#Devops – A sticking plaster for a bigger problemMay 27, 2014
Why not StratDev, BusOps, etc.?
The term “DevOps” refers to tight integration between the Software Development and Operations parts of an organization. As I mentioned in my article on Conway’s Law the reinforcement of there being two separate parts “Dev” and “Ops” causes a separation in the way we think about these problems and then how we interact within an organisation. If the industry truly believed in DevOps then “dev” and “ops” would no longer exist. I realise that some people intend “DevOps” to be a verb, but it sounds like a noun.
Of course the idea behind of DevOps, of bringing together stakeholders involved in creating, hosting, running and maintaining is a great idea – focussing on these things can make it easier to deploy products and get user feedback. However we might just end up building the wrong products quickly. We must make sure that the things we build are aligned to strategy and deliver business value. To do that we need a holistic approach, that involves all stakeholders (not just the dev and ops folks).
Operations stakeholders should be involved in the Portfolio Build/Selection practice to ensure that the impact of new product development or maintenance decisions on current Operational positions are understood. Significant changes to current Operational positions are raised as Portfolio Requests so they can be properly costed and scoped.
Work that is approached holistically must by definition include addressing the needs of all stakeholders from any part of the business. If a divide exists between parts of the business then the dysfunctional relationship needs addressing rather than process and tooling being introduced. Processes and Tools are helpful to gain agreement on a common approach and automate ways of working but not to solve dysfunctional relationships.
HSE promotes regular builds and releases in either iterative/agile or continuous flow models Operations stakeholders must be involved early and often in software development product delivery as a product is likely to be delivered frequently, or even continuously, and so will need transitioning activities performed repeatedly.
So, I like the idea of joining up dev and ops stakeholders and work. But I only like it in the context of also joining up business strategy, requirements, architecture and quality with dev and ops – all flowing business value to customers. On it’s own, DevOps isn’t enough and worse could just be a management fad.