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New Research Reveals Fresh IT Challenges
• Development and Operations Are Perceived As Impediments To Each Other’s Goals • The Business Does Not See IT as a True Partner • The Dev-Ops Divide is Seen as Having Clear Causes
In an environment where nearly every business has become application-
Further, Development (Dev) and Operations (Ops) blame each other. Three quarters cited operations as a roadblock to agile development, and 72 percent cite development as not supporting the goals of operations. The research shows a clear divide between Development and Operations, helping to explain the aspirational popularity of DevOps this past year.
“There is massive interest in DevOps within enterprises today, as there should be. What our survey revealed, however, is the distance that IT organisations need to evolve to realise the promise of DevOps,” said Amita Abraham, group product marketing manager at Serena Software and the author of the survey report. “This data was telling in that we were able to learn about today’s key ITSM issues, in particular, the need to improve Service Transition, the ITIL set of processes that cover the juncture of Development and Operations.”
The Serena survey was conducted at itSMF’s popular FUSION 12 Conference last month, where enterprise IT professionals from around the globe joined to discuss current and best in IT service management practices. Respondents were polled from a variety of industries, including financial services, government, healthcare, online services, manufacturing and more. The sampling of participants included general attendees and speakers.
Key findings include:
• Inconsistent and manual ITSM practices are too slow for online, agile business. 70 percent reported poor release management processes.
• Disconnected processes limit Development and Operations’ success. 72 percent revealed that operational change and release management, which are central to the Service Transition prescribed by ITILv3, were the most disconnected.
• Rudimentary communication practices lead to limited visibility into planned changes. 60 percent cited they had “little to no” visibility into planned changes. Survey data showed antiquated communication practices such as email, spreadsheets, and word of mouth are still relied upon for sharing critical and time-sensitive information about planned development of operational changes.
• Poor reporting leads to inaccurate status updates to the business. Only six percent reported having shared release calendars across development and operations. Shared calendars add transparency to development changes, helping to ensure they are not missed.
To download Serena’s “IT Service Management Trends 2012: The State of the Dev-Ops Union” report, which includes Serena’s top recommendations for streamlining Development and Operations, go to: http://www.serena.com/
Serena orchestrates IT for enterprise organisations across the end-to-end application delivery lifecycle. IT organisations can coordinate disparate processes, multiple tools and globally distributed teams from initial business request, all the way to final production release. Serena helps IT engage more rapidly and accurately with the business, accelerate globally distributed water-scrum-
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About Serena Software
Serena Software provides Orchestrated IT solutions to the Global 2000. Serena's core purpose is to advance the business value of IT. Our 4,000 active enterprise customers, encompassing one million users worldwide, have made Serena the largest independent ALM vendor and the only one that orchestrates DevOps, the processes that bring together application development and operations.
Headquartered in Silicon Valley, Serena serves enterprise customers from 29 offices in 14 countries. Serena is a portfolio company of Silver Lake Partners, the leader in private investments in technology-enabled industries.
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