Resources centre

DevOps – 5 Tips For a Successful Implementation

2018-11-20 | Wroclaw, Poland

What used to be separate concepts has now become one. Development and operations go hand in hand as a practice to integrate software operations with software development as DevOps.

It puts an emphasis on monitoring and automating everything you need to improve the communication between the two. The main goal of DevOps is achieving shorter development cycles, a higher frequency of deployment and infrastructure management.

 

Where development is an agile operation, operations has proven to be able to create an arrangement between operations and development throughout all the different stages of software creation.

 

1. Implementing DevOps Step by step

 

Many organizations are keen on a massive roll-out of their DevOps aspirations but it’s better to take small steps first before trying to scale. Some of them start with large projects that are bound to experience delays and inevitable resistance from the workforce.

 

By starting on a small scale and producing results that can be presented to all teams will help to showcase its positive effects on deliverability. As an organization, you have to consider that it’s unattainable to change everything at once.

 

For instance, it is a good idea to initially start with something such as a distributed version control and continuous integration rather than a complete roll-out of system-wide new technology.

 

Typically, Chief Architects, Director of Operations and Development take it upon themselves to launch DevOps initiatives. The reason behind this is because they are excellent at scoping and risk management. If too much risk is involved in the attempt to achieve favorable results after the implementation they will be the first to know and address it. They are able to scope large enough so they can solve something of great significance but small enough to manage the risk.

2. Embrace experiments and learning opportunities and gather feedback

 

In contrast to large organizations, smaller enterprises tend to be more flexible and open for experimentation and the mistakes that go along with it.

 

Unfortunately, there are no checklists that tell you which tools you should purchase or what type of teams to create. This poses companies to both a disadvantage as well as an advantage. By having to start from scratch businesses are able to create the capability of learning on all levels. To do this, you can refer to the basic principles of Agile.

 

It is argued that it is better to take an Agile approach to DevOps in general. During every DevOps, implementation organizations will need to adjust and tweak as they go rather than to give up and go back to the things they were only because something did not work out as expected.

 

To avoid this unfavorable situation it is imperative to collect feedback from those that are involved in the implementation to identify bottlenecks as soon as possible. Not everyone is always comfortable expressing their concern about the challenges they face during the DevOps implementation. Sometimes they even feel hindered by existing organizational processes to provide feedback. This is why some organization decide to resort to external parties to gather enough information to make sure the implementation goes swimmingly.

 

3. Engineering resilience to failure

 

Most companies that want to embark in the creation of DevOps solutions do this as a response to increasing organizational complexity. Rather than trying to rule out any potential failure it is advised to support the teams that are involved in becoming adaptive and more responsive to failure.

 

Traditional change management processes tend to be centralized and non-scalable and fail to be compatible with teams that need to know how to respond to failure as they go. This means that in order to achieve adaptivity and resilience leadership might need to refrain from using some of the traditional approaches to managing change.

 

4. Ensuring that all teams are on board

 

For a truly successful DevOps implementation, you need buy-in from everyone ranging from individuals all the way up to upper management.

 

The first step to achieve this is to determine whether people are sufficiently encouraged for cross-departmental collaboration. What rewards do you offer and when do you offer them? What are some of the biggest organizational issues DevOps can solve and what incentives do you offer once people contribute to the solution?

 

Needless to say, everyone’s buy-in should not solely rely on monetary incentives. Instead, both developer and operation teams must understand how imperative continuous delivery of top-quality customers is. It mainly boils down to the fact that it is crucial both departments work together.

 

5. Eliminate blame games

It is not uncommon that the changes that will occur during the DevOps implementation process will come with some frustration from disgruntled employees. Therefore, it is key that information regarding what went wrong is shared in a non-blameful manner. Failing to do so may lead to mistrust among team members and could compromise your efforts in the early stages of the program.

Resources center

DevOps – 5 Tips For a Successful Implementation

2018-11-20 | Wroclaw, Poland

It puts an emphasis on monitoring and automating everything you need to improve the communication between the two. The main goal of DevOps is achieving shorter development cycles, a higher frequency of deployment and infrastructure management.

 

Where development is an agile operation, operations has proven to be able to create an arrangement between operations and development throughout all the different stages of software creation.

 

1. Implementing DevOps Step by step

 

Many organizations are keen on a massive roll-out of their DevOps aspirations but it’s better to take small steps first before trying to scale. Some of them start with large projects that are bound to experience delays and inevitable resistance from the workforce.

 

By starting on a small scale and producing results that can be presented to all teams will help to showcase its positive effects on deliverability. As an organization, you have to consider that it’s unattainable to change everything at once.

 

For instance, it is a good idea to initially start with something such as a distributed version control and continuous integration rather than a complete roll-out of system-wide new technology.

 

Typically, Chief Architects, Director of Operations and Development take it upon themselves to launch DevOps initiatives. The reason behind this is because they are excellent at scoping and risk management. If too much risk is involved in the attempt to achieve favorable results after the implementation they will be the first to know and address it. They are able to scope large enough so they can solve something of great significance but small enough to manage the risk.

2. Embrace experiments and learning opportunities and gather feedback

 

In contrast to large organizations, smaller enterprises tend to be more flexible and open for experimentation and the mistakes that go along with it.

 

Unfortunately, there are no checklists that tell you which tools you should purchase or what type of teams to create. This poses companies to both a disadvantage as well as an advantage. By having to start from scratch businesses are able to create the capability of learning on all levels. To do this, you can refer to the basic principles of Agile.

 

It is argued that it is better to take an Agile approach to DevOps in general. During every DevOps, implementation organizations will need to adjust and tweak as they go rather than to give up and go back to the things they were only because something did not work out as expected.

 

To avoid this unfavorable situation it is imperative to collect feedback from those that are involved in the implementation to identify bottlenecks as soon as possible. Not everyone is always comfortable expressing their concern about the challenges they face during the DevOps implementation. Sometimes they even feel hindered by existing organizational processes to provide feedback. This is why some organization decide to resort to external parties to gather enough information to make sure the implementation goes swimmingly.

 

3. Engineering resilience to failure

 

Most companies that want to embark in the creation of DevOps solutions do this as a response to increasing organizational complexity. Rather than trying to rule out any potential failure it is advised to support the teams that are involved in becoming adaptive and more responsive to failure.

 

Traditional change management processes tend to be centralized and non-scalable and fail to be compatible with teams that need to know how to respond to failure as they go. This means that in order to achieve adaptivity and resilience leadership might need to refrain from using some of the traditional approaches to managing change.

 

4. Ensuring that all teams are on board

 

For a truly successful DevOps implementation, you need buy-in from everyone ranging from individuals all the way up to upper management.

 

The first step to achieve this is to determine whether people are sufficiently encouraged for cross-departmental collaboration. What rewards do you offer and when do you offer them? What are some of the biggest organizational issues DevOps can solve and what incentives do you offer once people contribute to the solution?

 

Needless to say, everyone’s buy-in should not solely rely on monetary incentives. Instead, both developer and operation teams must understand how imperative continuous delivery of top-quality customers is. It mainly boils down to the fact that it is crucial both departments work together.

 

5. Eliminate blame games

It is not uncommon that the changes that will occur during the DevOps implementation process will come with some frustration from disgruntled employees. Therefore, it is key that information regarding what went wrong is shared in a non-blameful manner. Failing to do so may lead to mistrust among team members and could compromise your efforts in the early stages of the program.

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