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What DevOps teams really need from a CIO
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======
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IT leaders can learn from plenty of material exploring [DevOps][1] and the challenging cultural shift required for [making the DevOps transition][2]. But are you in tune with the short and long term challenges that a DevOps team faces - and what they really need from a CIO?
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In my conversations with DevOps team members, some of what I heard might surprise you. DevOps pros (whether part of an internal or external team) want to put the following things at the top of your CIO radar screen.
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### 1. Communication
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First and foremost, DevOps pros need peer-level communication. An experienced DevOps team is extremely knowledgeable on current DevOps trends, successes, and failures in the industry and is interested in sharing this information. DevOps concepts are difficult to convey, so be open to a new working relationship in which there are regular (don't worry, not weekly) conversations about the current state of your IT, how the pieces in the environment communicate, and your overall IT estate.
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**[ Want even more wisdom from CIOs on leading DevOps? See our comprehensive resource,[DevOps: The IT Leader's Guide][3]. ]**
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Conversely, be prepared to share current business needs and goals with the DevOps team. Business objectives no longer exist in isolation from IT: They are now an integral component of what drives your IT advancements, and your IT determines how effectively you can execute on your business needs and goals.
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Focus on participating rather than leading. You are still the ultimate arbiter when it comes to decisions, but understand that these decisions are best made collaboratively in order to empower and motivate your DevOps team.
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### 2. Reduction of technical debt
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Second, strive to better understand technical debt and how DevOps efforts are going to reduce it. Your DevOps team is working hard on this front. In this case, technical debt refers to the manpower and infrastructure resources that are usurped daily by maintaining and adding new features on top of a monolithic, non-sustainable environment (read Rube Goldberg).
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Common CIO questions include:
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* Why do we need to do things in a new way?
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* Why are we spending time and money on this?
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* If there's no new functionality, just existing pieces being broken out with automation, then where is the gain?
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The "if it ain't broke don't fix it" thinking is understandable. But if the car is driving fine while everyone on the road accelerates past you, your environment IS broken. Precious resources continue to be sucked into propping up or augmenting an environmental kluge.
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Addressing every issue in isolation results in a compromised choice from the start that is worsened with each successive patch - layer upon layer added to a foundation that wasn't built to support it. In actuality, this approach is similar to plugging a continuously failing dike. Sooner or later you run out of fingers and the whole thing buckles under the added pressures, drowning your resources.
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The solution: automation. The result of automation is scalability - less effort per person to maintain and grow your IT environment. If adding manpower is the only way to grow your business, then scalability is a pipe dream.
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Automation reduces your manpower requirements and provides the flexibility required for continued IT evolution. Simple, right? Yes, but you must be prepared for delayed gratification. An upfront investment of time and effort for architectural and structural changes is required in order to reap the back-end financial benefits of automation with improved productivity and efficiency. Embracing these challenges as an IT leader is crucial in order for your DevOps team to successfully execute.
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### 3. Trust
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Lastly, trust your DevOps team and make sure they know it. DevOps experts understand that this is a tough request, but they must have your unquestionable support and your willingness to actively participate. It will often be a "learn as you go" experience for you as the DevOps team successively refines your IT environment, while they themselves adapt to ever-changing technology.
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Listen, listen, listen to them and trust them. DevOps changes are valuable and well worth the time and money through increased efficiency, productivity, and business responsiveness. Trusting your DevOps team gives them the freedom to make the most effective IT improvements.
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The new CIO bottom line: To maximize your DevOps team's potential, leave your leadership comfort zone and embrace a "CIOps" transition. Continuously work on finding common ground with the DevOps team throughout the DevOps transition, to help your organization achieve long-term IT success.
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--------------------------------------------------------------------------------
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via: https://enterprisersproject.com/article/2017/12/what-devops-teams-really-need-cio
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作者：[John Allessio][a]
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译者：[译者ID](https://github.com/译者ID)
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校对：[校对者ID](https://github.com/校对者ID)
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本文由 [LCTT](https://github.com/LCTT/TranslateProject) 原创编译，[Linux中国](https://linux.cn/) 荣誉推出
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[a]:https://enterprisersproject.com/user/john-allessio
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[1]:https://enterprisersproject.com/tags/devops
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[2]:https://www.redhat.com/en/insights/devops?intcmp=701f2000000tjyaAAA
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[3]:https://enterprisersproject.com/devops?sc_cid=70160000000h0aXAAQ
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CIO 真正需要 DevOps 团队做什么？
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======
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IT 领导者可以从大量的 [DevOps][1] 材料和 [向 DevOps 转变][2] 所要求的文化挑战中学习。但是，你在一个 DevOps 团队面对长期或短期挑战的调整中 —— 一个 CIO 真正需要他们做的是什么呢？
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在我与 DevOps 团队成员的谈话中，我听到的其中一些内容让你感到非常的意外。DevOps 专家（无论是内部团队的还是外部团队的）都希望将下列的事情放在你的 CIO 优先关注的级别。
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### 1. 沟通
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第一个也是最重要的一个，DevOps 专家需要面对面的沟通。一个经验丰富的 DevOps 团队是非常了解当前 DevOps 的趋势，以及成功、和失败的经验，并且他们非常乐意去分享这些信息。表达 DevOps 的概念是很困难的，因此，要在这种新的工作关系中保持开放，定期（不用担心，不用每周）讨论有关你的 IT 的当前状态，如何评价你的沟通环境，以及你的整体的 IT 产业。
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**[想从领导 DevOps 的 CIO 们处学习更多的知识吗？查看我们的综合资源，[DevOps: IT 领导者指南][3]。 ]**
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相反，你应该准备好与 DevOps 团队去共享当前的业务需求和目标。业务不再是独立于 IT 的东西：它们现在是驱动 IT 发展的重要因素，并且 IT 决定了你的业务需求和目标运行的效果如何。
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注重参与而不是领导。在需要做决策的时候，你仍然是最终的决策者，但是，理解这些决策的最好方式是协作，这样，你的 DevOps 团队将有更多的自主权，并因此受到更多激励。
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### 2. 降低技术债务
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第二，力争更好地理解技术债务，并在 DevOps 中努力降低它。你的 DevOps 团队面对的工作都非常难。在这种情况下，技术债务是指在一个庞大的、不可持续的环境（查看 Rube Goldberg）之中，通过维护和增加新功能而占用的人力资源和基础设备资源。
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常见的 CIO 问题包括：
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* 为什么我们要用一种新方法去做这件事情？
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* 为什么我们要在它上面花费时间和金钱？
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* 如果这里没有新功能，只是现有组件实现了自动化，那么我们的收益是什么？
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"如果没有坏，就不要去修理它“ ，这样的事情是可以理解的。但是，如果你正在路上好好的开车，而每个人都加速超过你，这时候，你的环境就被破坏了。持续投入宝贵的资源去支撑或扩张拼凑起来的环境。
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选择妥协，并且一个接一个的打补丁，以这种方式去处理每个独立的问题，结果将从一开始就变得很糟糕 —— 在一个不能支撑建筑物的地基上，一层摞一层地往上堆。事实上，这种方法就像不断地在电脑中插入坏磁盘一样。迟早有一天，面对出现的问题，你将会毫无办法。在外面持续增加的压力下，整个事情将变得一团糟，完全吞噬掉你的资源。
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这种情况下，解决方案就是：自动化。使用自动化的结果是良好的可伸缩性 —— 每个维护人员在 IT 环境的维护和增长方面花费更少的努力。如果增加人力资源是实现业务增长的唯一办法，那么，可伸缩性就是白日做梦。
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自动化降低了你的人力资源需求，并且对持续进行的 IT 提供了更灵活的需求。很简单，对吗？是的，但是你必须为迟到的满意做好心理准备。为了在提高生产力和效率的基础上获得后端经济效益，需要预先投入时间和精力对架构和结构进行变更。为了你的 DevOps 团队能够成功，接受这些挑战，对 IT 领导者来说是非常重要的。
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### 3. 信任
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最后，相信你的 DevOps 团队并且一定要理解他们。DevOps 专家也知道这个要求很难，但是他们必须有你的强大支持和你参与实践的意愿。因为 DevOps 团队持续改进你的 IT 环境，他们自身也在不断地适应这些变化的技术，而这些变化通常正是 “你要去学习的经验”。
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倾听，倾听，倾听他们，并且相信他们。DevOps 的改变是非常有价值的，而且也是值的去投入时间和金钱的。它可以提高效率、生产力、和业务响应能力。信任你的 DevOps 团队，并且给予他们更多的自由，实现更高效率的 IT 改进。
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新 CIO 的底线是：将你的 DevOps 团队的潜力最大化，离开你的领导 “舒适区”，拥抱一个 “CIOps" 的转变。通过 DevOps 转变，持续地与你的 DevOps 团队共同成长，以帮助你的组织获得长期的 IT 成功。
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--------------------------------------------------------------------------------
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via: https://enterprisersproject.com/article/2017/12/what-devops-teams-really-need-cio
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作者：[John Allessio][a]
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译者：[qhwdw](https://github.com/qhwdw)
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校对：[校对者ID](https://github.com/校对者ID)
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本文由 [LCTT](https://github.com/LCTT/TranslateProject) 原创编译，[Linux中国](https://linux.cn/) 荣誉推出
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[a]:https://enterprisersproject.com/user/john-allessio
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[1]:https://enterprisersproject.com/tags/devops
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[2]:https://www.redhat.com/en/insights/devops?intcmp=701f2000000tjyaAAA
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[3]:https://enterprisersproject.com/devops?sc_cid=70160000000h0aXAAQ
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