How to Form DevOps Teams in Your Organization

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Examples include business divisions, regional divisions, or other enterprise structures. You can choose one organization for your entire company, one organization for yourself, or separate organizations for specific business units. And I’m not talking about readme files and company wiki pages here and there that you have to maintain and keep up to date, thus creating an n+1 piece of bureaucratic overhead task. Once you forget about it, nobody reads it and the whole process is a mess. Static analyzers, linters, automated checks, and tests, that push people to comply with processes.

Choosing the right agile tools, educating stakeholders and assigning them specific roles, and collaborating with everyone using Kanban/Scrum boards is recommended. As DevOps is neither a technology nor a tool, hiring the right DevOps human resources is a challenging task. Instead of getting caught in the buzzword, it is important to look at organization-specific needs first. Create a hiring strategy based on industry trends, technological analysis, and business requirements. Prepare a structured process management system with a streamlined interview process and onboard mechanisms, and execute it to hire the right people for the right jobs, at the right time. A DevOps pilot team can work as a bridge between silos for a limited amount of time, as long as their focus is bringing the silos together and their long-term goal is making themselves unnecessary.

Then, you can add more organizations—which may require different security models—later. If you have separate teams that need to work on code or other projects in isolation, consider creating separate organizations for those teams. Add projects, teams, and repos, as necessary, before you add another organization. Begin to plan your organizational structure, including projects, teams, repos, version control, and more.

Decision-Making Structure

For example, a DevOps team that includes every engineer in your business may be so large that team members cannot communicate effectively, which undercuts the collaboration that is a key goal of DevOps. On the other hand, a DevOps team that is too small may leave your business overly dependent on a handful of key employees to handle DevOps work, creating issues when those employees leave or are temporarily unavailable. Developers translate the design into code, and are involved in supporting the code through testing and deployment. The team is focused on creating customer value according to the committed time, quality, and value.

The team needs qualified leadership to help them through the process. They need to focus on creating proper processes that help the team keep track of the progress without adding more bureaucracy to their day-to-day lives. Working in modern distributed teams will already add to their already difficult job so having the tools they need to monitor and debug their infrastructure and application is going to be a crucial aspect. Your problem in this organizational configuration is that functional teams have no to little understanding about the the extent of the work they contribute. In extreme but often typical cases, your functional teams neither care the big picture nor the overall IT and business throughput of the product and service they contribute.

Enterprise services

Although SREs are not quite the same thing as DevOps engineers, they can fill a similar role. A cloud-first strategy has its fair share of advantages and disadvantages. Without proper planning, an organization could end up feeling trapped in its relationship with a cloud provider. Dig deeper into DevOps job titles, roles, and responsibilities, the next article in our DevOps Guide. Modern DevOps teams employ value stream mapping to visualize their activities and gain necessary insights in order to optimize the flow of product increments and value creation. The team is autonomous within set boundaries and is aligned to other teams through a clear vision and goal definition therefore is interdependent on others.

The resulting “mammoth releases” increase the risk of system failures. If the productive deployment of these major upgrades goes wrong, it results in critical production downtime. DevOps is the close integration of development, IT operations and quality assurance across departmental boundaries. Specifically, it describes a new, agile way of collaboration between specialist departments, development and IT with the common goal of generating continuous added value for their own customers. This external party can advise on DevOps practices, encourage the use of automation, monitoring and configuration management and foster collaboration between teams.

Emily is currently a Senior Cloud Advocate at Microsoft and a frequent keynote speaker at technology events. As shown below, you can give your engineers dedicated work time to spend with their tribes. You can do something as generous as paying for lunch once every week so that they can get together and talk.

Ensure application performance monitoring

Besides, it has restricting methods of reasoning which hinder collaboration. As innovation business keeps on developing, greater adaptability is required. Overall, the leader of a DevOps team should be a skilled and experienced technical professional with strong leadership, communication, and problem-solving skills and the ability to adapt to changing circumstances. This may include provisioning and configuring servers, storage, and networking equipment and implementing automation to manage and maintain the infrastructure.

organizational structure devops

This is the foundation of DevOps and leads to clear benefits including the ability of software development teams to build, test, and ship the code faster and more reliably. In this team structure, a team within the development team acts as a source of expertise for all things operations and does most of the interfacing with the Infrastructure as a Service team. This team structure is dependent on applications that run in a public cloud, since the IaaS team creates scalable, virtual services that the development team uses. Tactical responsibilities, often discussed as part of DevOps transformation, are local to technology teams. These responsibilities might include process changes to improve Mean Time To Detection , new tool stacks to build out the delivery pipeline, or restructuring and augmenting teams with skills to support those initiatives. For that reason, the natural allocation of these responsibilities should fall solely on technology groups—not a major shift from well-run traditional organizations.

DevOps Team Topologies

DevOps must ensure it does not bring that old mantra back by creating silos. No amount of perfect finagling will overcome the shortfalls of a bad organizational culture. But if you’ve paid attention so far and made the appropriate strides, the next step is to form teams that reinforce the cultural ideals you’ve already put in place. A dedicated team if you’re planning on moving a legacy application to the cloud.

Separate the development and maintenance work being performed on the pipeline from the production pipelines being used by the other teams. Continuous delivery is a development practice where the created software can be released to production at any time. Continuous delivery or CD is one of the essential principles of modern application building, as it continues the practice of continuous integration. CD ensures that all changes to the code, after the build phase, are deployed in the test and/or working environment. The value of CD lies in the fact that the record is ready to be deployed all the time. Such a limited team size reduces complexity of communication and alignment within your team.

  • After hardening is done, teams should verify if it meets the baseline and then continuously monitor it to avoid deviations.
  • Experience with cloud-based testing and test automation in cloud environments such as AWS or Azure.
  • One of the common landmines in communication is the assumption that a piece of information, often outside of the receiver’s domain, is not important to context.
  • But keep in mind that their composition varies from team to team and from organization to organization.
  • Containerization is lightweight virtualization and isolation of resources at the operating system level.
  • These responsibilities will dictate both internal and cross-departmental processes and communication methods.

They are transparent on performance, progress, and impediments, with a constant and relentless push towards improvement through feedback. A DevOps team mindset differs from traditional IT or scrum teams as it is an engineering mindset geared towards optimizing both product delivery and product value to the customers throughout a product’s lifecycle. As DevOps becomes more widespread, we often hear software teams are now DevOps teams. However, simply adding new tools or designating a team as DevOps is not enough to fully realize the benefits of DevOps.

The Role of Microservices in DevOps

You don’t have to switch to a different communication process every time you switch teams. The result is more meetings to properly share the knowledge found inside the team to avoid any miscommunication. You may observe a nonsense situation where engineers will write code and features and it will be tested a few months later. That will cause engineers to need to go get the context of the feature once again, refresh code with recent changes, restart work, and then provide a fix. The structure of DevOps teams can influence how effectively they work together, the speed that they can deliver a quality product, and the longevity of the knowledge that exists within a team, among other things.

Why Would You Use Different Types of DevOps Team Structures?

At the point where development and operations teams meet together by seeing each other’s interests and perspectives, they can create and convey strong programming items at a quick pace. Thus, we bring together the operator and developer teams into a single team to provide a way of seamless collaboration. They are integrated to be able to brainstorm solutions that are being tested in a production-like environment.

NoOps is an extension of the “you build it, you run it” philosophy established by IT teams in the mid-2000s. This dictates that the engineers that develop applications and devops organizational structure features are responsible for running and maintaining them. In this setup, you use fullstack teams that have the roles needed to achieve success for any given project.

Similarly, every request from SAP Basis is an unplanned delay for developers. In this approach, you create strong collaboration between your traditional development and operations teams. The teams remain functional in nature — one focused on ops, one focused on code. They will grow to trust each other and work as two teams yoked together.

In this team structure, the organization hires a DevOps consultant or team for a limited time. Their task is to assist the development and operations teams in their transition towards one of the above team structures. DevOps as an external party is where companies use a DevOps consultant or DevOps team for a limited period of time to assist development and operations teams move towards the first two team structures mentioned .