Leading a DevOps implementation is a challenging proposition for a number of reasons. One of these reasons is not only getting the business side to buy in, but to keep them on board throughout the entire journey. The truth is that many organizations, vendors and coaches/consultants don’t fully appreciate just how steep the mountain is that must be climbed in order to bring about the culture change required to successfully implementing DevOps.
The implementation of DevOps will need to account for the ‘adjustment’ issues that almost always occur when making any organizational change. By adjustment issues we mean the loss in performance that could be incurred before DevOps is fully implemented and functioning as intended. But estimating the nature and extent of any implementation issues is notoriously difficult.
This is particularly true because more often than not, the difficulty in large scale change (cultural) is greatly under calculated. When discussing DevOps related change, we can attempt to use Bruce Chew of Massachusetts Institute of Technology’s ‘Murphy curve’ argument that adjustment ‘costs’ stem from unforeseen mismatches between the new technology’s capabilities and needs and the existing operation. In DevOps, this would be unforeseen mismatches between DevOps cultural needs and the organization’s existing culture.