In software industry environments, DevOps is the merger of two important worlds: development and operations. The union of those sets generates this interesting method of work.

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With the correct implementation, interesting improvements in the organization are achieved, complementing both worlds to obtain better deliverables and customer service. It helps the organization to produce products faster, with better quality and at a lower cost.

Like any movement, DevOps can be adapted to the particular needs of each organization, being able to take the best practices and align them with the business model of each company. This way, a gradual transformation from the conventional model to the DevOps model, proprietary to the organization, can be executed.

Several points of improvement can be identified when implementing this movement. The most important are:

• Merge Professional Services and Development teams towards a DevOps culture
• Enrich current roles
• Improve the quality of development and deployment of our products and solutions
• Bring the operation closer to development and development to the operation
• Improve software quality through the incorporation of good practices in the entire pipeline, from development to operation and vice versa

Solving a complex case using DevOps

As a first-hand example, I share the applied technique to solve a complex case applying DevOps policies.

Usually, in issues resolutions, there are stacks of escalations with different stages. These are known as level1, level2, level3, where each one represents different teams.

• Level1: First Support line
• Level2: Professional Service
• Level3: Development

Ideally, between these levels, there are well-defined processes for the exchange of information with the objective of incident resolution. But sometimes, information exchange processes take too much time and complicate getting the proper attention in delicate or emergency cases.

For this particular case, which I am sharing, DevOps was successfully applied with the primary objective of “Bringing the operation to development and development to the operation” since the case to be attended presented high criticality and exposure.

The key to achieving a rapid and effective resolution was given by the mechanics of close exchange of information, formed by members of each level working at the same time and on the same case, this way avoiding escalations and “broken information pipes”.

As a summary, applying this form of action, it was possible to solve the case that would normally take a week in just one day, and being able to give back an accurate response, based on documentation.