I’ve seen attempts to implement DevOps strictly from the IT side of things. A relatively high-functioning team recognizes the benefits of an Agile approach that’s oriented towards improved collaboration between people that uses automation in support of process is, for want of a better phrase, a good thing.
They begin the process of implementation of DevOps.
They also slow down some in what they deliver. This is not because a DevOps method is slow. It’s because there are a learning curve and a ramp-up period where you’re figuring everything out, adjusting your processes, working on the automation, and, most importantly, getting your teams to communicate better.
The project managers and others flip. Delivery is slipping. The amount of code being written has changed. Stuff is happening that wasn’t on the schedule. The implementation of DevOps is shut down quickly.
You have to get buy-in from management before you endeavor to implement DevOps or it will fail. They have to understand what you’re doing, why you’re doing it, and the measurable benefits it will bring.
The effective implementations of DevOps that I’ve seen always had a winner. It was a single individual or a single team in the organization, that had drunk the Koolaid. They were all the way in on DevOps.
Having that champion ensured that during the initial phase when establishing the discipline necessary to do DevOps, the frustrations experienced were met with calm understanding, a willingness to explain again how things will work, and a passion to see it through.
Suggested Read: DevOps key practices
I’ve seen organizations where they knew that they should do something to eliminate the pain they were experiencing through development and deployment and they recognized that DevOps was that something. However, no one in the organization believed that DevOps was worth doing. They were people who think it’s more of a buzz word than a worthy process. So, as things get hard, they just give up because there’s no one there to champion the process. You need to be, build, or find, a winner within the organization who can help guide the whole DevOps process into being.
I’ve seen attempts at implementing DevOps where management gets some training in it and tries to then force it down to the individual, or, where the individuals get training but have to try to force it up to the management who still don’t know what’s going.
To say the least, these attempts fail. Everyone needs to know what’s expected of them, how the process is going to work, and what exactly will get delivered when. Heck, this is fundamental to getting DevOps going anyway. Yet, organizations will fail to ensure that they’re getting everyone the knowledge they need to deliver.
You must train everyone involved in DevOps. No, this doesn’t mean sending them all out to a class. It does mean holding classes within your organization. Do a whole bunch of lunch and learns for everyone involved. Have the development team-teach what they do. The DBAs teach what they do. The business and management teach what it does. Everyone should have some understanding of the larger picture and how they fit into it.
You Can Succeed In DevOps
High-functioning teams and established organizations are applying DevOps like mad. They are succeeding at it. They’re doing it by ensuring that management is on board, there is a champion for DevOps in the organization, and they’re ensuring that everyone learns the process.
Also Read: Widely used DevOps automation tool
There’s a lot of work involved in making DevOps work in the organization. Probably the single biggest hurdle is for the organization to have a willingness to change. However, once that occurs, you need the three things I’ve listed here to make that change as successful as possible.