DevOps can deliver significant value to organizations, if implemented with an enterprise-wide vision and full alignment of business and IT. DevOps dramatically transforms engineering processes and can require cross- functional product teams, software development and Operations alignment, and resource reorganization.
DevOps has changed the business and technology world considerably over the last decade with many financial services and insurances businesses rethinking their technology application development and QA practices. The Financial Services industry, in particular, has made significant strides in adopting the DevOps methodology. However, for many firms, it takes foundational changes to become DevOps ready.
At Synechron's Round Table on Embracing the Path to DevOps, we discussed with clients what to consider and how to transition their teams incrementally through co-development and best practices delivered by our teams covering topics such as: How DevOps Can Aid Digital Transformation, Best Practices including how to prepare the team, manage delivery and institutionalize changes across the enterprise, and How Technology and the Business can work together on DevOps adoption.
Some of the key takeaways:
- DevOps enables Digital Transformation for Enterprises and focuses on both collaboration and integration between workstreams and entities that are responsible for the work product, inclusive of businesses, architecture, development, QA and IT Operations.
- As businesses go from traditional iterative way of adopting services to using agile, there is an ongoing maturity scaling firms go through that makes the cultural shift one of the biggest challenges for technology working with the businesses, or technology working across teams like development, QA and Ops. Here, a shift left philosophy that during the planning phase brings together not only the Dev, QA and Ops teams but also the business stakeholders to have a top down approach from the outset is essential to adopting Agile and DevOps.
- At the same time, this top down approach needs to include a business-driven, executive vision supporting the cultural shift in the organization for optimal, consistent adoption. Pro tips include involving the downstream teams early in the lifecycle and aligning priorities and goals. Industry attendees confirmed.
- Take incremental steps to achieve this type of cultural change and think about introducing new functional roles that help to bridge the gap between Business and Technology and then Dev and QA, such as a Solution Architect role that sits between Business and Tech and a Delivery Manager who owns the entire stack from Vision to Delivery. Retrain the team to realize the value of what the team would bring to the ecosystem. Automation lifecycle institutionalized while the training was happening. Making teams and business realize the value.
- Set up horizontal services to create standards across teams. These should be things not every project is dependent on.
- Institutionalize skills to create a horizontal function without the need for a horizontal structure to keep operations agile.
- Create templatized infrastructure/definitions for certain types of applications, where it makes sense
- Use channels like Slack for release notes and real-time communications and updates
- Finally, put in a process to measure the success of DevOps. Depending on your organization, this may include factors like:
- Time to market
- Cycle time
- Symantec versioning – every time you did a feature release, what was the time to market for that feature.
- Story points – weigh each of the user stories and that user score goes up
- How many of my tests scripts have been automated for utilization metric. Certain hooks can be added to measure the whole coverage.
Contact us for more information on how to get the most value about embracing your organization’s path to DevOps.