DevOps adoption initiatives of any organization will be met with dynamic challenges that are specific to that organization. But, with a clear emphasis on teamwork and assurance of stability to team members, organizations can address internal resistance and turn potential causes of inertia into change-leaders, thereby achieving success.
Many businesses have started to incorporate DevOps into their IT strategies, whether for small projects or on a larger scale. Although DevOps can offer a variety of advantages, including faster application and feature delivery, better communication and coordination between development and operations teams, faster problem solving, and iterative IT service delivery, there are no guarantees of success.
DevOps is rapidly becoming popular, according to Gartner, but there are still concerns about how this relatively new approach to culture, automation, and platform design will deliver on its promises. Due to issues with organizational learning and transition, 75 percent of DevOps programs will fail to meet targets by 2022.
So let’s look at some of the common challenges all organizations face, and how to overcome them.
Irregular Allocation of Resources
A big DevOps problem is resource allocation. Simply combining the development and operations teams would not result in a well-functioning DevOps unit. A concerning number of DevOps teams lack subject matter experts, which has a significant impact on the team’s ability to deliver on DevOps’ commitments.
Only when there is skilled expertise working on issues does DevOps accelerate product launches, enhancements, and time-to-market. As a result, companies must define key app innovations and development processes that can be simplified with DevOps and devote committed, professional resources to those areas.
Many DevOps leaders are unaware of, or do not understand, how fragmented DevOps is. The majority of the activities involved in the software development life cycle are automated by DevOps. However, there is no single method, procedure, or resource that can accomplish this. DevOps teams must use a variety of tools to automate various aspects of their processes. Individual elements, such as continuous integration, infrastructure provisioning, monitoring, and source control, can all be automated with the right tools. These methods, however, do not communicate with one another.
Making these diverse tools communicate with one another necessitates a significant investment that most companies cannot or will not make. As a result, DevOps teams are often compelled to work with minimal automation capabilities, which is the polar opposite of what DevOps is all about.
DevOps teams that are successful split their time between performing tasks and automating those tasks. Without the latter, the former gradually worsens, resulting in employee burnout, delayed procedures, deteriorating responsiveness, and a decrease in delivery efficiency.
Businesses can prevent these issues by establishing a transparent DevOps plan that outlines the organization’s DevOps priorities, defines operations that can be automated, and allocates resources to achieve them. Goals should be aligned with resource allocation, and this pragmatic approach to defragmentation would aid companies in streamlining and automating processes that are important to them.
The greatest impediment to DevOps transition would be resistance to change. DevOps aims to move control away from siloed teams and their leaders and into a single multi-departmental entity. Attempts like these can be viewed as a reduction of decision-making authority.
Furthermore, it isn’t all about control. When compared to conventional IT positions, DevOps leadership has a very different set of responsibilities. In general, IT executives must be able to direct, assist, and educate their workers on a variety of technologies. That is not the case in a DevOps setting. Employees in the DevOps field work in a volatile and rapidly changing environment. Mistakes happen all the time, and the results of such mistakes can be phenomenal. It’s easy to understand why employees would be wary of the DevOps process.
As a result, the primary function of leadership is to foster nurturing environments in which workers are given more flexibility and are shielded from the risks of rapid experimentation. In addition, the leader’s efforts should be based on finding DevOps adoption performance trends and replicating them around the enterprise in order to scale up the transition.
To overcome cultural inertia, a top-down approach that aims to redefine the position of leadership is crucial. This approach gives DevOps adoption teams more flexibility to innovate while still assuring them of stability.