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