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April 1, 2021 • Dave Meurer
Davie Street Enterprises (DSE) continues its digital transformation journey. After transforming the culture, standardizing and automating the IT infrastructure, deploying a middleware strategy, and deploying its cloud strategy, DSE is beginning to shift towards DevOps. This is where DSE can leverage the cultural changes implemented within its development and operations teams to release features faster than the competition, using container technology.
To launch DevOps into production, DSE is holding itself accountable for ensuring security is integrated into the culture and process. Security has been the top priority for DSE ever since its 2020 website outage, which involved a security breach among other factors. Security has now almost grinded DSE’s traditional development cycles to a halt, so this transformation over to DevOps couldn’t have come at a better time.
March 18, 2021 • Phillip Lamb
In this installment, we'll take a look at DSE's journey to GitOps through the eyes of Andres Martinez, Principal Developer. Martinez has crafted a plan to modernize the DSE inventory application.
Of course, revamping the entire application stack would take way more time and money than they had available. The increasing fragility of the application environments meant his team spends almost all of their time just keeping the lights on. He realizes that he doesn’t have to modernize everything at once, but he needs to start somewhere. It’s a question with - for once - an easy answer: they need to modernize their version control in the same way the operations team has modernized its version control.
February 17, 2021 • Cameron Skidmore
In part three of our Davie Street Enterprises (DSE) series, we're going to take a look at how DSE addressed some of its network issues that led to a major outage.
DSE Chief Architect Daniel Mitchell has been put in charge of Davie Street Enterprises’ (DSE) digital transformation. He's feeling pressure from management since the website crashed last month, and was down for 46 hours straight. Shifting from one-off configurations and into an Infrastructure-as-Code (IaC) model is now critical for DSE. It took a crisis, but management realized that procrastinating isn’t an option and have tasked Mitchell to lead various teams to modernize their infrastructure. Read the full post on the Red Hat Blog. >>
February 4, 2021 • George James
DSE, a leading provider of widgets, has many large manufacturing plants around the world. Traditionally, each plant’s local IT staff was in charge of its own operations, with little oversight from corporate IT. As the company grew, each plant became its own de-facto data center. Early attempts at connecting them over a wide area network (WAN) produced mixed results.
In one instance, an IP address overlap combined with a misconfigured load balancer caused an outage with an inventory tracking system. This took almost two days to resolve and cost the company more than $100,000 in lost revenue. As a result, the WAN deployment was delayed and eventually scaled back. This also contributed to delays in migrating services to the cloud. Read the full post on the Red Hat Blog. >>
January 18, 2021 • David Rojas
We would like to introduce you to Davie Street Enterprises (DSE). DSE is a fictitious 100-year-old multinational corporation that is beginning its digital transformation journey. In this post we will lay the groundwork for a series following DSE as an illustration of how some Red Hat customers are preparing for and succeeding at digital transformation to save money, become more efficient, and compete more effectively.
The company isn't real, but its struggle is very real for many organizations. Throughout this series, we will explore the business problems any number of organizations are challenged with and how DSE, with the help of Red Hat and its partners, plan to solve those problems. To start, let’s learn more about DSE, its business, and some of the associates involved in its digital transformation journey.
Davie Street Enterprises employees and their roles
Sr. Director Development
Susan is new to DSE (1 year) and was brought on after her predecessor was fired after the development team failed to release the updated website on time and when they did it crashed for 46 hours causing the company almost 1 million in lost sales. Her primary charter is to change how the development team functions and endure failures like this never occur again. She is under tremendous pressure to correct the ship ASAP without adding cost.
Andres has been working at DSE for 14 years and has seen it at its best and worst. He is the primary developer on the company website. He is overworked and many projects rely on his expert knowledge. He is on the verge of quitting as the pressure and workload seems unsurmountable. Andres reports directly to Susan due to the critical work he does
Daniel is new to DSE. He was hired as part of a larger effort to modernize the staff starting with certain key positions. He comes from a fairly small startup with some very creative ideas but knows he will have to be able to scale those ideas as well as show ROI on them fast.
Director of Plant Operations
Stephanie has witnessed incredible growth in her 31 years at DSE; her plants can't keep up with demand. The order system is outdated and fails often, causing delays delivering Widgets. She is concerned about Virtual Widgets' impact on her operations.
Sr. Director IT Operations
Ranbir has been at DSE for 7 years. When he started he came in super excited about modernizing IT Operations at DSE but after many attempts that have failed due to poor choices in solutions and lack of planning he has become very disillusioned. He has many promising ideas but hasn’t found the right combination of toolset and partner to carry this out. When the website crashed for 46 hours even though it ended up being an issue with the code as well as a lack of proper load balancing there was a lot of finger pointing directed at operations. He never wants his teams to be in that position again.
Sr. Director of Sales
Dan started just a few weeks ago and was brought on board due to his experience building sales campaigns around virtual products. He has new and innovative ideas but already seeing that selling those ideas at DSE will not be easy. He is chartered to increase sales by 18% in the first year. Doing that alone with the legacy products and associated application is impossible and he is growing impatient at the lack of progress on the Virtual Widgets.
Monique was recently promoted to CIO from the COO position she held for 12 years. Overall she has been at DSE for 34 years and knows it like the back of her hand. She has a strong development background from earlier in her career. The CEO has made it clear that she needs to cut costs, improve operational efficiencies through technology and deliver on the promise of Virtual Widgets. One of her biggest challenges has been aligning IT Operations, Plant Operations, and Development to work together on this goal.
Sr. Manager of Network Engineering
Gloria has been at DSE for over 18 years and spent 15 of them as a network engineer. She knows the pains an engineer suffers and what it takes to keep a network up and running. She also knows what doesn’t work. As she was promoted into a management role she was intent on changing how networking is done but lately has been feeling like giving up.
Zachary L. Tureaud
Director of Security Engineering
Zachary has been at DSE for 5 years and spent all of his time on the Security Operations team responsible for threat detection and remediation. A rising rock star performer at DSE, Zachary was the obvious choice to be offered a new role at DSE as Director of Security Engineering to ensure Security is part of the very fabric of DSE’s new DevOps culture change.