Version Control as a DevOps practice has become the integral part of coding and development. This involves monitoring code changes, performing due diligence, restoring older versions, distributing codes between teams and archiving codes centrally.
Logging, Monitoring and Reporting provides solution to many problems. It allows a user to see the impact of code runs on system, infrastructure and network.
Configuration Management practice eases the deployment of all the servers and applications. It involves configuring and fine tuning the systems (with a single click) and setting up LMR for every possible component.
Cloudification is a very new thing. If any device or application is moved to some invisible place that leads to downtime. For this, the user doesn’t need to buy a device and spend additional consultation and configuration cost. The user can click on a service and start using it.
Learn and Experiment involves best possible tools, practices or processes that help an organization in learning from the past failures. This provides safeguard from identified and unidentified risks.
Buy-in Strategy: Management buy-in is retrospectively as important as Employee buy-in. It personifies the dedication of staff towards the common vision and goals of the company. DevOps allows in developing a comprehensive buy-in strategy.
What prevents DevOps from thriving?
There is no doubt that the work-think-act philosophy of DevOps turbo charges the development operations. But there are some basic obstacles which prevent DevOps from thriving:
Lack of experimentation
Many organizations hesitate to experiment and purely rely upon the consultant’s advice for preparing strategies. The better idea is to experiment before taking the advice of DevOps consultant. The outcomes of the experimentation give better decision making ability and confidence.
Many organizations use legacy systems with basic and essential functions. The primary reason for the hesitancy is the fear of increased cost and risk involved in replacing the conventional systems. The key to success resides in replacing the conventional systems with upgraded systems that support DevOps consulting services.
Lack of buy-in
The DevOps transformation presupposes buy-in at the leadership level. If the organization lacks this buy-in, then it won’t be able to make maximum out of DevOps. The management should be willing to implement these changes.
Organizations are like a sack of corn; independent yet detached. The organizations should work as a unit besides being defragmented in silos. Different units of the organization should collaborate effectively for sharing the information, tasks, priorities, tools, etc.
The need of the hour is to understand DevOps consulting service as a methodology for brainstorming and effective planning besides a team restructuring process. Before implementing DevOps the organizations must have a willingness for change to get durable, resilient, flexible service or product.