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DevOps what are the three common misunderstandings, many novices are not very clear about this, in order to help you solve this problem, the following editor will explain in detail for you, people with this need can come to learn, I hope you can gain something.

DevOps is not yet fully developed. If you use the analogy of a person's life, then DevOps is still a teenager-long out of his infancy, but far from growing up. At this time, a historic challenge suddenly appeared, requiring it to rapidly develop into a comprehensive implementation plan to speed up software development under the impact of the COVID-19 epidemic.

As a teenager, DevOps certainly doesn't need to be ambiguous about its core elements-collaboration, automation, and the full implementation of "continuous" features, including continuous integration, deployment, testing, and improvement.

An important part of continuous improvement is to actively identify the current mistakes that hinder success, and then try to avoid them. Looking at many Fortune 2000 companies in the world, we can find that many of them have failed in the three major DevOps mistakes. Let's see how to avoid it effectively.

Developers are overburdened.

As the digital transformation becomes a top priority for all CIO in 2021, companies naturally want to quickly beat their competitors by delivering game-changing features at a record pace.

Of course, this requires the joint efforts of the whole team, including developers, product owners, testers, operations, and website reliability engineers (SRE). However, whenever certain functions or solutions are not delivered in time, who should carry the pot? Almost always a developer. Another cruel reality is that it is difficult for most companies to attract first-class developers, and retaining a small number of top talent has become a long-term and difficult challenge.

In short, enterprises must not take whatever they want from developers. Only by leaving enough space for developers can they take on responsibilities such as testing and security protection.

Of course, quality assurance and safety work can not only rely on the self-consciousness of developers, but should exist in an institutional form at the beginning of the project. It should be emphasized that such a workflow should not be allowed to further increase the already heavy burden on developers. Otherwise, top developers are likely to fall into the arms of other business organizations.

Measure every developer with uniform requirements

Each organization and every team member can receive appropriate training and support in the right way to contribute to the success of DevOps. However, there are also differences in the ways in which different members contribute and should not be uniformly required.

The early adopters of any action, process, or technology are often the brightest superstars and business backbones in the organization. They are passionate about their work, pay attention to all kinds of emerging trends in the field, and always have a strong internal drive to make all kinds of attempts at work. They are always involved, whether it's constantly revising current solutions, finding new and viable solutions, or contributing to a wide range of communities. Yes, these are very important habits and are bound to lead to impressive results.

But don't take these as universal criteria. Most application delivery people don't work this way, or they don't necessarily have this sense of adventure and the original impulse to bring new things into life. They have spent years or even decades perfecting their skills, hoping to continue to deal with problems in the most efficient and smoother "old ways".

In addition, different teams tend to have different skills, comfort zones, priorities, and are likely to face different application stacks and compliance / governance requirements. Specifically, start-up teams tend to focus more on DevOps methods and toolsets, while teams in charge of the back end tend to prefer traditional SAP. It will only add to the annoyance if we have to measure both sides in terms of unified requirements.

Of course, DevOps itself is a matter that requires comprehensive planning.

If you want to accelerate innovation across the enterprise, then each employee should play his or her own role in DevOps, including adhering to the core ideas proposed by DevOps, providing other employee-friendly options in toolsets and practices, and introducing visibility and governance layers into teams involving different systems and projects.

Do not fully understand the overall user experience

Today's users tend to have high expectations for features, but they have very low tolerance for problems. Forrester recently found that improvements in the customer experience alone are enough to have a huge profit impact on the enterprise. They estimate that for every 1-point increase in customer experience coefficient, annual revenue increases significantly-$1.1 billion in the automotive industry, $496 million in retail and $388 million in telecoms. On the other hand, if there is a decline in customer experience, it is bound to lead to a corresponding loss of revenue.

Of course, every member of the team wants to build and launch software that users like. However, different functional roles often hold different views, personal advantages and shortcomings. From planning, testing, release to monitoring, we need to have a truly comprehensive understanding of the business and effectively defend the overall user experience through the participation of every team member.

Many DevOps teams are still relying on underlying technologies, such as unit testing, to determine whether candidate releases are safe to roll out. Unfortunately, such tests often only find coding errors, but do not guarantee an excellent product experience. To achieve the goal of experience improvement, you need to do the following three things:

First, take risk-based testing to quickly determine whether a project release needs to be stopped based on some test results.

Second, conduct end-to-end functional testing of transactions, such as from mobile to packaged applications such as API, SAP and Salesforce, and even custom applications and mainframes.

Third, ensure that the application can scale in time and cope with the surge in demand through load / performance testing.

The above three major misunderstandings are common in any organization. After all, DevOps is still a teenager, sometimes it will inevitably bring some trouble, but as long as it is carefully accompanied by its growth, I believe that DevOps will eventually become a powerful force on the road of enterprise development.

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