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Unlike DevOps engineers, site reliability engineers have skills that are far easier to pin down. SRE engineers perform specific tasks, while ‘DevOps engineer’ is an umbrella term applied regardless of an individual’s role or skills. SRE is also often more consistent between practitioner organizations, making the skills more transferable.
There is no sole DevOps methodology, nor is there a prescriptive DevOps approach. Instead, DevOps engineers will follow the general pillars of the approach and create ‘DevOps cultures’ with structures suited to their own specific organizations.
When it comes to ‘project management’ and ‘program management’, organizations need to be aware that there are significant differences between them. The best practices, skills, and levels of experience required for project and program managers are distinct. In short, if a company wants to enjoy the full benefits of both, they must be aware of the differences between project and program management.
At this point, SRE and DevOps have been co-existing for nearly a decade. There is no shortage of companies that utilize both frameworks simultaneously, yet there remains a popular discourse that the two are competitors that cover the exact same ground.
Change management is an expansive topic (hardly surprising given its importance), and, as such, there are different types of change that require different change strategies to lead them effectively.
If a change initiative is handled poorly, it is likely to generate even more resistance from those at different levels of a business, including employees, managers, executives, and high-level stakeholders. This can end up creating roadblocks for the initiative or may even limit the resulting benefits.
‘DevSecOps’ is very much an evolution of DevOps. It puts Security (Sec) on the same level of importance as Development and Operations, integrating it into the DevOps pipeline and making the wider DevOps culture responsible for meeting security targets.
AgileBA practitioners are fully equipped to succeed in Agile projects and programs, and can even play a role in helping businesses transition to Agile ways of working by optimizing the process and helping to justify it to stakeholders.
Businesses are highly complex in terms of structure, and an enterprise architect needs to be able to read them like a book. They must be aware of elements to do with corporate strategy, technology, communications, outsourced services, stakeholder priorities, and more, not just for a business’s current ‘architecture’, but also for the state the business wants to reach in the future.
PRINCE2 practitioners often enjoy a much wider choice of jobs to apply for and will even earn more than non-certified colleagues, quickly answering the question: “Is PRINCE2 certification worth the cost?”