An organization currently manages projects using traditional waterfall methods. ITIL processes are equally rigorous. A new CIO has been hired to increase IT performance and introduce DevOps practices. Initially, which of the following would be critical success factors for DevOps?

Transitioning an organization from rigid, traditional Waterfall methods and heavy ITIL processes toward DevOps requires addressing both structural methodologies and organizational mindset. Sustainable DevOps adoption relies heavily on two foundational pillars: applying Agile and Lean methods to establish small batch sizes, continuous feedback, and streamlined workflows; and securing executive management commitment to drive cultural change. Management sponsorship provides the necessary alignment, resources, and psychological safety required to dismantle silos and shift performance metrics. Because technical adoption (Agile and Lean) and cultural enablement (management commitment) are equally critical initial success factors, selecting both options provides the complete framework for effective DevOps transformation.

Option A: Forming a pilot team is a tactic used later in implementation, but without management commitment and Lean principles, it lacks necessary support.
Option B: While Agile and Lean practices are essential, adopting them without executive management commitment to cultural change leads to transformation failure.
Option C: While leadership commitment is critical, it must be paired with concrete Agile and Lean practices to successfully transform technical workflows.

Kim, G., Humble, J., Debois, P., & Willis, J. (2016). The DevOps Handbook: How to Create World-Class Agility, Reliability, and Security in Technology Organizations. IT Revolution Press. Part I: Introduction to DevOps, pp. 3–15.

AXELOS (2019). ITIL 4: High-velocity IT. TSO (The Stationery Office). Section 4.1: Resilient and Agile Culture, pp. 55–60.

Forsgren, N., Humble, J., & Kim, G. (2018). Accelerate: The Science of Lean Software and DevOps. IT Revolution Press. Chapter 10: Lean Management Practices, pp. 101–114.