this is a very interesting question. I think it depends on the industry and the org. Mainly, roles whose work is being automated, any technology specific roles for tech stack that is replaced. Example, manual QA execution.
#DevOps requires that team members take on several different roles, while at the same time working with a variety of other stakeholders whose roles are also evolving. So the key is the ability to remain flexible and open minded in any role
Less about roles but a culture that encourages a willingness to learn and accepts that failure will happen. Without that, starting, let alone scaling, will be very difficult.
North star meaning the ultimate modus operandi which #DevOps will enable #continuousdelivery but also includes the customer in the devops lifecycle So, delighting the customer incrementally by delivery of the right thing, faster, with feedback loop
great item for discussion! This can be general or specific to each industry. It also depends on a company's #maturity level. To me, #DevOps will become #DevSecOps and then #DevSecDataOps etc through evolution of #nimble orgs
I don't think it will affect the evolution, I see this will help the business leaders to think strategically and move towards the next gen devops . it will be like 5G of DevOps in next 2 years. Thats how i see it.
the pandemic period will be the dark age for the "traditional" software platform and a test to team who call themselves "DevOps" team. At the end of the day, some best practice of DevOps will come to the industry.
support from leadership - instead of always asking teams for options and solutions- I think DevOps needs strong #leaders who are willing to roll up sleeves and jump in.
Centralize DevOps team with Risk, governance, compliance , Info security , Dev, QA, Ops and product team together and keep them apprised on a daily basis helps to build a global strategy to bridge the gaps.
Provide guidance and support at all layers of the organization. Create understanding around key tenants, that it is a journey and why they are doing it at all
Enable your fast moving, more advanced teams to develop their own DevOps practices within organizational guardrails. Use their learnings to enable your central team that is enabling the rest of the organization.
1) A lot of times organizations are taking on DevOps and Agile journeys at the same time but they’re not always aligned - they need to be (so governance needs to align them)
i see huge gaps at big enterprises, Governance, compliance, risk management teams are always outside the devops organization and it is very difficult to bring them to an alignment and they cannot work in silos when it comes digital transformation.
2) alignment on the #businesscase (the ultimate reason for how DevOps will help the org) - this provides clear guardrails and enables autonomy for the team to develop a concrete governance
culture, communication and change management aspects, especially if org is new to #Agile as well - acceptance of failure is a tough one for most traditional orgs. Often this leads to lack of expectations management at all levels -> signal: employees exiting
Change management outside of technology to create the needed common understanding. Lack of capability and skills. Insufficient top-level buy-in to make the changes to financial management and personal incentives.
@canada_devops Are there specific strategies that work when having the change in role discussions. i.e. dev roles to include QA and support/ ops pieces?
Bring all groups tot he table and focus on the overall outcomes. Value Stream Mapping can help as an exercise. It can also expose friction. However, exposing that friction and dealign with it is necessary to move forward.
For the team to take on the other roles there are many changes need to occur in terms of accountability. Switching to a product based delivery from project based helps. Changing the metrics and creating commonality in objectives and how they are measured.
Start with small teams encourage skill development with a culture of fail fast fail often - then fix it Support from leadership As you approach scaled part: clarity across organization on what they want to achieve from DevOps
To understand that we need to talk about what does a successful devOps project look like and then consider conditions for scaling it up- To me it’s not so much the right time but knowing what conditions are needed for success and then, what you need to get there
DevOps as a transformation of how your organization delivers value will scale naturally as the organization begins to understand and adopt new ways of working.
There is no such thing as right time. Optimization is a continuous process and scaling is done via feedback loops within the organization on what is working and what is not. when there is continuous feedback scaling becomes organic.
Start small and use those initial wins to drive communication across the organization. It is not just an "IT" change. How the organization organizes around technology delivery needs to change too.
