Workload Automation Blog DevOps Blog

Leading Minds Weigh in on Flipping the Switch to Continuous Delivery

Tina Sturgis
4 minute read
Tina Sturgis

Modern development teams at both startups and large enterprises are facing huge challenges in today’s digital landscape. Juggling new frameworks, tools, and languages while developing secure, high quality code is a challenge for many developers today.

Software delivery timelines are getting crunched, new technologies hover on the horizon, and pressure is mounting from business leaders and clients who want applications with more features on tighter timelines.

What are these demands born of?

Consider the following statistic from IDC Research:

  • Average cost of a critical application failure for a Fortune 1000 company is $500,000 to $1 million per hour

It’s for these reasons and many more that DevOps has risen from a fringe methodology to an essential development practice in under a decade.

While many teams have improved delivery timelines by implementing DevOps practices, many of these same folks are missing huge opportunities for even greater efficiency by overlooking lesser known DevOps practices, such as Continuous Delivery (CD).

Simply put, adopting Continuous Delivery (CD) and automation within the production schedule results in higher quality software getting released faster, and a more intelligent management of overall IT infrastructure.

By using shift-left methodologies, modern teams are detecting bugs faster, automating manual scripting, and deploying higher quality code on tighter timelines. But, it doesn’t happen overnight.

As a part of our recent e-book, Flip the Switch to Continuous Delivery, we reached out to leading DevOps practitioners who weighed in on the benefits of DevOps and Continuous Delivery.

Here’s what they had to say:

“Enterprises implementing DevOps and Continuous Delivery pipelines are twice as likely to exceed their profitability, market share, and productivity goals. Yet, just a small minority of enterprises are achieving this kind of performance. Many struggle to realize DevOps and CD at all.”

–    Marc Hornbeek – Principal Consultant – DevOps at Trace3 [click to tweet]

“The faster an organization can deliver code end-to-end in the development processes, the faster they can get their product to market and satisfy customer demand. With effective tools, infrastructure and good collaboration, there are very few risks. An organization risks its future if delivery is not fast.”

–    Steve Brown – Director, DevOps Solutions N.A. at Lenovo [click to tweet]

“Automation has played a major role in reducing low-value repetitive work, but the real value is driven from collaboration driving greater efficiency and effectiveness.”

–    Stephen Thair – Co-Founder at DevOpsGuys [click to tweet]

“Fostering a culture of Continuous Delivery first requires that there be support and investment for Continual Improvement.”

–    J.P. Morgenthal – CTO, Digital Applications, Americas [click to tweet]

“Focusing on providing CI/CD alone doesn’t provide much value unless the organizational culture is set up to embrace it. Encouraging more collaboration, transparency, measuring as much as possible, as well as automation allows for conditions to exist where CI/CD efforts can emerge and be embraced.”

–    Jason Hand – Author of O’Reilly’s #ChatOps Book and ChatOps For Dummies, Evangelist for VictorOps [click to tweet]

“We are increasingly arriving at a time where Continuous Delivery is becoming the gold standard. Anyone without it is getting left behind. Start small with continuously released bug fixes (many teams do this without knowing they are doing CD), and work your way up to continuously released features. Reduce developer interaction in production environments by integrating deployment automation. Happy developers make good products.”

–    Matthew Woolly – Owner, Woolly Mammoth Limited [click to tweet]

“Continuous Delivery is a shift that touches the entire organization, so before the shift can be made there must be buy-in from the entire organization on what it means for them, the desired outcome, and how to measure. There should be a complete assessment of current talent and tools. Only then can the Dev and IT team work together to determine what tools will help facilitate the shift to Continuous Delivery.”

–    T. Devon Artis – WS Cloud DevOps Consultant at Blue Cross and Blue Shield of North Carolina [click to tweet]

“To flip the switch requires a renaissance. Not only will the architecture change, but so does the culture, collaboration of engineers, workflow, and approach to design. Those are often overlooked and are paramount to the survival of flipping the switch.”

–    Wesley Sluss – Senior DevOps Engineer at FiscalNote, Inc. [click to tweet]

“Development operation for Continuous Delivery and Agile methodologies require a company or organization to invest in tools and infrastructure. To make the shift, developers must release code regularly and their environment must be reliable for daily production turn.”

–    Daroga Yadav – DevOps Lead at Cognizant [click to tweet]

“Three things that are important to Continuous Delivery, regardless of the tooling your team chooses to use, are:

  1. Comprehensive, fast, and reliable test and deployment automation
  2. Trunk-based development and continuous integration
  3. Application code and app and system configuration all in version control

DevOps and Continuous Delivery processes have a strong heritage from lean management practices.”

–    Nicole Forsgren – CEO and Chief, DevOps Research and Assessment (DORA) [click to tweet]

“Business agility, faster deployment frequency, reduced lead time for changes, faster experiments, lower change failure rates are some of the measurable benefits. Teams will develop new people and tech skills, they will be stretched, and you will learn a hell of a lot along the way. CD is hard, and you will fail along the way.”

–    Mark Stocker – Co-Founder @ – the DevOps, Cloud Hosting and Continuous Delivery Experts [click to tweet]

“Big change is hard. The bigger the change, the more things that can go wrong. The ability to predictably deliver value frequently hits the wall when big batches of change require extra attention, knowledge, testing, dependencies, or cost. Big batch size is a barrier to implementing Continuous Delivery.”

–    Dominica DeGradis – Director of Training & Coaching @LeanKit [click to tweet]

“It’s not so much flipping a switch as it is a metamorphosis; a paradigm shift in how an organization approaches the journey code takes from the developer’s mind to a production environment.”

–    Costa Galazios – DevOps/Linux Engineering Consultant [click to tweet]

“In under a decade, DevOps has risen from a fringe practice to a crucial discipline needed for high velocity and reliable software delivery. By adopting automation and implementing Continuous Delivery (CD) within the production schedule, DevOps teams are able to release higher quality software more quickly, and manage IT infrastructure more intelligently.”

–    Joe Goldberg, Innovation Evangelist, BMC [click to tweet]

To download the full e-book, and gain access to additional insights from leading DevOps minds, click here.

Not a reader? You can skip the e-book and try a demo of Control-M here.

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These postings are my own and do not necessarily represent BMC's position, strategies, or opinion.

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About the author

Tina Sturgis

Tina Sturgis

Tina Sturgis is currently a Solutions Marketing Director focusing on Control-M Automation API and bringing more Ops into Dev with Jobs-as-Code. With her she brings 20+ years' enterprise software sales, services and marketing experience. Prior to joining BMC in September 2016, Tina spent nearly 13 years at Hewlett Packard Enterprise Software focusing her expertise in project and portfolio management, application lifecycle management and most recently DevOps across the HPE products and services portfolio. Her vast DevOps experience lies in how to implement a DevOps methodology, what a DevOps operating model should look like and how to make DevOps really work inside complex organizations by measuring success and focusing on organizational change. She earned her BBA degree in accounting and economics from the University of Michigan.