Operations | Monitoring | ITSM | DevOps | Cloud

IT teams, we are at a crossroads. We’ve spent years, if not decades, being thought of as cost centers at the best of times, and more often, a source of bottlenecks. Now, we’re making a name for ourselves as facilitators of innovation and providers of legendary service. Our companies are recognizing how critical we are to their success.

Implementing security best practices for your cloud products might feel like you’re playing a game of chess against a chess grandmaster. You think you need to know the most complex strategies and plan ten moves in advance, but in reality, you’re playing against a 3rd-grade checkers player.

Launched in 2013, today Aha is one of the fastest developing product roadmap and marketing planning applications in the world. The company offers exhaustive road mapping facilities alongside project organization, which clients can utilize to the maximum. Once the association is made, Aha works with companies on projects right from their conceptualization to a successful launch.

On the security team, we don’t manage any Atlassian products like other Atlassian teams do. Our main product is trust, and that’s a job that’s never finished. To me, security is more of a mindset; one of constant diligence, continuous improvement, and seeking out ways to innovate.

Where does your company want to be in one year? Five years? Ten years? And what does this growth mean for your technology stack? These questions play on repeat for any growing organization.

We’re constantly amazed by what our customers are able to do with Jira Software. Whether it’s planning a Mars landing, building a cochlear implant, or modernizing the way thousands of people work at a single company — the ways in which people use the Jira platform are multiplying by the day.

A project post mortem is a lethal-sounding term that seeks to answer the question: did this project work? Was it worth the investment and the time, and if it wasn’t can you learn from it? As the term implies, the project must be “no more” or “ceased to be” or “bereft of life.” Creating this document requires a time investment, and it’s tempting to just move onto the next project.

When the National Bank of Canada set off on a cultural and digital transformation, the most important objective was putting people first, both their clients and employees. They needed better transparency and collaboration across teams, and knew that consolidating and standardizing their applications would help them achieve this.

Bugs are dumb. They’re also inevitable. However annoying that may be, it’s more productive to accept the existence of bugs in our workflows than to panic-spiral every single time they pop up. Part of the acceptance process is keeping bugs (or at least the ones you care to fix) top of mind by paralleling your error monitoring and your sprint planning.