I have to admit: I'm badly placed to write this post, but I have to.

When at university I learned the concept of "Make or Buy". You weigh the cost and benefits of developing something yourself against the cost of buying it.

Depending on the outcome you do one or the other.

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Did you know that the Oracle Data Integrator Customer Advisory Board defined Life Cycle Management as key issue number one?

The board's view on Life Cycle Management (which is spot-on) goes beyond versioning the source code. It also implies the creation of deployment archives and doing the restore to the test and production repository (of selected objects or scenarios). There are more things you might expect from a proper Life Cycle Management or DevOps solution, such as issue tracking system integration, but we'll keep it to bare necessities in this post.

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When giving presentations or doing demos it always strikes me how all of us live in our silo as an analyst, developer, DBA, tester, operations team member.

We perfectly understand what our role is but it seems we don't know or understand what the other stakeholders need or do and what the impact of our deliverables is on them.

In our DevOps white paper (link at the end of this post), we will give an overview on what DevOps really means, not just for ODI but at enterprise level.

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When people make a decision to invest in software it is fairly easy to talk about benefits. Especially the intangibles ones. But what about the tangible benefits?

And this for an end-to-end Life Cycle Management solution for ODI.

When looking at the tangible benefits, we believe you should have a look on the impact for each involved stakeholder. Stakeholders are not just developers, but also the quality assurance people, operations and the final users, our clients. Not to forget the architects.

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Earlier this week I went to a seminar where one of my prospects was a presenter. During the coffee break I joined a conversation with some people that were talking about a huge Life Cycle Management project that has been stopped by management as it didn’t bring the expected result.

What happened? People!

It seems it all went wrong as a tight central approach has been taken with little or no involvement of the relevant stakeholders. Twenty million euros later: full stop. The good news of course is that it seems that some companies still can afford to lose 20 million euros or more… What are the lessons learned?

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