DevOps

The DevOps movement began to take shape in 2007–2008, when the IT operations and software development communities finally started talking about the most serious problems in the industry.

They opposed the traditional software development model that prescribes organizational and functional separation between those who write code and those who deploy and maintain this code.

Developers and IT / operational support specialists had different and often conflicting goals, their own unit managers, and key performance indicators for which their performance was assessed. Their offices are often located on different floors and even in different buildings. These disparate teams were concerned only with their own interests, which led to overtime work, frustrated releases and customer dissatisfaction.

But as they say, everything can be changed. Therefore, the two communities came together and began negotiations. They were headed by Patrick Dubois, Gene Kim and John Willis.

What once began on online forums and local gatherings has now become a current trend in software development, and perhaps just brought you here. You and your team see the damage caused by fragmentation and disruption of communication within the company.

You use agile techniques for planning and development, but you still encounter problems when releasing code. You heard something about DevOps and about its, we can say, magical effect on teams of IT specialists, and thought: “I would like to use this magic!”.

Unfortunately, there is no magic in DevOps, and changes do not occur overnight. But there is some good news: you don’t have to wait for the decision of your supervisor to start full-scale actions. If you have learned DevOps values ​​and are ready for small, gradual changes, your team can begin to implement the concept of DevOps today. Let’s take a closer look at the benefits of DevOps.

What are the advantages?
Cooperate and build trust
Culture is the key to success in DevOps. Building a culture of shared responsibility, transparency, and quick feedback is the foundation of every high-performance DevOps team.

When teams work separately, they tend not to adhere to the “system thinking” of DevOps. “Systems thinking” implies an awareness of how your actions will affect not only your team, but also the other teams involved in the release preparation process. Due to the lack of visibility and the lack of common goals, dependencies are not formed, priorities are set incorrectly, blame and self-removal from problems occur. As a result, the speed and quality of development decreases. DevOps offers a comprehensive look at the development process and improved collaboration between developers and operations teams.

Release faster and work better.
Speed ​​is everything. Teams that use DevOps release more often, with quality levels and stability increasing.

The insufficient number of automated testing and verification cycles does not allow launching a release into operation, and a slow response to incidents reduces the speed and morale of the team. Because of the fragmentation of tools and processes, operating costs increase, which leads to context switching and reduced dynamics. Thanks to automation and standardized tools and processes, productivity is increased, releases are released more often, and the number of problems decreases.

Solve problems faster
The team with the fastest feedback loop is the most successful team. Thanks to full transparency and effective communication, DevOps teams can reduce downtime and solve problems incredibly quickly.

If you do not fix the key problems in the shortest possible time, customer satisfaction will plummet. In the absence of open interaction, these problems will go unnoticed, leading to increased tensions and discontent within teams. Open interaction allows development teams and operational teams to storm problems together, resolve incidents faster, and put the release pipeline into action.

Perform unscheduled work more efficiently.
Unscheduled work is faced by each team, and this phenomenon often adversely affects performance. Thanks to established processes and clear prioritization, development teams and operational teams can more effectively handle unscheduled work without losing sight of scheduled tasks.

Distributing unscheduled work between different teams and systems, further defining the priority of certain elements, is not very effective, besides, it distracts specialists from solving the upcoming tasks. However, in conditions of increased transparency and proactive retrospection, teams will be able to anticipate and distribute more efficiently