Transforming DevOps for a Global Healthcare Enterprise


Posted in: Digital

The client established an Architecture Office with responsibility for developing a strategy and approach to DevOps in conjunction with the Digital Transformation initiative being developed simultaneously in the PMO.

  • A sub-team consisting of member Architects and Technical Leads responsible for high profile projects within the organization formed a committee.
  • The committee interviewed development teams and inventoried tool sets in use, noting any future tools the teams wished to use.
  • Following the inventory, the team identified both consistencies and inconsistencies in the application of the toolsets with recommendations to stakeholders.
  • The second phase of the DevOps initiative was to define a team and a process for maintenance and continuous improvement among the toolsets to be considered for the DevOps tool chain. This approach was shared with all stakeholders and received unanimous approval.
  • The final phase of this project was to implement the first tool that would be provided as a result of operationalizing the tool chain.

The required Strategic Skillsets & Transformative Capabilities included:

  • Strategic thinking as to the approach for adoption throughout the business unit and the ability for development teams to transition to new tools.
  • Consideration for which tools and environments should fall into the DevOps scope and which tools would be considered out of scope.
    Strategic approach for transition of support to the service management team.
  • Coaching and support for the service management team to adopt an agile approach to their work.

What Success Looks Like:

The initial tool for the planning of sprints and tracking backlog items was JIRA. While this recommendation went against the existing Enterprise recommendation, after reviewing findings, the Enterprise support team adopted our recommendation as well as the support and maintenance of the initial deployment of the tool.

Furthermore, a working relationship with the Enterprise was arranged for future tools so that while line of business deployments occurred with initial support provided locally, the Enterprise could adopt and scale globally within the working environment.

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