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Understanding OPNFV

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Understanding OPNFV 39 Organizational Impact The three above changes – model driven architectures, DevOps and cloud native VNFs –impact many aspects of your organization, requiring a transformation. A complete discussion of what that transformation might look like is outside the scope of this book. Instead we will raise questions to help you determine the readiness of your organization for NFV. Score each question on a scale of 1 through 5 (1=not ready, 5=fully ready). For every section, the scores mean the following: Score Readiness 20-25 Completely ready 15-20 Almost ready 10-15 Somewhat ready 5-10 Significant transformation required 0-5 Transformation not yet begun Impact to the Organization Structure Technology teams within telecom operators are often organized by physical network functions. Furthermore, IT, network and OSS/BSS teams are segregated. For NFV, the organizational structure may need to be reorganized around a common pool of infrastructure and workloads. And skills from all the above functions need to be pooled together as well. Moreover, cloud native thinking might force even more dramatic changes. For example, Twitter assigns one team to one microservice. The team is no more than seven individuals. Each team is cross-functional and owns the complete job of developing, testing, deploying and monitoring their microservice in production. Teams are typically collocated, and run like a startup. They make their own technology decisions, prioritize their own backlog and are held accountable as a team. There is of course cross-team coordination and negotiation. This frees up the platform team; it is only responsible for operating the actual hardware and providing automation tools. Failures are inevitable, and when there are failures, there is a blameless post-mortem across

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