You have three months. That was the consensus of software experts participating last week in an ITWC webinar. If you can’t bring a mobile app from concept to customer in 90 days – and do it with top-notch quality – you’re probably sunk.
In fact, said Andi Mann, the CTO of CA Technologies, you probably won’t even be lucky enough to meet your customers if you can’t put out quality apps.
“Before getting in touch with you, they’re researching you using apps,” Mann said, according to arecap at IT World Canada.
If the quality is not there, you can forget it, Mann added: “There’s an unprecedented need for speed; customers want it now … And you can put out an app, but if it doesn’t work well users will abandon it.”
Which is why, the seminar participants agreed, it’s critical that enterprises of all sizes take a close look at their processes.
“Organizations that have adopted DevOps have seen significant and measurable benefits that outperform their rivals,” said Jim Love, ITWC’s CIO.
People hate DevOps. That doesn’t mean you don’t need it.
Over at Network World, Fredric Paul recapped the IEEE DevOps Unleashed symposium, where one theme was the widespread resistance to DevOps that is found in many real-world shops – and how to overcome that resistance.
Presenter and DevOps luminary Jez Humble said suspicion and resistance to new modes of operation is “only natural.”
Humble says a DevOps environment can change how all parts of the enterprise function, largely because people across the company are suddenly communicating outside their silos. Marketers are talking to engineers and sales people are talking to operations.
That can be jarring, notably to engineers, who tend to be – how to put this gingerly – averse to human contact. Hey, that’s what Humble said. Don’t kill the messenger.
Humble says one reaction takes the form of change management practice, “the goal of which is to make sure that change never happens.” It’s only natural, he said. If people are afraid, “they do everything they can to block you, to bring the whole thing to a halt.”
He advised that the way to keep the gears going, it’s important to emphasize that DevOps change is not about reducing headcount but about learning new skills, taking responsibility for the job and improving quality.
Coping with ‘middle-management permafrost’
Speaking of hurdles to DevOps and organizational resistance, Gartner research director Nathan Wilson noted in a recent Q&A with ZDnet that middle managers are often a big part of the issue.
Wilson, like many others, cites culture as the big obstacle to DevOps. Specifically, he blames the organizational middle. He said a source inside Intel described it to him as a “middle-management permafrost.”
“That’s not unusual in any organizational change,” Wilson told interviewer Colin Barker. “The developers understand it and the senior managers understand [DevOps] – largely because they have read The Phoenix Project – but the middle managers see it and think, ‘I don’t know how I am going to add value to it so I am going to fight it because if I don’t, I think I am going to wind up on the street.”
Wilson doesn’t prescribe an easy way around the middle-manager roadblock. For what it’s worth, he predicts enterprises will come through this difficult period. By 2020, he predicts, “ we are going to look back and say that what IT is going through is exactly what manufacturing went through in the ‘80s. The adoption of lean and what Toyota went through is exactly what DevOps means to IT. It is going to be just as much of a transformation.”
Read the entire Q&A here.
If you’ve seen other useful and informative pieces on DevOps, leave a note in the comments and we might include it in future roundups. Thanks for reading!