To gather insights on the state of the DevOps movement in 2017, we talked to 16 executives from 14 companies who are implementing DevOps in their own organization and/or providing DevOps solutions to other organizations.
Specifically, we spoke to:
Michael Schmidt, Senior Director, Automic | Amit Ashbel, Director of Product Marketing & Cyber Security Evangelist, Checkmarx | Sacha Labourey, CEO and Founder, CloudBees | Samer Fallouh, V.P. Engineering and Andrew Turner, Senior Architect, Dialexa | Andreas Grabner, Technology Strategist, Dynatrace | Anders Wallgren, CTO, Electric Cloud | Job von der Voort, V.P. of Product, GitLab | Charles Kendrick, CTO, Isomorphic Software | Craig Lurey, CTO and Co-Founder, Keeper Security | Josh Atwell, Developer Advocate, NetApp SolidFire | Joan Wrabetz, CTO, Quali | Joe Alfaro, V.P. of Engineering, Sauce Labs | Nikhil Kaul, Product Marketing Manager Testing and Harsh Upreti, Product Marketing Manager API, SmartBear Software | Andi Mann, Chief Technology Advocate, Splunk
When we asked "Do you have any concerns regarding DevOps?", here's what they told us:
- I fear companies that know they need to do something and will try to sprinkle some elements of DevOps around without fully embracing, and committing to, the methodology. You must change to produce value and velocity. There’s no 50 shades of gray with DevOps. You’re either proficient or you’re not. Do you want to be Google and Uber or Kodak?
- An old mindset that’s not open to change. You’ll lose people or be outpaced by your competition.
- Security is an issue with the first step in deployment working with app stores and beta testers. No one makes it easy to test. Stores are focused on adding features and functionality but need to also be worried about testing and validating purchasing.
- Any methodology can always be done poorly. It begins with an accelerator product. Early on, people blame the tool when there's an error in their code. Root cause analysis, responsibility, IoT automation; understand and surface root-cause products.
- The same as every other mindset and process – dogmatism versus pragmatism. As DevOps becomes more documented and mainstream, I’m concerned people will keep doing things “by the book” rather than thinking through what makes the most sense for their business and their customers.
- None within our organization. For the industry, my main concern is that certain development organization standards like ISO 9001 and certain regulations such as HIPAA may prevent DevOps from being fully realized within large sectors of the industry.
- So much bastardization that it becomes a fad without substance. Various vendors and consultants are selling products that are not really DevOps. Help people collaborate, communicate, and integrate to deliver better software. Too much mantra, not enough action.
- People trying to do continuous delivery without the right kind of testing. The perception that DevOps is only good for new apps and not legacy systems. We cannot assume microservices and containers will work for the enterprise. We must enable people to migrate and rewrite enterprise applications. The tools to do that are not available yet.
- None. Now is a very exciting time to be in technology and engineering because they are developing so quickly around automation and DevOps.
- Change the way people do things. If people will not adopt the process you might not see the results. Not committing to it wholly and fully. You cannot use the same tooling from five years ago because of the way the development and delivery of software has changed. When changing tooling, you also need to get the right people and the right methodology. How to increase the feedback loop from operations to the development team. What works in India is not working in China. Testing needs to be able to get data and build test cases.
- Given the enormous visibility, every enterprise is having a discussion with the goal of having fast adoption. They need to get past the cultural hurdles. Don’t look at it as a methodology to implement all at once. It affects all departments and silos. Agile transformation is a huge initiative.
- No real concerns. Hype is a good thing, but many organizations take a different approach. It’s all about culture – a different, centralized way of doing things that requires a partnership between teams.
- Companies looking for a perfect end state rather than seeing the benefits the journey itself provides. Not enough of the middle of the process is being addressed. Tools are getting better at helping people understand the process and alleviating concerns.
- Not really. Platform containers and schedulers work together to improve initiatives to build better services together.
Do you have any concerns regarding DevOps not mentioned here?