DevOps isn't a destination, it's a journey towards a frequent and more reliable

release pipeline, automation and stronger collaboration between development, IT and

business teams. This maturity model is designed to help you assess where your team
is on their DevOps journey.�
The maturity assessment model consists of set of questions, which would help to
assess the maturity level of the business unit or organization. It helps to
understand the existing capabilities and determine the gap in maturity.

Based on the result, we do workshop: this is designed to build consensus with

respect to what DevOps means and to help our customers identify key opportunities
and constraints within their enterprise, following with Advisory : in this we
determine a customer�s current state readiness, define a desire state, develop a
multi-phased roadmap, and create phase 1 implementation plan to begin the DevOps
transformation. Lastly, Pilot, These are the actual build services where we work
with a customer to develop CD tooling and drive adoption of a DevOps culture.

DevOps represents a major cultural change, so keep your expectations in check.

Don't expect the organization to change overnight, and don't expect the entire
organization to change at the same time. Consider following steps for a smooth
transition:

1. Support from top management

It is important that you have "air cover" from the top management to change
things and move forwards
2. Establish ownership
The Business unit or group, who can own the responsibility, can be a newly
assembled DevOps team, the organization�s tools group or even an existing
development team with the necessary cultural and technical attributes to undertake
DevOps adoption. Specifically, the group should be capable, innovative,
collaborative and unburdened by a critical production schedule. Because this team
will help drive adoption across the organization by other teams, selecting a
product development team for this work is not optimal. Such a team is unlikely to
have the necessary cross-team visibility and commitment needed to propagate changes
across an enterprise.

Over time the need for this team will dissipate as the enterprise
standardizes on DevOps practices. So, from the outset, everyone should know that
the team itself is temporary, and only exists to initiate and guide the transition
� not to continually oversee and manage DevOps practices in the long term.

3. Establish Governance Model

To carefully consider how the transformation will affect every aspect of the
organization and a clear vision of what you want to achieve, and ad-hoc, a sound
governance strategy should cover organizational, financial and operational
requirements, and the process must be designed to be repeatable, as the DevOps
journey is not just a one-off deal, but an ongoing process to facilitate continuous
improvement.
This is the most important step to make an impact to the culture of the
organization. With Agile and DevOps, practitioners� roles and responsibilities will
change. They�ll need awareness, enablement and empowerment to succeed. It is
extremely important they understand collaboration between organizations that
historically may have had animosity so they can break down these organizational
walls. KPIs must shift from individual metrics to holistic customer business
outcomes