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27% of final decisions regarding IT planning, spending and management are now made by someone other than the IT department. For a successful DevOps transformation, you need to have implementation come from both the top and the bottom. Here’s how…
For a successful DevOps transformation, you need to have implementation come from both the top and the bottom.
A recent survey by IT industry association CompTIA found that 27% of final decisions are now made by someone other than the IT department (i.e., the heads of other business functions such as finance, marketing, sales and logistics).
Within a bottom-up, grassroots approach, whereby engineering alone is trying to build a better continuous development pipeline, without the support from senior stakeholders, DevOps will only stay siloed in one area. DevOps can and does scale across whole organisations, the problem is that there will be disconnect between the business and development teams. Changes to the organisation and culture are needed to close the gap.
It sounds cliché, but it’s all about communication. Ensuring goals of both the organisation and the teams within it all have overarching and very strategic goals they can work towards collaboratively. Making sure every product is geared towards achieving that goal. Whether it’s to increase sales or click-throughs to a specific page of a website, it must be specific, clear and concise.
Organisations must bring the business and development teams together so they can build products that help achieve strategic goals, and there are a number of effective ways that can help achieve this.
1. Impact Mapping
Impact mapping is a strategic planning technique that prevents organisations from getting lost while building products and delivering projects. It does this by clearly communicating assumptions, helping teams align their activities with overall business objectives and make better roadmap decisions.
2. Customer Dashboards
Another way to ensure your team is guaranteeing business and IT function buy-in is through custom dashboards. These show you a representation of where you are as well as the business value of the digital transformation. The best countermeasures to inaccurate communications are the mutually reinforcing pillars of automation and measurement.
Automated systems, like custom dashboards, enable better reporting of business metrics. Rather than relying on information that’s filtered upwards to executives, you have an objective measurement system to share across the business, helping everyone get onto the same page.
Meeting the strategic goals of the organisation is imperative. Dashboards are one of the ways we ensure that we are as transparent as possible when communicating our progress, inspection and adaption from the other two core pillars of Scrum Theory and should be adopted not just at the engineering and team level, but also the program and portfolio level. Mapping things at the start does not mean that the job is done, we must update the plan to take into consideration the competitive landscape outside the organisation.
3. Organisational Culture
Finally, organisational culture is extremely important when planning a Digital Transformation project. It often comes down to how your team communicates with one another that makes the biggest difference. Ensuring that your team plans workshops with business/IT functions to get the most value from the projects, and all stakeholders are kept up to date with new developments on the project will also help.
With the two examples outlined, it’s clear that if you don’t get your business involved, the product team can easily go-off on a tangent. The business will be frustrated as the product won’t be servicing a business need, and objectives will not be fulfilled.
Cultural change has to come from the top, leadership must be bought into the transformation and motivated to make it a success. Those at the coal face, the development teams rarely need convincing, they understand the benefits of a DevOps culture and in most cases will always be your path to least resistance. The key to developing applications that release true business value is bridging the gap between the two, the development teams should be seen as part of the business, rather than a service set up to support it.
ECS Digital can help you close your business’ gap on your digital transformation journey, get in contact today to find out how. We held a webinar in November which explained how to get past the DevOps Deadlock within your company – watch now.