Development and Operations (DevOps) has become a key focus of IT firms and is altering the digital world just a few years after its inception. DevOps needs time and effort, as well as strong management and team support, and must be deployed in accordance with the organization’s goals.
DevOps facilitates quicker and more reliable software delivery by merging development and operations. It’s a terrific strategy and cultural tech movement with the ability to solve the problem of software speed and quality.
While every IT organization strives to find the best approach to release software quicker, some DevOps strategies fall short of the mark. Even the most booming enterprises are struggling to deploy DevOps correctly.
According to Gartner, 90% of DevOps projects would fail to meet their objectives by 2030 due to leadership constraints and other non-technical factors.
Here are three common reasons for DevOps failure and how to avoid them.
Setting unattainable objectives
DevOps can be a cultural shock for many firms that are used to working in silos during the development process. DevOps is more difficult to implement than other technologies since it combines cultural transformations with operations and development. Upending company culture, particularly in large businesses with well-established systems, is not something that can be accomplished overnight at the people, process, and information levels.
New goals set for the development and operations teams might be one of the strongest forms of culture shock. It’s impossible to expect employees to go from one release per month to five every day overnight, even if that is where the organization’s management eventually wants to go. In general, a more gradual shift is preferable. In reality, during the early phases of deploying DevOps, the release schedule might actually slow down, sometimes significantly, as employees learn about the DevOps approach and the technologies they have picked.
Multiple metrics must be developed and tracked, and these measures must be specific and connected with the business’s goals. Frequent releases just for having a large number of releases isn’t a feasible business strategy because it does not influence the bottom line. Customer satisfaction, total revenue objectives, and quality of service (or, better, metrics that measure all of the above) are critical to the firm and should be closely monitored.
Putting off organizational change
The failure of DevOps can be traced back to a lack of organizational transformation. When a company decides to embrace and implement a significant change, it needs to guarantee that all of its employees are prepared for the shift. When personnel are not given adequate time to learn how to adjust, the initiative’s overall success rate suffers.
By expressing and understanding the value of the client, the company may initiate organizational change. Unfortunately, corporations frequently ignore the need for cultural change and transformation when implementing changes across teams. Remember that DevOps success requires cultural change.
As a result, when firms aim to use DevOps, they must ensure that their employees understand why the shift is necessary.
Using only manual processes
DevOps requires the development of powerful automation skills. Many companies continue to rely on manual procedures, unwilling to adapt and let go of their inefficient processes.
To get the most out of DevOps adoption, organizations must develop trust in their employees, as well as the technologies and practices involved. Adopting DevOps via manual methods can make the process stressful, time-consuming, and costly and expose the delivery to human mistakes and avoidable bottlenecks.
