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My second week at 2nd Watch, it happened.  I was minding my own business, working to build a framework for our products and how they’d be released when suddenly, an email dinged into my inbox. I opened it and gasped. It read in sum:

  • We want to standardize on our DevOps tooling
  • We have this right now https://landscape.cncf.io/images/landscape.png
  • We need to pick one from each bucket
  • We want to do this next week with everyone in the room, so we don’t create silos

This person sent me the CNCF Landscape and asked us to choose which tool to use from each area to enable “DevOps” in their org. Full stop.

I spent the better part of the day attempting to respond to the message without condescension or simply saying ‘no.’ I mean, the potential client had a point. He said they had a “planet of tools” and wanted to narrow it down to 1 for each area. A noble cause. They wanted a single resource from 2nd Watch who had used all the tools to help them make a decision. They had very honorable intentions while they were clearly misguided from the start.

The thing is, this situation hasn’t just come up once in my career in the DevOps space. It’s a rampant misunderstanding of the part tooling, automation, and standardization play into the DevOps transformation. Normalizing the tech stack across your enterprise wastes time and creates enemies. This is not DevOps.

In this blog, I’ll attempt to share my views on how to approach your transformation. Hint: We’re not spending time in the CNCF Landscape.

Let’s start with a definition.

DevOps is a set of cultural values and organizational practices that improve business outcomes by increasing collaboration and feedback between Business Stakeholders, Development, QA, IT Operations, and Security.

A true DevOps transformation includes an evolution of your company culture, automation and tooling, processes, collaboration, measurement systems, and organizational structure.

DevOps does not have an ‘end state’ or level of maturity. The goal is to create a culture of continuous improvement.

DevOps methods were initially formed to bridge the gap between Development and Operations so that teams could increase speed to delivery as well as quality of product at the same time. So, it does seem fair that many feel a tool can bridge this gap. However, without increasing communication and shaping company culture to enable reflection and improvement, tooling ends up being a one-time fix for a consistently changing and evolving challenge. Imagine trying to patch a hole in a boat with the best patch available while the rest of the crew is poking holes in the hull. That’s a good way to imagine how implementing tooling to fix cultural problems works.

Simply stated – No, you cannot implement DevOps by standardizing on tooling.

Why is DevOps so difficult?

Anytime you have competing priorities between departments you end up with conflict and difficulty. Development is focused on speed and new features while Operations is required to keep the systems up and running. The two teams have different goals, some of which undo each other.

For example: As the Dev team is trying to get more features to market faster, the Ops team is often causing a roadblock so that they can keep to their Service Level Agreement (SLA). An exciting new feature delivered by Dev may be unstable, causing downtime in Ops. When there isn’t a shared goal of uptime and availability, both teams suffer.

CHART: Dev vs. Ops

Breaking Down Walls

Many equate the goal of conflict between Dev and Ops to a wall. It’s a barrier between the two teams, and oftentimes Dev, in their effort to increase velocity, will throw the new feature or application over the proverbial wall to Ops and expect them to deal with running the app at scale.

Companies attempt to fix this problem by increasing communications between the two teams, though, without shared responsibility and goals, the “fast to market” Dev team and the “keep the system up and running” Ops team are still at odds.

CI/CD ≠ DevOps

I’ll admit, technology can enable your DevOps transformation, though don’t be fooled by the marketing that suggests simply implementing continuous integration and continuous delivery (CI/CD) tooling will kick-start your DevOps journey. Experience shows us that implementing automation without changing culture just results in speeding up our time to failure.

CI/CD can enable better communication, automate the toil or rework that exists, and make your developers and ops team happier. Though, it takes time and effort to train them on the tooling, evaluate processes and match or change your companies’ policies, and integrate security. One big area that is often overlooked is executive leadership acceptance and support of these changes.

The Role of Leadership in DevOps

The changes implemented during a DevOps Transformation all have a quantifiable impact on a company’s profit, productivity and market share. It is no wonder that organizational leaders and executives have impact on these changes. The challenge is their impact is often overlooked up front in the process causing a transformation to stall considerably and producing mixed results.

According to the book Accelerate: Building and Scaling High Performing Technology Organizations by Nicole Forsgren, PhD, Jez Humble, and Gene Kim, the “characteristics of transformational leadership are highly correlated with software delivery performance.” Leaders need to up their game by enabling cross-functional collaboration, building a climate of learning, and supporting effective use and choice of tools (not choosing for the team like we saw at the beginning of this blog).

Leaders should be asking themselves upfront “how can I create a culture of learning and where do we start?” The answer to this question is different for every organization, though some similarities exist. One of the best ways to figure out where to start is to figure out where you are right now.

2nd Watch offers a 2-week DevOps Assessment and Strategy engagement that helps you identify and assess a single value stream to pinpoint the areas for growth and transformation. This is a good start to identify key areas for improvement. This assessment follows the CALMS framework originally developed by Damon Edwards and John Willis at DevOpsDays 2010 and then enhanced by Jez Humble. It’s an acronym representing the fundamental elements of DevOps:  Culture, Automation, Lean, Metrics, and Sharing.

  • Culture – a culture of shared responsibility, owned by everyone
  • Automation – eliminating toil, make automation continuous
  • Lean – visualize work in progress, limit batch sizes and manage queue lengths
  • Metrics – collect data on everything and provide visibility into systems and data
  • Sharing – encourage ongoing communication, build channels to enable this

While looking at each of these pillars we overlay the people, process and technology aspects to ensure full coverage of the methodology.

  • People:We assess your current team organizational structure, culture, and the role security plays. We also assess what training may be required to get your team off on the right foot. ​
  • Process:We review your collaboration methods, processes and best practices. ​
  • Technology:We identify any gaps in your current tool pipeline including image creation, CI/CD, monitoring, alerting, log aggregation, security and compliance and configuration management. ​

What’s Next?

DevOps is over 10 years old and it’s moving out of the phase of concept and ‘nice to have’ into necessity for companies to keep up in the digital economy. New technology like serverless, containers, and machine learning and a focus on security is shifting the landscape, making it more essential that companies adopt the growth mindset expected in a DevOps culture.

Don’t be left behind. DevOps is no longer a fad diet, it’s a lifestyle change. And if you can’t get enough of Demystifying Devops, check out our webinar on ‘Demystifying Devops: Identifying Your Path to Faster Releases and Higher Quality’ on-demand.

-Stefana Muller, Sr Product Manager

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