March 201919 DEVOPS ­ IT'S NOT ABOUT THE TECHNOLOGY : LESSONS FROM THE FRONTLINE CXO NSIGHTSOne may expect to read about the benefits of Jenkins vis-à-vis Bamboo, or why Gradle is preferred over Maven, in an article on DevOps. The stark reality though, is that for most large "legacy" organisations ­ think: centuries old financial institutions ­ implementing the right DevOps tooling is the easy part. And no, that's not easy either. Realigning your organisation to leverage those tools and to change well-entrenched culture is where the fun really begins.As the wave of digital transformation sweeps across most industries and businesses, so too does the need to transform the way we work. Transformation programmes are seldom easy, particularly in traditional businesses where processes and behaviours are entrenched. Implementing DevOps needs to be considered an organisational change program; it needs to be managed with the rigour and discipline of any other significant investment; and it needs pervasive, cross-functional support in order to be successful.DevOps means more than just tooling, or establishing an automated Continuous Development pipeline. Before embarking on your own program it's certainly worth considering what DevOps means within the context of your organisation. Whilst the ability to take code from a developer's machine and have it running on customers' iPhones with the click of button is most certainly technically achievable ­ it's the myriad of longstanding organisational nuances that have the potential to trip you up. Am I running a project, programme.......... or managing a product?Most, if not all traditional organisations follow onerous project selection and investment processes. Said projects are usually well defined, with a clearly articulated beginning and end. This approach served us well, particularly in the days when project teams were formed, "big bang" deliveries were made, BY MATTHEW TALONI, HEAD OF TECHNOLOGY - SOFTWARE ENGINEERING, PRUDENTIAL CORPORATION ASIA Matthew Taloni
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