The Doppler Quarterly Winter 2016 - Page 12

10 Steps for DevOps Success David Linthicum Enterprises often stumble when moving to DevOps as a better path to cloud application development. The reason is the sheer amount of change that needs to occur, including people, processes, and technology. DevOps and cloud subject matter experts face a huge amount of work to transform organizations to make effective use of DevOps processes and technology. Here’s a 10-step process to help transform your orga- nization to DevOps. We’ll cover how to create and deploy an effective DevOps process as well as how to select the right tools. Steps 1: Assess Where You Are Start with an honest assessment of the current state of your processes, technology, and culture. For this process, I use a predefined maturity model (see Fig- ure 1), which allows you a gauge to rank existing peo- ple, processes, and technology within the organiza- tion. It’s best that a third party perform this assessment, because self-assessments tend to be skewed toward the higher levels. Step 2: Assess Where You Need To Go Level 1 (ad hoc) is where most organizations are today, so there’s a great deal of work to be done. At this level, the organization is silo-based, typically uses blame as a way to get things done, has experts that don’t share knowledge, and has almost no accountability. As far as technology, IT does manual building and deployment, 10 | THE DOPPLER | WINTER 2016 as well as manual testing. The development, testing, and deployment environments are inconsistent. Level 5 (optimized) has a culture of continuous improvement. This includes zero downtime deploy- ment, immutable infrastructure, and an active focus on resiliency. Few organizations are at this point in the emergence of DevOps, although this is the objec- tive. This is where you need to go if you’re not there already. Step 3: Define a DevOps Organization Defining a DevOps oriented organization is the most significant step, and it’s also the most difficult. Many organizations don’t understand that this is a systemic change in personnel and processes. As such, if the organization doesn’t add the skills needed, or becomes a more loosely defined organization, the project fails. It’s during this step that the organization needs to assess what it has in terms of skills. This skills assess- ment forms an understanding of the “as is” and the “to be” desired state, determines the existing gaps, and identifies the plans that will fill in those gaps. Most envision layoffs as part of a reorganization around DevOps, but it’s primarily a matter of retrain- ing. After completing retraining, you need to figure out how each skill fits in with the emerging DevOps process ̸