DevOps is merely a tool in what ought to be an extensive discussion about the human side of technology.
DevOps has, without a doubt, assisted many IT organizations in achieving their objective of delivering applications and services more quickly and effectively than with conventional software development methods.
Unfortunately, despite the fact that some IT leaders do a great job of extolling the virtues of DevOps, their teams are moving in the wrong direction and adopting subpar or completely incorrect tools and practices. CIOs must make sure that development teams aren’t inadvertently or deliberately veering away from the DevOps path. Here are the warning signs that could indicate the presence of fake DevOps within the company:
Creating a silo for DevOps
Looking at an organizational chart, it is simple to spot the first indication of a fake DevOps implementation.
DevOps accountability isn’t present if it operates independently of engineering and operations in its silo. IT leaders should add another layer of complexity, another silo, and another hand-off to manage by forming a separate DevOps team.
The organizational structure should show a layout that enables teams to address issues holistically in all pertinent domains.
Build cross-functional teams from design to operations, if possible. DevOps is about owning the value delivery with the least friction throughout the enterprise, not pipelines and CI/CD. DevOps is merely a tool in what ought to be an extensive discussion about the human side of technology.
It necessitates a thorough comprehension of the fundamental components of high-performing teams and how CIOs can update their conception of what highly effective teams look like.
Emphasizing tools over people
An organization is 180 degrees out of sync if it prioritizes a DevOps culture that is hyper-tool- and technology-centric rather than people and processes. Communication, collaboration, gathering, and analysis of feedback should all be done with a DevOps mindset. It is easier for developers to fail quickly, bounce back quickly, and learn more quickly in an environment that encourages experimentation.
The adoption of DevOps is an iterative process, so the CIO should begin by evaluating the state of the development team before gradually creating a continuous improvement strategy that includes individuals, procedures, and tools that can alter in response to new demands and developments.
Fake DevOps can happen when team leaders don’t have an automation mindset and can’t commit the time and resources needed to create a robust architecture with automated code delivery.
Before launching an automation initiative, it’s crucial to carefully consider the project teams, contracts, and development needs. Check to see if the organization has the skills necessary to automate infrastructure.
However, automation can be a double-edged sword. Unintentionally switching from flawed manual to automated processes is too simple. The ultimate objective should be to automate and deploy software releases, regularly.
Having unrealistic expectations
Organizations should focus on a commitment beyond merely implementing new technological tools and procedures. They must impart dynamic employee mindsets and culture top priority. For the transformation to take hold within the organization, they also need to set reasonable deadlines.
A company that commits to owning production issues from beginning to end but merely deploys more automated tooling and renames existing application teams “DevOps teams” will likely be unsatisfied with the outcomes. Technology leaders must also be prepared to accept the possibility that, following a DevOps commitment, the output may initially decline before increasing.
They must be ready to give their application teams “air cover” to experiment with the new model, learn from their mistakes, and become accustomed to it. Setting unreasonable standards and giving the transformation insufficient time can cause organizations to adopt DevOps only in name.
There is no one-size-fits-all approach to DevOps. DevOps flows and tooling should be tailored to the organization’s needs, which can vary greatly depending on size, application type, and development expertise, for maximum effectiveness. Never let DevOps become outdated or obsolete. Tools and procedures must change as the organization expands and pursues its goal of continuous improvement. These objectives call for adaptable tools as well as the capacity to analyze KPIs to identify areas for improvement.
IT executives should be aware of the cultural change required to integrate the development and operations teams. Every business area should adopt the methodology rather than create a separate DevOps department, leading to more silos and process bottlenecks. In essence, DevOps is about people and procedures.
IT executives need to be aware that these resources must be context-specific. The best way to use tools and processes is dynamic rather than static and requires careful coaching to use effectively.
Reaching a balance
Launching a successful DevOps transformation requires striking a balance between push and pull. While maintaining attention on the larger organization’s transformation roadmap, it’s critical to support these teams, commend them for their bravery, and acknowledge their accomplishments. But keep in mind that if the entire organization rejects the transformation, benefits will be restricted and delayed. Interdependencies will invariably slow down an application team if the larger organization has not made the change.