With all the advantages of DevOps, this, especially popular now, approach to organizing software development and operation processes, is not without disadvantages. Today we’ll talk about when it’s better to do without DevOps. If you still want to set it up, you should use devops service providers.
When you don’t need devops
At first glance it may seem that a barrier-free organization of application development and operation processes is appropriate for any IT company. However, that’s not entirely true. First of all, it is believed that small businesses and startups can do quite well without DevOps, because testing, deployment and support of small projects can be done manually without using complex automation tools (and expensive specialists who know how to work with them).
Also, sometimes it’s not a good idea to implement DevOps in “heavy enterprise” as well, despite the fact that this approach was originally invented to solve exactly the problems of the corporate IT world. In particular, for “monolithic” applications, where all program functions are implemented in a single structured space of interconnected files and packages, DevOps is not needed in its pure form. Despite the growing popularity of microservice architecture, not all software solutions support it. For example, a lot of financial systems (banks, processing services), especially those that have existed for a long time, are organized as a “monolith”, which they are only now gradually beginning to “saw” into microservices. This is the way they look at integrated DevOps concepts.
You should also keep in mind the organizational side of the issue: in the corporate world there is a clear division of labor. Developers and maintainers have separate departments, bosses and salaries tied to different performance indicators, which are not related to each other. Therefore, implementing DevOps is not possible until activities are aligned and business processes and financial funds are built around a common result.
Finally, DevOps involves not only using new tools and reshaping processes, but also changing the corporate culture itself. If employees or management ignore the principles and values of the approach, it is not worth wasting time and resources trying to adapt it. In addition, automating an existing process requires documentation, the value of which is not too high in agile methodologies, and therefore its completeness and quality may not match the required level of relevance.