Organizations that like to respond quickly to changing circumstances in their market or industry often choose to outsource their IT processes or infrastructure to a specialist. Many organizations simply do not have all the necessary IT knowledge and skills in-house and therefore call in the help of a specialized IT service provider.
With good reason: outsourcing operational IT management helps you to create focus on core activities and deliver added value. It gives you space to do what you do best. Traditionally, organizations often outsource the management of their indiscriminate IT to an IT service provider, in order to focus on developing new applications.
However, the exact form of this IT outsourcing must fit the organization. And that is precisely where challenges sometimes arise in practice, for example when working according to 'DevOps': a flexible way of working together between Development and Operations teams during the entire development process and the complete life cycle of an IT project.
No more strict separation of responsibilities
The introduction of DevOps as a working method in the collaboration with your supplier, implies that there is no strict separation of responsibilities between IT development (Dev) and IT management (Ops). In contrast to the traditional way of working, the team is jointly responsible for the results. An adapted working method and management are essential for the success of the DevOps collaboration, which cán ensure a fast and efficient development process. DevOps requires a new, flexible mindset, from both customer and supplier.
However, when IT management is outsourced, a 'traditional' contract is often concluded, full of KPIs aimed at cost reduction, availability and continuity, and with a strict separation of responsibilities. At the same time, this separation of responsibilities is not in line with the DevOps philosophy. DevOps requires a high degree of flexibility, scalability and customer focus, in which IT management and IT development bear a joint team responsibility. The change processes and access restrictions that often characterize traditional outsourcing contracts can then cause friction in the relationship with the IT service provider. Fortunately, it does not have to be that way.