Incomplete view of the value stream. Many organizations lack full visibility into the concept-to-cash flow of their software asset value stream. Complex systems of contributors and stakeholders make tracking value and understanding upstream, downstream and “side-stream” inefficiencies and dependencies difficult. The result is that even with great effort, DevOps transformations are likely to achieve only partial success.
Accumulated, poorly synchronized technical complexity. Organizations have in their portfolio powerful legacy technologies, innovative point solutions, sophisticated integrations and impressively engineered processes. Many struggle to determine what to
keep, optimize, replace or retire to create a more productive DevOps environment.
Established working norms. Arguably, long-standing technical skills, IT domain loyalties and mastery of established processes provide employee job security and organization stability. Many people perceive DevOps as challenging these sources of power. To succeed, DevOps transformations must overcome skepticism and passive resistance, IT territorialism and reluctance to change without disavowing employee concerns.
Making security and automation seamless. Organizations are determined to add security and automation to existing software development and delivery value streams. When attached as an addendum to DevOps transformation, security and automation fail to address risks and opportunities and may in fact impede DevOps results. Security and automation must be seamlessly woven into DevOps.