The Doppler Quarterly Fall 2017 - Page 69

People Process Technology Innovation & Experimentation Design & Engineering Methodologies Requirements Management Skills Acquisition & Retention Deliver Sustainable Automation Continuous Integration & Deployment Ownership Culture Service Orchestration & Governance Visibility & Event Correlation Collaboration Lean & Agile Feedback & Process Improvement Radiators Figure 1: CTP’s DevOps Maturity Assessment tage of the innovation capabilities that the cloud offers, people need to embrace innovation as an enabler, as opposed to it being a risk item to be carefully controlled. People skills is another area we evaluate. Not only do people need to be trained to use the cloud provider’s services, but they also must learn new methods and approaches required to take advantage of the cloud. Too often enterprises treat the cloud as just another datacenter instead of what it really is: a game changing agility platform. In addition to skills, we look to ensure that employ- ees’ incentives are aligned with the new way of doing things in the cloud. If incentives don’t change, how can we expect people to transform to the new way of building services in the cloud? Silos are a big blocker for any transformation. We look at how different silos collaborate and whether they work together in unison or work against each other. Traditionally, silos owned singular parts of the software development lifecycle (SDLC). One team owned development, another QA, a third owned Ops, a fourth security, etc. In the DevOps model, these are all shared respon- sibilities. Everyone owns security. Everyone owns quality. And not just IT peo- ple. The product owner and the business sponsor also share the ownership. When ownership is shared, everyone works towards a common goal. FALL 2017 | THE DOPPLER | 67