> My dream team structure is a task-force like one. Each team has its own DevOps/DBA. They don't have to be dedicated roles, but someone in the team needs to be well-trained on those topics.
Looking back at the last twenty years, oscillating between central sysops and everyone doing their own thing (is that "devops" ?), I feel that an optimum requires both: local skills to iterate fast, central skills to consolidate. Striking a budgetary balance is difficult, but at least ensure that some local skills remain - sell it to central ops as a way to get the trivial demands off their backs !
IMHO, the "centralized team" + "decentralized liasons" model isn't explicitly used nearly as often as it should be.
It usually happens in practice ("Sarah knows someone in security"), but there's no reason "devops liason" can't be an explicit 2nd+ hat for someone on a team to wear.
Centralized teams are necessary for budgetary reasons: one person on every team asking for a devops product will never make a coherent case to management for why it's needed, but a team will.
But having been on both sides of the equation, the central-decentralized relationship usually breaks down because there's always a new face on the right side of that equation, and that requires reteaching / recoordinating all the basics. More consistency on the user side (a hat) helps significantly.
And ultimately, it's a trust problem: do I (central person) trust this person who's asking me for something? If they're new to me... probably not very much. If I've been working with them for awhile... probably a lot more.
Agreed. And I don't really see a good solution for this. I guess we have to recognize that when companies grow and especially when structures are moved around, the original "agile" efficiency is not going to be there so we need to slow down in whole.
Looking back at the last twenty years, oscillating between central sysops and everyone doing their own thing (is that "devops" ?), I feel that an optimum requires both: local skills to iterate fast, central skills to consolidate. Striking a budgetary balance is difficult, but at least ensure that some local skills remain - sell it to central ops as a way to get the trivial demands off their backs !