The 13 principles in the U.S. CIO's Digital Services Playbook are applicable for everyone.
Whenever I hear someone say that “government should be run like a business,” my first reaction is “do you know how badly most businesses are run?” Seriously. I do not want my government to run like a business — whether it’s like the local restaurants that pop up and die like wildflowers, or megacorporations that sell broken products, whether financial, automotive, or otherwise.
If you read some elements of the press, it’s easy to think that healthcare.gov is the first time that a website failed. And it’s easy to forget that a large non-government website was failing, in surprisingly similar ways, at roughly the same time. I’m talking about the Common App site, the site high school seniors use to apply to most colleges in the US. There were problems with pasting in essays, problems with accepting payments, problems with the app mysteriously hanging for hours, and more.
With its flexible API, Drupal integrates with 3rd party tools — a functionality that could revolutionize health care technology.
Contributing author: Ben Schluter
Drupal is well known as a Content Management System (CMS) — famously used by the White House and elsewhere. At the company where I work, Achieve Internet, we view Drupal as more than just a CMS — we see it as a powerful web application platform with capabilities to integrate multiple sources of information. Sporting a far-reaching and flexible API, Drupal can link together other platforms that provide APIs, such as enterprise productivity systems or electronic health records (EHRs), and essentially provide Drupal’s web pages as an interface to these systems on both a read and write basis. The growth of the platform and the community has put Drupal in a position to revolutionize the concept of a traditional CMS in one market sector after another, from the media and entertainment industries to education, travel, and government. Read more…
If all companies are software companies, then all companies must learn to manage their online operations.
Two years ago, I wrote What is DevOps. Although that article was good for its time, our understanding of organizational behavior, and its relationship to the operation of complex systems, has grown.
A few themes have become apparent in the two years since that last article. They were latent in that article, I think, but now we’re in a position to call them out explicitly. It’s always easy to think of DevOps (or of any software industry paradigm) in terms of the tools you use; in particular, it’s very easy to think that if you use Chef or Puppet for automated configuration, Jenkins for continuous integration, and some cloud provider for on-demand server power, that you’re doing DevOps. But DevOps isn’t about tools; it’s about culture, and it extends far beyond the cubicles of developers and operators. As Jeff Sussna says in Empathy: The Essence of DevOps:
…it’s not about making developers and sysadmins report to the same VP. It’s not about automating all your configuration procedures. It’s not about tipping up a Jenkins server, or running your applications in the cloud, or releasing your code on Github. It’s not even about letting your developers deploy their code to a PaaS. The true essence of DevOps is empathy.
A new mantra for your next (programming) meditation session.
You might feel fine.