Obstacles to Implementing Continuous Delivery

Obstacles to Implementing Continuous Delivery

Around a month ago, DevOpsGroup began conducting a poll with the aim of gaining a stronger understanding of the obstacles that change the way of widespread adoption of Continuous Delivery.

The following are some prevalent obstacles to adoption in continuous delivery:

1. Organisation Culture (41%)

When it involves adopting sustainable Continuous Delivery concepts, the organization’s culture is maybe the only most crucial factor to require into consideration. 41% of respondents stated that they believed the culture of their organization to be the most important impediment to adopting continuous delivery.

Changes in an organization that are well-thought-out and planned may have their intended impact mitigated or drastically altered looking at the culture of the organization.

The evaluation and improvement of working practices are going to be the first focus of organizations that are looking to adopt Continuous Delivery; however, for these organizations to actually embrace Continuous Delivery, they’re going to have to make sure that their workforce is acquainted with the practice’s core tenants. Adoption of Continuous Delivery is often impossible until management is on board with the concept and a minimum of a number of the engineers are prepared to change the way they now perform their jobs.

As organizations advance in their Continuous Delivery adoption, they’re going to have to work toward embracing a culture that features the subsequent characteristics:

• Is unconcealed, straightforward, and easy
• Encourages teamwork
• Fosters innovation while promoting accountability and responsibility
• Establishes and Rewarding Trust across All Boundaries of the Organization
• Increases the visibility of both the change and also the risk

It is commonly recognized, theorized, and recorded that organizational transformation is difficult, and therefore the culture of an organization is that the most challenging organizational trait to alter. Continuous Delivery can only achieve its full potential if the complete organization buys into its underlying idea, which is to supply high-quality, valuable software within the shortest amount of time possible.

2. The absence of integrated development and operations (DevOps), accounts for 19% of the matter.

Both the continual Delivery principles and DevOps give an implementation technique, although neither ideology is actually obsessed with the opposite.

Continuous Delivery and DevOps are working towards common goals by providing business value through software delivery, within a culture that allows collaboration and understanding between the functional groups that deliver IT services, and where most are liable for delivery. These goals are being worked towards because Continuous Delivery and DevOps are both working toward providing business value through software delivery.

In order to expedite the delivery of software, the silos that traditionally existed between teams are being dampened as a part of the DevOps trend. In other words, the delivery of business value will be sped up.

Developers are gaining an understanding of the way to create software that’s production-ready and may always be deployed, which enables them to deliver high throughput. Operations personnel are gaining an understanding of how agile principles can enable efficient and low-risk change management, which safeguards stability.

3. Difficulties arising from the technology itself (15%)

In spite of the actual fact that Organizational Culture is probably going to be the foremost significant barrier to the adoption of Continuous Delivery, there is still a variety of technical obstacles to clear. The technical difficulties are dampened into four main areas.

• Configuration Management
• Integration that’s Constantly Done
• Tests Conducted By Machines
• Deployment that’s Automated

Each of those areas is seeing improvements made to both the tools available and also the best practices that go together with them. Infrastructure-as-Code, as advocated by OpsCode, and Delivery Pipeline Management tools are currently being combined with an ever-growing set of Cloud-enabled services and platforms so as to simplify the adoption of Continuous Delivery from a technical standpoint. This is often being drained in order to form Continuous Delivery adoption simpler.

However, 15% of respondents are of the opinion that the implementation of Continuous Delivery is significantly hindered by the presence of technical obstacles.

4. A general lack of comprehension (15%)

One in every six respondents identified education of Continuous Delivery concepts as a major impediment to implementation. In our study, every single one in all the potential replies, from organizational culture all the thanks to technical expertise, demonstrates an absence of comprehension.

However, there are more fundamental misunderstandings about Continuous Delivery’s nomenclature, philosophy, and practice. The term “continuous delivery” mustn’t be confused with “continuous deployment.” Continuous Delivery refers to the method of getting software that may be shipped after each check-in to source control, whereas Continuous Deployment refers to the method of shipping your product after each check-in to source control. Both processes are stated as “continuous.” the excellence isn’t obvious but is kind of important.

The idea that Continuous Delivery and DevOps are essentially identical things is another common misunderstanding. But, Continuous Delivery and DevOps are interdependent, not comparable. It’s possible that a number of this confusion was caused by a misunderstanding of the DevOps principles, which successively led to contrasting viewpoints on the character of the connection between Continuous Delivery and DevOps.

5. The degree to which an organization is ready to quickly adapt to alter (10%)

The feeling of change being continual is common in many various sorts of organizations. However, the famous philosopher writer once stated, “the only constant changes.” People, in the full, are proof against change; hence, any practice that encourages a more rapid pace of change is probably going to encounter resistance. Only a tenth part of the individuals polled identified a scarcity of business readiness to soak up change at a faster speed as a barrier to the adoption of continuous delivery. On the opposite hand, this result could be skewed because the survey was mostly filled out by members of the technical community.

Significant benefits for a company’s bottom line might result from reducing on its mean time to deployment. The goal of continuous delivery is to provide software that’s of the very best possible quality and value within the shortest amount of your time. That is, to grant more value to the business in a very shorter amount of your time while maintaining the worth quality. In light of the actual fact that respondents ranked this reason because the least critical obstacle inhibiting the adoption of Continuous Delivery, this might suggest that companies are alert to the advantages that include getting products promoted more quickly.

Continuous Delivery offers a collection of guiding principles that, when put into practice, have the potential to be of tremendous benefit to businesses that recognize the benefits of delivering value at a faster speed and are able to accept the need of embracing cultural shifts.

About Enteros

Enteros offers a patented database performance management SaaS platform. It proactively identifies root causes of complex business-impacting database scalability and performance issues across a growing number of clouds, RDBMS, NoSQL, and machine learning database platforms.