking a Digital Journey
Every business process must have a business purpose - an organizational goal that lines up with the profit driver of every private sector company (or mission priority within the public sector).

This profit-centric alignment, however, is an Industrial Era holdover. In the Digital Era, organizations must be people-centric.

We no longer want to treat people as cogs in a wheel. We must free ourselves from our business process thinking. Instead, we start with the individual - and thus instead of processes, we must focus on journeys.

You may already be familiar with customer journeys: the representation of the sequence of interactions a person has with a company or brand. Customer journeys consist of a sequence of ‘moments,' recognizing that when people use a device to interact with an organization, they do so when and where they choose - not when or where the company chooses.

In the Digital Era, we extend the notion of customer journeys to everyone - employees, partners, suppliers, anyone involved in an organization. Instead of the ‘customer journey' terminology, therefore, let's generalize the notion to the ‘digital journey.'

Defining the Digital Journey
Such digital journeys are different from business processes in several fundamental ways. The person usually decides on the order of steps, or moments, rather than the organization laying them out beforehand.

Digital journeys also frequently have no clear end, and many not have a clear beginning, either.

Most importantly, each journey is unique to the individual. Businesses can group them together in many ways for various purposes, but the groupings don't define the journeys the way that business processes define their instances.

Since every journey is unique and each individual decides their own moments, a flowchart metaphor is a poor fit for a digital journey. Instead, characterize digital journeys as depending on constraints and dependencies.

A constraint is a limitation on the behavior within a journey that applies across the journey - but only takes effect when the conditions for the constraint are met.

A dependency is when one task or activity must take place before another can occur.

Here's an example: let's say your journey is through an airport (yes, digital journeys can be literal journeys!).

When you walk in, you might check in at a kiosk, get in line, or perhaps go to a store - it's up to you. But you must still conform to certain constraints, for example, you must have a boarding pass to go through security, and you must pass through security to go to a gate.

There are dependencies as well: getting a boarding pass depends upon having a valid ticket, for example.

As long as people conform to the constraints and dependencies, then, they are welcome to do whatever they want in whatever order they choose.

Constraints and dependencies, of course, are nothing new. In particular, Eliyahu M. Goldratt fleshed out the Theory of Constraints in the mid-1980s.

However, Goldratt placed his theory into the context of business processes - and to be sure, processes are subject to constraints and dependencies as well.

In the Digital Era, in contrast, we must free the considerations of constraints and dependencies from the business process context, instead applying them to the unique priorities and behavior of each individual.

Our airport example makes this difference clear. In the Industrial Era, people had to check in at the airline ticket counter to get a boarding pass - steps in a business process.

In the Digital Era, however, people have many ways to obtain boarding passes at different times, both at home or in the airport. This flexibility is human-centric rather than process-centric, illustrating the need to focus on the digital journey instead of the process.

Digital Journey Management vs. Business Process Management
In the 1980s, of course, technology wasn't up to the task of managing such digital journeys. Now it is.

Digital journeys are clearly different enough from business processes that yesterday's BPM software is no longer adequate. We can, however, manage digital journeys in other ways, either individually or in groups.

For example, managing the journeys of everyone with a boarding pass would be relatively straightforward, even though in today's digital world, people can use their smartphones, print the passes at home, or use a kiosk.

Digital retailers already manage customer journeys by demographic segment - an approach that we as consumers often find too limiting. Just because I'm in my fifties doesn't mean I want AARP ads in my stream, after all.

Ideally, of course, companies would manage ‘segments of one' - what we at Intellyx call individualization. In fact, you can think of individualization as fundamental to the notion of a digital journey, and by extension, to the Digital Age in general.

Best of all, we now have the technology to support this goal - if only enterprises would get their digital transformation act together.

No more bulk ‘do not reply' emails. No more tone-deaf retargeting. No more ‘press 1 to wait on hold.'

The technology part of this story has become the easy part - but organizations won't successfully enter the Digital Era until they move away from business processes.

The Intellyx Take
Will all business processes - and BPM software - be obsolete in the Digital Era? The answer: it's not quite so black and white. Just as industrialization didn't entirely displace handwork, digital journeys aren't going to fully replace business processes.

What is already happening, however, is a shift in expectation to a ‘digital journey first' mentality. Digitally transformed companies realize that to put customers and employees first, they must treat them as individuals who wish to interact on their own terms.

Perhaps the most difficult aspect of this transition from the Industrial Era to the Digital Era is the shift from profit-centricity to human-centricity. After all, isn't making money the true goal of any for-profit company?

The answer: in the Digital Era, the only way to achieve the profit goals of the enterprise is to successfully move to a human-centric model. Focusing on profits over people is counterproductive, uncompetitive, and in the long run, fatal.

The companies that will profit the most in the Digital Era are paradoxically the ones that don't put profit at the center of their efforts.

Be warned: the technology connotation of ‘digital' is nothing but a smokescreen. Digital journeys - and the Digital Era writ large - are about people. Get this right and profits will follow.

Copyright © Intellyx LLC. Intellyx publishes the Agile Digital Transformation Roadmap poster, advises companies on their digital transformation initiatives, and helps vendors communicate their agility stories. As of the time of writing, none of the organizations mentioned in this article are Intellyx customers. Image credit: Ruth Hartnup.

About Jason Bloomberg

Jason Bloomberg is a leading IT industry analyst, Forbes contributor, keynote speaker, and globally recognized expert on multiple disruptive trends in enterprise technology and digital transformation. He is ranked #5 on Onalytica’s list of top Digital Transformation influencers for 2018 and #15 on Jax’s list of top DevOps influencers for 2017, the only person to appear on both lists.

As founder and president of Agile Digital Transformation analyst firm Intellyx, he advises, writes, and speaks on a diverse set of topics, including digital transformation, artificial intelligence, cloud computing, devops, big data/analytics, cybersecurity, blockchain/bitcoin/cryptocurrency, no-code/low-code platforms and tools, organizational transformation, internet of things, enterprise architecture, SD-WAN/SDX, mainframes, hybrid IT, and legacy transformation, among other topics.

Mr. Bloomberg’s articles in Forbes are often viewed by more than 100,000 readers. During his career, he has published over 1,200 articles (over 200 for Forbes alone), spoken at over 400 conferences and webinars, and he has been quoted in the press and blogosphere over 2,000 times.

Mr. Bloomberg is the author or coauthor of four books: The Agile Architecture Revolution (Wiley, 2013), Service Orient or Be Doomed! How Service Orientation Will Change Your Business (Wiley, 2006), XML and Web Services Unleashed (SAMS Publishing, 2002), and Web Page Scripting Techniques (Hayden Books, 1996). His next book, Agile Digital Transformation, is due within the next year.

At SOA-focused industry analyst firm ZapThink from 2001 to 2013, Mr. Bloomberg created and delivered the Licensed ZapThink Architect (LZA) Service-Oriented Architecture (SOA) course and associated credential, certifying over 1,700 professionals worldwide. He is one of the original Managing Partners of ZapThink LLC, which was acquired by Dovel Technologies in 2011.

Prior to ZapThink, Mr. Bloomberg built a diverse background in eBusiness technology management and industry analysis, including serving as a senior analyst in IDC’s eBusiness Advisory group, as well as holding eBusiness management positions at USWeb/CKS (later marchFIRST) and WaveBend Solutions (now Hitachi Consulting), and several software and web development positions.



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Hackers took three days to identify and exploit a known vulnerability in Equifax’s web applications. I will share new data that reveals why three days (at most) is the new normal for DevSecOps teams to move new business /security requirements from design into production. This session aims to enlighten DevOps teams, security and development professionals by sharing results from the 4th annual State of the Software Supply Chain Report -- a blend of public and proprietary data with expert research and analysis.Attendees can join this session to better understand how DevSecOps teams are applying lessons from W. Edwards Deming (circa 1982), Malcolm Goldrath (circa 1984) and Gene Kim (circa 2013) to improve their ability to respond to new business requirements and cyber risks.
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So the dumpster is on fire. Again. The site's down. Your boss's face is an ever-deepening purple. And you begin debating whether you should join the #incident channel or call an ambulance to deal with his impending stroke. Yes, we know this is a developer's fault. There's plenty of time for blame later. Postmortems have a macabre name because they were once intended to be Viking-like funerals for someone's job. But we're civilized now. Sort of. So we call them post-incident reviews. Fires are never going to stop. We're human. We miss bugs. Or we fat finger a command - deleting dozens of servers and bringing down S3 in US-EAST-1 for hours - effectively halting the internet. These things happen.



2016 | 2015 | 2014 | 2013 | 2012
Testimonials
This week I had the pleasure of delivering the opening keynote at Cloud Expo New York. It was amazing to be back in the great city of New York with thousands of cloud enthusiasts eager to learn about the next step on their journey to embracing a cloud-first worldl."
@SteveMar_Msft
 
How does Cloud Expo do it every year? Another INCREDIBLE show - our heads are spinning - so fun and informative."
@SOASoftwareInc
 
Thank you @ThingsExpo for such a great event. All of the people we met over the past three days makes us confident IoT has a bright future."
@Cnnct2me
 
One of the best conferences we have attended in a while. Great job, Cloud Expo team! Keep it going."

@Flexential


Who Should Attend?
Senior Technologists including CIOs, CTOs & Vps of Technology, Chief Systems Engineers, IT Directors and Managers, Network and Storage Managers, Enterprise Architects, Communications and Networking Specialists, Directors of Infrastructure.

Business Executives including CEOs, CMOs, & CIOs , Presidents & SVPs, Directors of Business Development , Directors of IT Operations, Product and Purchasing Managers, IT Managers.

Join Us as a Media Partner - Together We Can Enable the Digital Transformation!
SYS-CON Media has a flourishing Media Partner program in which mutually beneficial promotion and benefits are arranged between our own leading Enterprise IT portals and events and those of our partners.

If you would like to participate, please provide us with details of your website/s and event/s or your organization and please include basic audience demographics as well as relevant metrics such as ave. page views per month.

To get involved, email events@sys-con.com.

DevOpsSUMMIT Blogs
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All in Mobile is a place where we continually maximize their impact by fostering understanding, empathy, insights, creativity and joy. They believe that a truly useful and desirable mobile app doesn't need the brightest idea or the most advanced technology. A great product begins with understanding people. It's easy to think that customers will love your app, but can you justify it? They make sure your final app is something that users truly want and need. The only way to do this is by researching target group and involving users in the designing process.
Digital Transformation Blogs
Headquartered in Plainsboro, NJ, Synametrics Technologies has provided IT professionals and computer systems developers since 1997. Based on the success of their initial product offerings (WinSQL and DeltaCopy), the company continues to create and hone innovative products that help its customers get more from their computer applications, databases and infrastructure. To date, over one million users around the world have chosen Synametrics solutions to help power their accelerated business or personal computing needs.
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