OM DENNE EPISODE
In this episode of Continuous Delivery Office Hours, Tony, Bob, and Steve tackle the controversial headline “DevOps is dead” and unpack our industry’s bizarre obsession with killing off its own concepts. We seem to suffer from a collective amnesia every six to twelve months, leading us to abandon powerful ideas as soon as they get […]
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ANDRE EPISODE I DENNE PODKAST
While application code deployments have become highly automated and disciplined, database changes often remain manual, “folksy,” and prone to causing messy environment drift. Find out why databases require a uniquely cautious approach due to the severe risks of data loss and the impossi…
Your branching strategy can support Continuous Delivery, or make it an impossible goal. Teams should assess the impact of how they branch on their ability to deliver software at all times, and that means there are some branching techniques that make software delivery more like walking in the dark t…
To ensure software is deployable, teams must shift from manual testing to automated pipelines. Automation provides immediate feedback, captures institutional knowledge, and reduces long-term costs. Strategies like the Strangler Pattern help modernize legacy code for greater reliability. Listen to f…
In this episode of Continuous Delivery Office Hours, Tony Kelly, Bob Walker, and Steve Fenton discuss the purpose and common pitfalls of software change approvals. They argue that strict, manual change approval processes are often just a reflex to past organizational trauma and an attempt to have &…
Your system’s architecture can support team autonomy, independent deployability, and independent evolution of components, or it can be a sticky mess. This episode looks at whether choosing a monolith or microservices fundamentally changes the crucial properties of your architecture. Listen to…
Ansvarsfraskrivelse: Podkasten og kunstværket, det finnes indlejret på denne siden, er fra Future of Dev, som tilhører dens eier og ikke er tilknyttet eller godkjent av Listen Notes, Inc.
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