Babar, Muhammad Ali

Shahin, Mojtaba

Zahedi, Mansooreh

Zhu, Liming

Context: Continuous Delivery and Deployment (CD) practices aim to deliver software features more frequently and reliably. While some efforts have been made to study different aspects of CD practices, a little empirical work has been reported on the impact of CD on team structures, collaboration and team members’ responsibilities. Goal: Our goal is to empirically investigate how Development (Dev) and Operations (Ops) teams are organized in software industry for adopting CD practices. Furthermore, we explore the potential impact of practicing CD on collaboration and team members’ responsibilities. Method: We conducted a mixed-method empirical study, which collected data from 21 in- depth, semi-structured interviews in 19 organizations and a survey with 93 software practitioners. Results: There are four common types of team structures (i.e., (1) separate Dev and Ops teams with higher collaboration; (2) separate Dev and Ops teams with facilitator(s) in the middle; (3) small Ops team with more responsibilities for Dev team; (4) no visible Ops team) for organizing Dev and Ops teams to effectively initiate and adopt CD practices. Our study also provides insights into how software organizations actually improve collaboration among teams and team members for practicing CD. Furthermore, we highlight new responsibilities and skills (e.g., monitoring and logging skills), which are needed in this regard

Adopting Continuous Delivery and Deployment: Impacts on Team Structures, Collaboration and Responsibilities

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