How a CIO should prepare developers for a multi-cloud feature
2020.12.18
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Time to F5
2020.05.15
Organizations are rushing to implement DevOps practice to show that they are competitive, and hopefully to enjoy the benefit of agility and speed of development. Although DevOps never guarantees those benefits, traditional organizations would find out the ROI of the adoption of DevOps is not as “powerful” as suggested by many articles or industry practitioners. Here are some of the reasons we have observed.
Traditional implies a certain vintage of an organization. The current functioning of the organization is some sorts of equilibrium derived from the history of operations. Since the current model has been working not unwell, the adoption of DevOps can be troublesome to employees, especially those with higher seniority, since the adoption is no different with tremendous change in terms of team structure, staff role as well as job nature, which becomes an implicit risk to employees causing anxiety. How to properly communicate and persuade employees to embrace the adoption of DevOps is very important, yet the most difficult first step a traditional organization needs to take.
DevOps is a concept consisting of development (Dev) and operations (Ops). The needed orchestration between the teams already suggests the uncommonness between them. The definition and perception of DevOps between teams could be quite indifferent, since different teams possess different cultures, procedures and policies and expect other teams to respect and accommodate their “usual” practices when it comes to their territories during the adoption of DevOps. If the definition of DevOps isn’t unified, the development lifecycle would be dragged at each and every single stage resulting from the adjustment to team-specific policies or procedures, instead of focusing on an overall DevOps cycle.
The task-specific structure of most of the IT teams is another obstacle to the adoption of DevOps framework. As above mentioned, the procedures between teams are required to adjust to fit in the overall DevOps lifecycle. Same for IT staff, their job nature is no longer as clearly defined as before. Instead, people of different skill sets should work together as a team and to respond to customer’s demand as fast as possible. Say for example, programmers might not only be just focusing on development, but also operating the application to understand user behavior in order to facilitate a more effective patch or version.
At Resolve Technology, we are helping many organizations and industries to digitally transform, as well as adopting a well-designed DevOps framework. For example, the banking industry is undergoing a massive transition to virtual banking, and Resolve Technology is happy to be part of the digital transformation story.
