Managing Change: DevOps, Strategic Goals, and Stakeholder Engagement

This presentation analyzes the impact of implementing a DevOps framework on ABC Company's strategic goals and vision. It highlights how DevOps improves organizational culture through enhanced communication, streamlined tools and technical processes, automation, and KPI measurement. The approach focuses on continuous delivery, automation, and rapid feedback integration. The expected outcomes include improved operational practices, better feedback sharing, and adherence to organizational policies. The presentation also identifies key stakeholders, such as employees, managers, clients, and the government, emphasizing the importance of their involvement and addressing their concerns during the implementation process. A stakeholder analysis matrix categorizes stakeholders based on their power, influence, and interest levels, ensuring effective communication and management of expectations. The ultimate goal is to align technological infrastructure upgrades with the company's mission and objectives while maintaining efficiency, productivity, and security.

MANAGING WITHIN A COMPETITIVE ENVIRONMENT
PRESENTATION 1
PART 1

Impacts of DevOps on the ABC Company’s
Strategic Goals and Vision
 The framework will improve
1. Organisational culture as represented
through communication of stakeholders
2. Tools and technical processes
3. Automation of processes
4. Measurement of KPIs
 The framework will also:
1. Ensure best operational practices
2. Improve feedback sharing
3. Create adherence to policies and
knowledge associated with
organisational practises (Andriof,
Waddock, Husted and Rahman, 2017,
pg. 21)

Approach used for the initiative
 DevOps Framework works under four main
principles:
1. Continuous delivery
2. Automation
3. Fast reaction towards feedback.
 ABC Company finds it wise to update its
technical and technological business
aspects.
 Investing in infrastructure upgradation in
technology is vital to maintaining the
optimum efficiency of business operations.
 Efficiency, productivity and security are
fundamental aspects of quality service
delivery for any successful organisation
(Barrett, Oborn and Orlikowski, 2016, pg.
719).

Outcomes of ABC’s Decisions
 DevOps Framework is an initiative in line with technological infrastructure upgradation.
 The framework will ensure that ABC Company maintains the optimum efficiency of business
operations without undermining productiveness and security.
 Also, efficiency, productivity and security – as fundamental aspects of quality service delivery,
will ensure that ABC as an organisation is successful (BC Campus, 2018).
 The primary principles of DevOps will ensure that
1. Organisational culture as represented through communication of stakeholders is redefined and
improved
2. Tools and technical processes become more efficient
3. Processes are automated
4. Measurement of KPIs takes place
 The framework will also ensure:
1. Best operational practices
2. Improvement of feedback sharing
3. Adherence to policies and knowledge associated with organisational practises towards improving
management and achieving the mission and objectives outlined (Blok, Hoffmans and Wubben,
2015, pg. 151).

Stakeholders Identification and Analysis
Stakeholder Involvement:
 Key stakeholders like employees, managers, clients,
and the government have the ability to make or break
a project to be undertaken.
 It is necessary to make sure that every stakeholder is
involved in every stage of development and that the
deliverables are delivered as agreed
 The development of DevOps framework will need input
from stakeholders like the Government, administrators,
members of project teams, managers, customers, and
the contractors.
 DevOps is identified as the most suitable framework
while keeping in mind the needs of the identified
groups of stakeholders.
 Individuals who will first experience the change are
they that are directly involved with the activities of ABC
Company.
 Decision-making will involve convincing stakeholders
such as the management officials, clients, and
government officials (Dawkins, 2015, pg. 3)
Government (High
power, High
influence, Low
interest)
Administrative
division of the
organisation,
managers and
proejct team (High
power, High
influence, High
interest)
Contractors and
sub-contractors
(Low power, Low
influence, Low
interest)
Internal and external
consumers (Low
power, Low nfluence,
High interest)
Key
stakeholde
rs

Stakeholder Analysis
- Stakeholders must:
1. Understand and accept the
costs, risks, and benefits of
the pending upgradation.
- Team members and managers
must:
1. Inform other stakeholders how
change will be executed
- The Government as a key
stakeholder must:
1. Provide supervision towards
ensuring that the project is in
compliance with the local,
national and international rules
and legislations (Cascetta,
Carteni, Pagliara and Montanino,
2015, pg. 29).

Reference
 Andriof, J., Waddock, S., Husted, B. and Rahman, S.S., (2017). Unfolding stakeholder
engagement. In Unfolding stakeholder thinking (pp. 19-42). Routledge.
 Barrett, M., Oborn, E. and Orlikowski, W., (2016). Creating value in online communities: The
sociomaterial configuring of strategy, platform, and stakeholder engagement. Information
Systems Research, 27(4), pp.704-723.
 BC Campus. (2018) Strategies for Effective Communication. Workplace Communication and
Teamwork. [online] Available at:
https://opentextbc.ca/workinginfoodserviceindustry/chapter/strategies-for-effective-commun
ication/
(Accessed on 31 Dec 2018)
 Blok, V., Hoffmans, L. and Wubben, E.F.M., (2015). Stakeholder engagement for responsible
innovation in the private sector: Critical issues and management practices. Journal on Chain
and Network Science, 15(2), pp.147-164.
 Cascetta, E., Carteni, A., Pagliara, F. and Montanino, M., (2015). A new look at planning and
designing transportation systems: A decision-making model based on cognitive rationality,
stakeholder engagement and quantitative methods. Transport policy, 38, pp.27-39.
 Dawkins, C., (2015). Agonistic pluralism and stakeholder engagement. Business Ethics
Quarterly, 25(1), pp.1-28.