By 2023, it is estimated that 90% of DevOps programs will fail to pay off not for technical reasons, but because of the limitations of leadership methods. The benefits of adopting DevOps practices are legion, but organizations need to take special care in designing their initiatives if they want to take full advantage of them.
Indeed, the failure of DevOps actions is mostly due to humans, not processes. In fact, the fact that many companies invest in DevOps tools without thinking about the organizational changes they will generate and the value they will bring in a broad sense.
Here are the top five obstacles to the success of DevOps and the way infrastructure and activities (I & O) managers can overcome them.
DevOps disconnected from customer value
Companies launching DevOps programs often do so without sufficiently evaluating their business reach. Before proceeding with the introduction of such initiatives, Infrastructure & Operations managers must ensure that their teams and customers understand the implications of the term “DevOps”, as well as the added value it brings.
To do this, we must focus on marketing to identify, anticipate and benefit from DevOps by taking into account the commercial issues. I & O managers need to focus on refining their understanding of the value of their current offerings to evolve capabilities and foster organizational change.
The absence of organizational change management
According to a recent survey, 88% of respondents cited team spirit as one of the three human qualities that had the greatest impact on their organization’s ability to deploy DevOps programs. Still, companies neglect the importance of team adherence to future changes, to focus on the development of DevOps tools.
It is important to remember that the tools are not intended to answer a cultural problem. Candidates who are inclined to adopt DevOps practices should be identified. Those who promote core values such as team spirit, a sense of responsibility and a willingness to learn throughout their career will be a great asset to the democratization of DevOps.
The lack of collaboration
To be successful, the actions of DevOps must be the fruit of a collaboration between all the actors concerned. Unfortunately, they are usually the prerogative of the I & O teams. However, organizations can not hope to amortize their investment quickly through groups that work in silos or focus solely on I & O.
The solution is to eliminate existing obstacles and build team spirit. To be more efficient, the various teams must work hand in hand. It starts with choosing a leader who can carry the teams and support their actions.
The temptation of precipitation
Organizations need to be aware that the Big Bang method of switching to DevOps overnight is very likely to lead to failure. The DevOps ideology includes too many variables for such an approach to work in a large IT department.
It is crucial to deploy DevOps practices in a phased manner to allow the company to focus on their continuous improvement and to get all groups to collaborate effectively. It is advisable to start with a group of users who favor these practices. They will educate other employees about the benefits of DevOps and help build credibility.
Expectations too high for DevOps
In addition to the difficulty of linking DevOps programs to customer value, there is a gap in many organizations between the expectations of DevOps and the benefits it brings.
Setting goals and performance indicators will help to keep disappointments going. For this, I & O managers will have to rely on marketing to identify, anticipate and satisfy customer value on an ongoing basis. Expectations management and marketing require continuous work.